Nowadays, investing in young people should not just be a slogan, but the best strategy companies should adopt to grow, innovate and gain competitive advantages over their competitors. Regarding Consea Head Hunting‘s experience in managing recruitment processes with the younger generation, a certain rigidity shown by candidates is emerging, expressed especially in terms of demands related to hybrid working opportunities, career plans and business ethics. As a result, there is often a significant lack of motivation and engagement when faced with an offer that fails to detail or satisfy these aspects.
WHAT CAN ORGANIZATIONS DO?
To make themselves more attractive to the younger generation, companies should first of all understand what is actually being sought, and in this regard, there is an increasing emergence of the importance for young people being able to identify with company values in terms of sustainability (environmental, valuing diversity, inclusive approach and equity), ethics, training (with an important focus on soft skills, skills that can become an asset to the individual and not just a direct benefit to the company as is the case with technical skills), policies for investing in resourcesand sharing the expected goals and their consequent development plans envisaged not only in terms of vertical growth, but also about involvement in initiatives, task forces and projects aimed at the well-being of the internal community. Equally important seems to be the attention paid to the work-life balance, flexibility and wellbeing policies within the organization.
In terms of attraction and retention, an important role is played by the organization’s external communication as the new generations put great importance to the company’s website and its presence on social networks as well as, in general, its web reputation.
COMPANY AS COMMUNITY
This focus is symptomatic of the fact that nowadays the company is no longer considered a mere workplace, on the contrary, it increasingly constitutes a real community for new generations, who can appreciate opportunities of involvement that can allow them to come closer and share experiences with other employees belonging not only to different areas or functions, but also to different generations; of this a significant example could be reverse mentoring.
BETRAYAL OR OPENNESS TO CHANGE?
In conclusion, we can highlight one more peculiarity: increasingly, new generations are experiencing change as a development opportunity to enrich their skills and, therefore, the decision to leave one company for another should not be experienced as a betrayal; on the contrary, it would be much more functional for the organization to maintain relations with the resource who has changed reality by opting for a new context. This attitude could generate future opportunities for a new encounter and possible opportunities to reintegrate the resource, enriched by the new experiences gained in the meantime.
Employer Branding: The Art of Attracting the Best Talent
As we have already seen in the article "Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations", in Mexico, it is increasingly difficult for companies to attract and retain the right talent. Therefore, you hear a lot about the Employer Branding concept, which consists on communicating the mission, values and culture of an organization to build their reputation and an attractive differentiation for their talent market.
Companies that foster a good reputation and outstanding workplace culture can attract and retain the most valuable talent, ultimately allowing them to be more competitive in the continuously changing world of work. One of the most recognized global authorities in this field is Great Place to Work.
Some of the companies with multinational talent in Mexico earning of the title of "Great Place To Work 2023" have been: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza, and BASF (Puebla site).
It is no coincidence that the most successful companies in the recent decades are the ones delivering the "best practices" in Employer Branding: Google is widely recognized for its business culture and Innovative Human Resources policies; Apple focuses on creativity, innovation, together with the personal and professional development of its employees; Sales Force has created a company culture focused on values, diversity and inclusion.
Employer Branding is also becoming more and more relevant due to the increasing importance given to the wellbeing of employees and the purpose of the company in the labor market.
Those companies not only have a strategy to attract the best talents but they are also committed to creating an authentic, inclusive, positive and meaningful company culture.
Employer Branding is meant to generate a sense of belonging and commitment by transmitting the fundamental purpose of the company and its raison d'être. This helps the talent acquisition and management strategy that share the same values (or behaviors) of the company (business and organization strategy) and also the desire to be part of something that well aligns with their own values, passions, and ambitions. Some important key points to consider are: generating opportunities for employee development and growth within the company’s organization; fostering a positive and equitable work environment that promotes inclusion, diversity, and well-being; and ultimately provide competitive compensation.
As said, today the reputation of a company is more important than ever. In Mexico, 1 in 3 people have turned down a job offer because of a negative review about working at a specific company.
There are in fact some online sources, available to anyone that needs to evaluate a company’s reputation; the most popular ones are: Merco and Glassdoor.
Consea Group, as a local and global firm with 45+ years in the Executive Search industry, is a strategic and reliable partner that can support you in managing your human resources challenges. As it becomes more difficult to find the best talent for companies, in a more globalization-oriented market, so does the need to implement strategies with the support of experts that know how to attract local and international talents in your market of reference. Thanks to our knowledge of different markets and industries, we can provide the best experience and sew a consulting plan tailored to your company to define an effective approach for your Talent Acquisition strategy.
Follow Consea Group on LinkedIn to stay up to date on the latest labor market trends.
Author: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
Read the article in Spanish:
Employer Branding: El arte de atraer el mejor talento
Como ya hemos visto en el artículo anterior, “Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones” en México cada vez es más difícil para las empresas atraer y retener el talento adecuado. Por esta razón, se escucha mucho sobre el concepto Employer Branding, que consiste en comunicar la misión, los valores y la cultura de una organización para construir su reputación y una diferenciación atractiva para su mercado de talento.
Las empresas que fomentan una buena reputación y una cultura laboral excepcional pueden atraer y retener el talento más valioso, lo que en última instancia les permite ser más competitivas en un mundo laboral en constante cambio.
Una de las autoridades mundiales más reconocidas en este campo es Great Place to Work.
Algunas de las empresas con talento multinacional en México ganadoras del título “Great Place To Work 2023” han sido: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza y BASF.
No es casualidad que las empresas más exitosas de las últimas décadas sean las que ofrecen las "mejores prácticas" en Employer Branding: Google es ampliamente reconocida por su cultura empresarial y políticas innovadoras de Recursos Humanos; Apple se centra en la creatividad, la innovación, junto con el desarrollo personal y profesional de sus empleados; Sales Force ha creado una cultura empresarial centrada en los valores, la diversidad y la inclusión.
El Employer Branding también está cobrando cada vez más relevancia debido a la creciente importancia que se le da al bienestar de los empleados y al propósito de la empresa en el mercado laboral.
Estas empresas no sólo tienen una estrategia para atraer a los mejores talentos, sino que también están comprometidas con la creación de una cultura empresarial auténtica, inclusiva, positiva y significativa.
El Employer Branding pretende generar sentimiento de pertenencia y compromiso transmitiendo el propósito fundamental de la empresa y su razón de ser. Esto ayuda a la estrategia de adquisición y gestión de talentos que comparten los mismos valores (o comportamientos) de la empresa (estrategia de negocio y organización) y también el deseo de ser parte de algo que se alinee bien con sus propios valores, pasiones y ambiciones. Algunos puntos clave importantes a considerar son: generar oportunidades de desarrollo y crecimiento de los empleados dentro de la organización de la empresa; fomentar un ambiente de trabajo positivo y equitativo que promueva la inclusión, la diversidad, el bienestar y en última instancia, proporcionar una compensación competitiva.
Como ya hemos dicho, hoy la reputación de una empresa es más importante que nunca. En México 1 de cada 3 personas ha rechazado una oferta laboral debido a una crítica negativa sobre trabajar en una empresa específica.
De hecho existen algunas fuentes en línea disponibles para cualquiera que necesite evaluar la reputación de una empresa, algunas de las más populares son: Merco y Glassdoor.
Consea Group, como firma local y global con más de 45 años en la industria de Executive Search, es un socio estratégico y confiable que puede apoyarlo en la gestión de sus desafíos de recursos humanos. A medida que se hace más difícil encontrar el mejor talento para las empresas, en un mercado más orientado a la globalización, también lo hace la necesidad de implementar estrategias con el apoyo de expertos que sepan atraer talentos locales e internacionales en su mercado de referencia. Gracias a nuestro conocimiento de diferentes mercados e industrias, podemos brindarle la mejor experiencia y diseñar un plan de consultoría adaptado a su empresa para definir un enfoque efectivo para su estrategia de Adquisición de Talento.
Siga a Consea Group para mantenerse actualizado sobre las últimas tendencias del mercado laboral.
Autor: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
The first time my CEO and I landed in Chicago was a windy cloudy day of May.
We were 90% sure this was the place we wanted to implement our American HQs. We were a little bit familiar with the US geography, opportunities, and potential challenges, but we needed to get a “vibe” of the city, the Midwest culture and how it would welcome the project we had in mind for Consea’s expansion into North America.
Suddenly the cloudy day became sunny and mildly warm; Chicago was welcoming us with open arms.
It was 2017.
I would then travel back to Chicago many other times by myself to start looking for our offices, meeting with our lawyers, our CPA, and eventually starting our operations. I traveled to other cities and their regions (such as Atlanta, New York, Cincinnati, Detroit, among others) to meet our clients and familiarize myself with their industrial areas as well as the US “way to do” business.
In September 2017, Consea America was officially settled, and we already had our first clients.
5 years later… where are we?
Consea America is now one of the major point of references in the Executive Search sector for companies that are already in North America and also for those that are starting up their operations on US soil. Consea America exists for those who need a local partner, not only for their recruiting needs but also a consulting and effective support in understanding the US market and its cultural aspects and differences with the EU mindset.
We have a strong and solid organization composed by passionate, motivated and committed individuals that everyday are working hard and capitalize their market knowledge for our clients, candidates, and partners in general.
Consea America has recently hit its 5 Year Milestone with excellent results, being the second relevant market for Consea Group in terms of revenue.
In these 5 years, we went through challenging and exciting moments.
The pandemic was a teaching moment for the most of us; we sat down with our network (clients, candidates, professionals of the HR and Business Consulting industry) and discussed the New Normal during our Round Table with the CEOs events.
We also took the time to reinforce our team*, invest in our internal resources and prepare ourselves for the moment when the market would be ready to go back to the New Normal. And so it happened, in 2021, together with another phenomenon that experts called the Great Resignation.
Year 2023, a new 5-year cycle is starting.
Consea America is stronger and ready to continue supporting our partners and markets in North America.
*A special Thank You to my team: without you guys all this would have not been possible!
Authors
Antonella Cerabona - CEO Consea America Inc.
Human Resources in China: challenges brought by Covid-19 pandemic
Two and a half years after it started, the Covid-19 pandemic is still greatly impacting businesses in China at all levels. Especially the ‘zero-cases policy’ is creating increasing difficulties to individuals and businesses in the mid-long term.
From HR perspective, for companies, especially foreign companies, one of the major concerns today is how to attract and retain international talents, considering the exodus of foreign nationals and the scarcity of new talents coming to China. In some specific industries, international competences are hardly replaceable by local workforce and the increased scarcity of foreign talents is creating many challenges.
International businesses that provide internal rotations of international profiles now, find themselves having to look outside their own reality to overcome the difficulty of moving talents in China. The immediate effect is that businesses are willing to offer highly competitive salary to attract and retain international resources and others are turning to local employees to bridge the gap.
The peculiarity of China job market challenges European companies in attracting and retaining local employees, as many are the job opportunities rising all at once. In addition, it is not easy to find qualified resources, particularly in terms of “soft skills”, “critical thinking” and “practical knowledge”; an issue present for several years but exacerbated in the last period due to the scarcity of international resources, which led businesses to look at the pool of local candidates.
In the long run, this localization strategy of the team might significantly impact the management and communication between HQs and the China business. Both foreign and Chinese are unable to travel to HQ for information exchanges, networking, training, and sharing of expertise. The risks facing are the lack of diversity in the team, and the isolation of China operations.
All these elements have led to an increase in the demand for international resources which is unbalanced with respect to the current market offer. Currently, businesses in China are monitoring the situation for their next moves, and we, Consea Group, with our team in Shanghai will keep a close eye on it for you.
Authors:
Gaia Ceccatelli - Country Manager China
Chiara Altomonte - General Manager and Head of the Fashion & Retail division
The emerging world highlights different needs than in the past: within work contexts there is a strong need to be able to rely on alternative skills, intelligences, and ways than those used until now.
Companies must find ways to represent ideas, ways and purposes that characterize their essence and express values and motivations by pursuing something they believe in, to inspire confidence both internally and externally. It therefore becomes increasingly important to be able to establish a strong emotional bond with employees and customers.
Our goal, therefore, is to pass on our knowledge and experience on soft topics, first among them, by way of example, Emotional Intelligence.
What's new at Consea Group: Human Capital Consulting.
Consea Human Capital Consulting was born with the aim of guiding companies through this process of change, developing strategic partnerships with our clients, supporting them in transforming today's challenges into tomorrow's successes.
Leading Consea Human Capital Consulting, in the role of general manager, will be Gabriella Carello. Gabriella's professional background has been built at the head of the Human Resources function, in various geographies and within important international industrial realities.
Expert and passionate about leadership, culture and organizational development, she brings to CHCC a solid and proven knowledge of so-called "soft" skills, first among which is emotional intelligence, which she has also gained through her studies at KEY Step Media, the school founded by Daniel Goleman, globally recognized as the top expert on the subject.
Joining Gabriella in the new challenge will be Sara Ruffinatti, an organizational psychologist and ICF-certified coach, trainer and expert in talent management solutions as well as a lover of innovative technologies and the experimentation of new tools for skills development.
The group will further be able to count on the experience of Paola Vasario, a historical figure at Consea Group who has a natural ability to seize and understand the needs of her clients.
Finally, Sara Brino, a psychologist and coach, a passionate scholar of organizational development issues, will be part of the team representing valuable support in the conception and execution of the various projects.
We have many initiatives in the pipeline, follow us on LinkedIn so you don't miss all the updates and projects we are developing!
Authors:
Chiara Altomonte – General Manager and Head of the Fashion & Retail division
Inclusive Leadership: Towards Embracing Diversity and Collective Success
Inclusive leadership represents the core of a work environment that embraces and celebrates diversity as a driving force for collective success. Defined as the ability to manage and guide a group of people while respecting their diversities empathetically and without prejudice, Inclusive Leadership goes beyond mere team management, recognizing the intrinsic value of each individual and their uniqueness, encouraging active participation, and fostering a sense of belonging and community.
Here are some points for reflection gathered by Consea Human Capital Consulting, through dialogues with numerous CEOs and human resources managers.
What are the distinctive traits of an inclusive leader?
An inclusive leader must employ skills such as empathy, effective communication, listening, flexibility, openness to change, awareness of diversities, and responsibility. These traits and skills are fundamental in creating a work environment where every person feels valued and respected as an integral part of collective success. An inclusive leader embodies these traits and skills, acting as a guiding beacon for the team and transforming differences into a springboard for innovation and creativity, crucial for the long-term success of an organization.
What impact can this leadership model have on the organization's business areas?
The beneficial effect of inclusive leadership is not limited to the organizational climate alone. It also extends to key business areas such as research and development, marketing, and external communication. The inclusive approach allows for gaining a competitive advantage, enabling companies to better understand the needs of an increasingly diverse and global market. The diversity within the organization reflects positively in the ability to adapt quickly to changing customer needs and to create innovative and meaningful solutions.
Is the presence of inclusive leaders sufficient to truly make an entire company inclusive?
The answer to this question is no: to foster a truly inclusive corporate culture, the presence of inclusive leaders alone is not enough. It is also necessary to invest in training and the development of key skills at all levels of the organization. Promoting open communication and dialogue, awareness of implicit biases, and constructive conflict management are just some of the fundamental elements in building and maintaining an inclusive and stimulating work environment.
In conclusion, Inclusive Leadership represents an essential pillar for guiding future business strategies. Through the promotion of diversity and inclusion, ambitious goals such as improving productivity, retaining talents, promoting innovation, and building a strong reputation can be achieved. Investing in the training and development of inclusive skills is a fundamental step towards creating a fair, inclusive, and prosperous work environment for all.
Authors
Gabriella Carello – General Manager Consea Human Capital Consulting
Sara Ruffinatti – Senior Consultant Consea Human Capital Consulting
Unmasking Brilliance: Empowering Strategies to Conquer Imposter Syndrome
Managing the impostor phenomenon during a job interview can be a daunting task, but with some guidance from a recruiter, candidates can navigate this challenge more effectively. First and foremost, it's essential for candidates to acknowledge that they are not alone in experiencing these feelings of self-doubt. Impostor syndrome is more common than one might think, even among highly successful individuals. Understanding that these feelings are normal can help alleviate some of the anxiety associated with them.
Secondly, candidates should focus on their achievements and qualifications. Before the interview, it's crucial to review their resume and remind themselves of their accomplishments. By emphasizing their strengths and past successes, candidates can boost their confidence and counteract feelings of inadequacy. Additionally, they should prepare specific examples of how their skills and experiences align with the job requirements. Being well-prepared with concrete evidence can help candidates feel more self-assured during the interview.
Furthermore, it's essential for candidates to practice positive self-talk. They should challenge negative thoughts and replace them with affirmations of their capabilities. Recruiters recommend practicing mindfulness techniques to stay present during the interview and avoid getting caught up in self-doubt. Breathing exercises and visualization can be particularly helpful in staying calm and focused.
Lastly, seeking support from a mentor or coach can be invaluable. A trusted advisor can provide valuable feedback, help candidates recognize their worth, and offer guidance on how to handle the impostor phenomenon. Overall, by acknowledging their feelings, focusing on their achievements, practicing positive self-talk, and seeking support, candidates can effectively manage the impostor phenomenon during a job interview, increasing their chances of presenting themselves confidently and securing the desired position.
Example how Consea has helped candidates navigate Imposter Syndrome
During a recent interview for a senior HR management position, the candidate, let's call her Melissa, exhibited classic signs of Imposter Syndrome. Melissa had an impressive resume with years of experience in her field, yet as soon as the interview started, she seemed uneasy.
As I delved into her accomplishments and expertise, she downplayed her achievements, attributing them to luck or teamwork rather than acknowledging her own skills. It was clear that she struggled with recognizing her worth and was haunted by the fear of not being as capable as her credentials suggested.
In an attempt to address this, I shifted the conversation to focus on specific projects she had led. I asked for details about challenges faced, strategies employed, and outcomes achieved. As she passionately described her experiences, it became evident that her contributions were significant and impactful.
This scenerio highlighted the importance of not just evaluating a candidate's qualifications on paper but also understanding their self-perception and mindset. Here at Consea, I, as a headhunter, benefited from delving deeper into the psychological aspects of the candidate to uncover hidden potential and help them overcome Imposter Syndrome during the interview process.
Author: Julia Galloway, Human Resources Business Partner
Post-Vacation Stress or #Stresstember – How To Survive Returning To Work After Vacation
Returning to the office in September post-vacation may be a huge shock for many people. Relaxed after a summer rest, they cannot find themselves in their daily routine and are unable to work at full capacity; they have to catch up, meet new responsibilities and prepare for possible changes. Moreover, the weather changes and colder days keep coming! All of this causes enormous stress – employees are depressed, distracted, and deprived of energy and motivation. This year, an additional stress factor is also the ubiquitous coronavirus pandemicand related restrictions, which significantly affect the work environment and everyday life.
In order to overcome September stress, it is worth introducing a few small changes to your everyday life that will positively affect the quality of your work and well-being.
Here are a few of them:
1. Plan your time skillfully and set a priority list
Organize yourself in different areas of life – get an organizer, calendar or application for saving tasks and events and try to update them on regular basis. Prioritize your tasks and consider postponing or even cancelling events. Scheduling duties will help you avoid unnecessary stress and improve your quality of life.
2. Focus on one task
During your work, try to concentrate fully on one task and finish it before starting the next one. Many people consider multitasking to be a very desirable trait by which success can be achieved much easier and faster, however, this belief is wrong – many studies show that multitasking has more disadvantages than advantages. Multitaskers, while performing multiple tasks simultaneously, waste time on trivial things and the efficiency of their work decreases. Thus, they do not save their precious time – they distract faster and make mistakes more often.
3. Be assertive and do not take too much on yourself
Set your limits and do not be afraid to say no. Do not take on too many tasks and activities – try to maintain a balance between work and private life. You can also ask your colleagues for help at any time. You need to give yourself time to get back to your daily routine!
4. Think about the positive aspects of your job
Focus on the positive sides of your work – what values this job brings, what you learn, and which opportunities you have for personal self–development. You work in a great, well–coordinated team and you like what you do? Appreciate it and try to be positive!
5. Take care of your health
Taking care of your health will positively affect your productivity. Eat nutritionally rich meals, do not skip breakfast and avoid junk food! The better we eat, the more efficient and energetic we are. Be sure to get adequate rest, as well – try to sleep at least 7 hours and mantain the same daily bedtime. Also, remember to exercise – choose a sport you like and include it in your schedule. Physical activity releases endorphins that help fight stress and eliminate anxiety.
6. Take time to relax
You cannot forget about time for yourself! If your schedule is very tight, even a few minutes of meditation, a short walk, or a morning coffee within peace and quiet is enough to regenerate your body and mind and get away from your everyday life.
It is very difficult for people working remotely to maintain a work-life balance. As many as 39% of employees admitted that their mental health has suffered as a result of the pandemic (research conducted by Devire).
The biggest problems for employees are the feeling of isolation, monotony, uncertainty, stress. A big shock was the complete change in the mode of work – suddenly we stopped going to offices and were locked in houses (often in a small space that had to become our workplace).
Problems related to remote work
What bothered us most often? Definitely, the lack of work-life balance. It was difficult for the employees to organize their day in an effective way. The responsibilities related to the house took up our time and as a result there were tasks that we had to catch up after "leaving work" (in this case, leaving the room where we put the desk).
Communication between employees was also difficult. As many as 35% did not have the opportunity to exchange knowledge with a colleague. There is also disinformation (35%), and 20% of respondents point to the lack of efficient flow of information with the boss.
Isolation and loneliness
A sense of seclusion is another important aspect. Locked in the house, we were not able to change the environment. The only way was to go for a walk with the dog (which at one point was the ONLY LEGAL possibility to leave the apartment).
Nor can we forget that workers have been isolated from the rest of society together with their families, and this has also been tiring in the long run. Constant attempts to adapt their schedules (meetings) to children's online classes gave rise to conflicts – especially during the first weeks of lockdown.
All this caused a lot of emotions that were difficult to cope with. Each of us faced uncertainty. Every day we asked ourselves questions:
What's next?
How long will it take?
Will my position not be abolished?
2 out of 5 employees admitted that their mental health had been significantly affected – 49% of women and 32% of men. They were mainly young people (18-25 years old). Employees over 55 years of age, thanks to their many years of experience, have coped much better with the effects of the pandemic.
How to take care of employees’ motivation?
The most important thing is to pay attention to the differences between employees. Each of us has different needs, and this is often due to our age range. Generational difference is an important aspect that managers need to pay attention to.
For example, younger people pay attention to the company's profile. For baby boomers and X generation stability is the most important.
Employees’ mental health
The productivity of each employee is largely due to mental balance, which as a result of the pandemic has unfortunately been severely disturbed. The task of the team leader is to detect the problem, build a strategy and try to eliminate it.
For each of us, discipline and clearly set goals are important at work. On the other hand, it is important to have freedom in action and the trust of our boss. In a tricky situation, the employee should know who to go to for help and advice.
The organization should also create a culture that emphasizes the preservation of the already mentioned work-life balance. It is important that employees are taught to organize their work well – as a result, they will not have to spend the night to finish an important project. Each stage of the task will have its own deadline.
Motivation means also benefits – not only financial ones. The attractiveness of a given position and company itself is influenced by the possibility of development (interesting offers of trainings and workshops). Employees are always looking for a way to gain knowledge, and a good leader should provide them with the best possible access to acquire new skills.
Another important aspect is building an integrated community and this is possible – even when working remotely. "Virtual coffees" are a good way to get to know your team members better and a nice way to spend time while working.
What is going to happen next?
The restrictions have long been lifted – even though the virus is still in the air. Many companies have not returned to the traditional mode of work and there are many indications that remote work will stay with us for good.
Saving on renting office space is one thing. The second reason is the lack of enthusiasm of employees at the news of the return to stationary mode of work. As many as 61% of respondents want to work from home! We got used to not rushing in the morning to make it to the bus. We do not have to deal with the traffic.
Consea and its Consulting Department aim to lead companies and help them implement a culture of attention to issues such as work-life balance or promoting DEI (Diversity, Equity and Inclusion) policies. We strongly believe that this goal has such a positive impact on the high level of motivation and productivity of employees working for organizations that have trusted us.
Authors:
Iga Paszkiewicz - Recruitment Consultant w Consea Executive Search
A new strategic partnership for Human Capital Consulting
Press release
Consea America and Cometa Coaching Announce Strategic Partnership to Revolutionize Human Resources Solutions in North America.
Chicago, March 19th, 2024
In response to the market's ever-evolving demands, Consea America and Cometa Coaching (“Cometa”) are proud to announce their strategic partnership to reshape Human Capital strategies in the US market for Italian and European companies.
This partnership combines Consea America's extensive global experience in talent acquisition and recruitment with Cometa’s prowess in designing and implementing coaching, training and change management programs for individuals and teams. It promises a unique and tailor-made approach to talent management at every lifecycle stage, from recruitment, to development and retention.
"At Consea America, we understand the critical importance of talents in driving organizational success," said Antonella Cerabona, CEO of Consea America. "By joining forces with Cometa Coaching, we are excited to offer our clients a holistic solution that combines recruitment expertise with cutting-edge coaching, communication, and training programs. This offering seamlessly integrates with our established Human Capital Consulting division in Italy, uniting our efforts to expand into the North American market."
Founded on the principles of partnership, integrity, and uniqueness, the value proposition of Consea America and Cometa's collaboration is clear:
Partnership: We believe in partnering with our clients in their talent management projects, offering more than just advisory services. By sharing competencies, resources, and expertise, we work towards a common goal of success.
Integrity: Our commitment to operating from a position of integrity means we listen to our clients, understand their needs, and provide transparent and honest support throughout our engagement.
Uniqueness: We recognize the unique dynamics of each work environment and collaborate with our clients to design and implement talent solutions tailored to their specific needs, considering the cultural differences and main challenges Italian and European companies have when operating in the US Market.
With Consea's 50 years of experience in executive search and Cometa's founder Mariateresa Romeo's two decades of expertise in executive coaching and organizational behavior, clients can trust the depth of knowledge and the breadth of experience this partnership brings.
"Cometa Coaching is dedicated to supporting driven professionals and dynamic organizations in their transformational journeys, unlocking individuals and teams' full potential, and creating nurturing work environments. With Consea America, we share the same belief that people and their contributions are at the heart of any organization," said Mariateresa Romeo, founder of Cometa Coaching. “Through this partnership, we are excited to expand our reach and offer comprehensive solutions that drive lasting organizational impact."
For more information about Consea America and Cometa's strategic partnership and the services they offer, visit www.consea-group.com.
About Consea:
Consea America is part of Consea Group, a global executive search firm with offices in the US and around the world. With 50 years of experience, Consea has supported thousands of small, medium, and large-sized companies in attracting and retaining top managerial talent through a team of experts and consultants.
About Cometa Coaching:
Cometa Coaching, founded by Mariateresa Romeo, an experienced executive coach and organizational behavior professional, is a Leadership Consulting Company. It supports leaders and their teams in navigating professional challenges, improving performance, and creating a work environment that vibrates with sharing, understanding, and collaboration.
For media inquiries, please contact:
Antonella Cerabona, CEO of Consea America - a.cerabona@consea-group.com
Mariateresa Romeo, Founder of Cometa Coaching - mt@cometacoaching.com
Satisfaction in the workplace: How does work affect our happiness?
A good atmosphere in the workplace, satisfying salary and interesting challenges undoubtedly affect the attractiveness of our professional life. But is it only professional?
Work is an inseparable part of our life and has a huge impact on it. Our frequent profession defines us as a person. When asked "who are you?" we usually immediately mention our job title.
Duties, relationships with employees, successes, but also failures penetrate into our private lives. It's hard to completely cut yourself off from what's going on in the workplace. That is why it is so important that what we do professionally gives us a sense of fulfillment and provides financial security.
How to achieve "wellbeing" in the workplace?
"Wellbeing" is defined as a sense of satisfaction and fulfillment of an employee. It is related to providing them with opportunities for development and safe working conditions. Additional benefits are an added value, but they will not replace the appropriate organizational culture of the company.
How to provide employees with comfort of work?
First of all, monitor their satisfaction and create an environment in which every employee will feel free to say what bothers them. Surveys or individual conversations of employees with the HR Manager can help with this.
The next step is to implement appropriate action: these can be platforms providing consultations with a psychologist, organizing fitness classes (e.g. yoga) – activities, which can help the employee take their thoughts off the multitude of duties.
Every company and its needs are different. Especially after the pandemic, which made the hybrid model a permanent feature of many organizations. It is important to match the right tool and use it to create a workplace that will make the employee satisfied.
Generation Y and Z – can they enjoy their work?
Rocketjobs.pl conducted research in Poland to check the importance of work in the respondent's life and whether it is also their passion.
52% of people declared that working is an important part of their lives, while 30% say that there are other more important things they focus on.
The results are the same when it comes to perception of the profession as a passion – 52% treat their work in this way, and 30% of respondents do not include their job as a hobby.
6 out of 10 people say they are happy at work. While 1 out of 5 people feel – quite the opposite.
The survey has also shown which aspects of working life are important for Generation Y and Z.
The most important factors turned out to be: salary, flexible working time, development prospects, the possibility of remote work, work dynamics, prestige of work, and good relations with co-workers.
It turns out that 51% of respondents from generation Z and 3 out of 5 respondents from generation Y are very satisfied with their level of salary.
The younger the respondents, the more they valued flexible working hours and development prospects. Work dynamics, prestige of the profession and relationships with colleagues are equally important for the respondents – regardless of their age.
The employees were also asked about the reason for choosing a job and the most important thing for them is still the salary. Nowadays, this should not surprise us at all: inflation makes people want to feel financially secured. Additional benefits take a back seat – employees definitely prefer a larger payment than a gym membership. However, this does not mean, that other things – such as a good atmosphere and appropriate organizational culture – should be neglected. If they are at a low level, the employee without remorse will go to the competition.
What is "gainful employment"?
"Gainful employment" is a situation in which the employee is materially self-sufficient thanks to their earnings. They are able to cover all needs (paying for housing, food, healthcare, but also education, culture, etc.), and thus derive full satisfaction from life.
In order for an employee to strive for such a state, they should have access to:
Courses and education – having skills that are in demand in the labor market will allow one to develop professionally and, as a result, receive a promotion.
Professional experience – this includes apprenticeships, internships, volunteering, i.e. everything that will allow someone to learn new things.
Network of contacts – being active in social media and participating in fairs, conferences, interesting events.
CV – an up-to-date document that presents our current skills. Before the recruitment interview, it is also good to get to know employer's profile.
Job search "out of the box" – it is nice sometimes to get out of the comfort zone and in addition to the standard application on the Internet, make direct contact with recruiters using LinkedIn.
Summary
One’s profession does not have to be life’s greatest passion, but it is important to approach one’s duties with a motivation.
This is important, not only from the point of view of the employee themself, but also for the employer. A company that provides its people with appropriate development conditions and attractive salary has a better chance of keeping a good employee for a long time.
However, research has shown that not everyone feels happy in the workplace – this is important information for many organizations in the labor market. Employers can reliably check whether their employees feel good and implement the necessary solutions.
It turns out that it is the youngest, (generation Z), that forces employers to make the most changes. Representatives of this generation are confident and openly signal what they disagree. They suggest to employers what they would like to improve or achieve. If they don't get it, they change jobs without any regrets. Gen Z doesn't want to waste time on something that doesn't bring them satisfaction. They also emphasize the so-called „work-life balance” – a sense of peace and disconnection from professional matters after working hours is extremely important to Generation Z.
Every person strives to achieve happiness - for everyone it has a different meaning but work is an inseparable element of everyone’s lifes and it is important to take care of fulfillment there also.
Follow Consea Group on LinkedIn to stay updated on the latest news about well-being in the workplace.
Authors:
Iga Paszkiewicz - Recruitment Consultant Consea Executive Search, Poland
Read the article in Polish:
Jak praca wpływa na nasze poczucie szczęścia?
Dobra atmosfera w miejscu pracy, satysfakcjonujące wynagrodzenie oraz ciekawe wyzwania niewątpliwie wpływają na atrakcyjność naszego życia zawodowego. Ale czy tylko zawodowego?
Praca jest nieodłączną częścią naszego życia i ma na nie ogromny wpływ. Często wykonywany przez nas zawód definiuje nas jako osobę. Na pytanie „kim jesteś?” zazwyczaj od razu wspominamy o naszej profesji. Dopiero potem pojawiają się kolejne elementy i cechy, które nas opisują.
Obowiązki, relacje z pracownikami, sukcesy, ale i porażki przenikają do naszego prywatnego życia. Ciężko jest całkowicie odciąć się od tego, co dzieje się w miejscu pracy. Dlatego tak ważne jest, by to, co robimy sprawiało nam przyjemność, poczucie spełnienia oraz zapewniało bezpieczeństwo finansowe.
Jak osiągnąć „wellbeing” w miejscu pracy?
„Wellbeing” definiujemy jako poczucie zadowolenia i spełnienia pracownika. Jest ono związane z zapewnieniem mu możliwości rozwoju oraz bezpiecznych warunków pracy.
Dodatkowe benefity czy tzw. „owocowe czwartki” to wartość dodana, ale nie zastąpią pracownikowi odpowiedniej kultury organizacyjnej firmy.
Jak zapewnić pracownikom komfort pracy?
Przede wszystkim monitorować jego zadowolenie oraz kreować środowisko, w którym każdy zatrudniony będzie czuł się swobodnie, by powiedzieć, co mu nie odpowiada. Mogą w tym pomóc ankiety, badania lub indywidualne rozmowy pracowników z HR Managerem.
Następnym krokiem jest wdrożenie odpowiedniego działania: mogą to być platformy zapewniające konsultacje z psychologiem, zorganizowanie krótkich zajęć (np. joga), które pomogą pracownikowi oderwać swoje myśli od natłoku obowiązków.
Każda firma i jej potrzeby są inne. Zwłaszcza po pandemii, która sprawiła, że model hybrydowy zagościł na stałe w wielu organizacjach. Ważne, by dopasować odpowiednie narzędzie i za jego pomocą kreować miejsce pracy, które sprawi, że pracownik będzie czuł się w nim spełniony.
Pokolenie Y i Z – czy potrafią cieszyć się z pracy?
Rocketjobs.pl przeprowadziło badania, które miały na celu sprawdzić, jak ważna jest praca w życiu respondenta i czy jest ona również jego pasją.
52% osób zadeklarowało, że praca stanowi istotną część ich życia, 30% twierdzi, że są inne ważniejsze rzeczy, na których się skupiają.
Podobnie było w kwestii postrzegania zawodu jako pasji – 52% właśnie w taki sposób traktuje swoją pracę, a 30% ankietowanych nie zalicza swojej profesji do hobby.
6 z 10 osób twierdzi, że jest w pracy szczęśliwa. 1 z 5 osób – wręcz odwrotnie.
W badaniach zbadano również, jakie aspekty związane z życiem zawodowym są ważne dla przedstawicieli generacji Y i Z.
Najważniejsze okazały się: poziom wynagrodzenia, elastyczny czas pracy, perspektywy rozwoju, możliwość pracy zdalnej, odpowiadająca dynamika pracy, prestiż wykonywanej pracy, dobre relacje ze współpracownikami.
Okazuje się, że 51% ankietowych z pokolenia Z oraz 3 z 5 badanych z pokolenia Y jest bardzo zadowolonych z poziomu wynagrodzenia.
Im młodsi są ankietowani, tym bardziej cenią sobie elastyczny czas pracy oraz perspektywy rozwoju. Dynamika pracy, prestiż wykonywanego zawodu oraz relacje ze współpracownikami są ważne w podobnym stopniu dla badanych osób – niezależnie od ich wieku.
Badanych pytano również o powód wyboru pracy i najważniejsza dla nich jest nadal wysokość wynagrodzenia. W obecnych czasach absolutnie nie powinno nas to dziwić. Inflacja powoduje, że każdy z nas chciałby czuć się zabezpieczony finansowo. Dodatkowe benefity schodzą wtedy na drugi plan – pracownicy zdecydowanie bardziej wolą większą wypłatę niż karnet sportowy. Nie oznacza to jednak, że inne kwestie – takie, jak dobra atmosfera oraz odpowiednia kultura organizacyjna powinny być zaniedbane. Jeśli są one na niskim poziomie, pracownik bez wyrzutów sumienia przejdzie do konkurencji.
Czym jest „gainfull employment”?
„Gainfull employment” to sytuacja, w której pracownik dzięki swoim zarobkom jest samowystarczalny materialnie. Jest on w stanie pokryć wszystkie potrzeby (opłacenie mieszkania, żywności, opieki zdrowotnej, ale i edukacji, kultury), a co za tym idzie czerpać pełną satysfakcję z życia.
Aby pracownik dążył do takiego stanu, powinien mieć dostęp do:
Kursów i edukacji – posiadanie umiejętności, które są pożądane na rynku pracy pozwolą na rozwój zawodowy, a w rezultacie otrzymanie awansu.
Doświadczenie zawodowe – zaliczamy do tego praktyki, staż, wolontariat, czyli wszystko, co pozwoli nam na naukę nowych rzeczy.
Sieć kontaktów – bycie aktywnym w social mediach oraz uczestniczenie w targach, konferencjach, ciekawych eventach.
Odpowiednie CV – aktualny dokument, który przedstawia nasze dotychczasowe umiejętności. Przed rozmową rekrutacyjną warto również zapoznać się z profilem pracodawcy.
Poszukiwanie pracy „out of the box” – warto czasami wyjść ze strefy komfortu i oprócz standardowego aplikowania w Internecie, można zadbać o bezpośredni kontakt z rekruterami za pomocą LinkedIn.
Wnioski
Nasz zawód nie musi być naszą największą pasją, ale ważne, by z chęcią i dużą dawką motywacji podchodzić do swoich obowiązków.
Jest to ważne nie tylko z punktu widzenia samego pracownika, ale też pracodawcy. Firma, która zapewnia swoim ludziom odpowiednie warunki rozwoju, atrakcyjne wynagrodzenie oraz poczucie sprawczości na danym stanowisku, ma większą szansę na zatrzymanie u siebie dobrego pracownika.
Badania pokazały jednak, że nie wszyscy odczuwają szczęście w miejscu zatrudnienia. To ważna informacja dla wielu organizacji na rynku pracy. Mogą one w rzetelny sposób sprawdzić czy ich pracownicy czują się dobrze i wdrożyć niezbędne rozwiązania, gdyby badania okazały się być mało optymistyczne.
Okazuje się, że to najmłodsi, czyli generacja Z wymusza na pracodawcach najwięcej zmian. Przedstawiciele tej generacji są pewni siebie i otwarcie sygnalizują to, z czym się nie zgadzają. Sugerują pracodawcom to, co chcieliby usprawnić lub uzyskać. Jeśli tego nie otrzymują, bez mrugnięcia okiem zmieniają pracę. Nie chcą tracić czasu na coś, co nie przynosi im satysfakcji. Podkreślają również tzw. work-life balance – poczucie spokoju i odcięcia się od spraw zawodowych po godzinach pracy jest dla nich niezwykle ważne.
Podsumowując, każdy człowiek dąży do osiągnięcia szczęścia. Dla każdego z nas ma ono inną definicję, ale praca to nieodłączny element naszego życia i warto, by zadbać o nasze spełnienie również tam.
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