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.
Digital Transformation at the Top: Why Companies Need Leaders Fluent in AI and Innovation
Digital transformation is reshaping every sector of the global economy. While technology continues to evolve at extraordinary speed, meaningful transformation still depends on people. More specifically, it depends on leaders who can connect strategy with innovation and guide organizations toward new ways of working. AI is no longer a technical consideration but a fundamental leadership capability. Artificial intelligence, automation, and data analytics are redefining how companies operate and compete. For most organizations, the challenge is no longer whether to adopt these technologies but how to embed them into decision making and long-term growth. This requires executives who are open to change and confident in navigating it. Leaders fluent in AI and innovation are becoming essential.
Why Digital Transformation Fails Without Leadership Buy-In
Many digital initiatives fail because they begin at the operational level without full alignment at the top. When executives see digitalization as a technical upgrade rather than a strategic evolution, progress becomes fragmented. Teams may introduce new tools or systems, yet the broader cultural and organizational shifts do not follow. Successful organizations take a different approach. They view digital transformation as a collective effort that depends on clarity of vision and the ability to bring people together. Leaders play a central role in explaining why change is needed, setting priorities, and supporting teams as they learn and adapt. Their involvement provides direction through uncertainty and helps build the trust required for innovation to take root.
The Business Risk of Executives Without Digital Expertise
As markets shift and new technologies accelerate, the cost of appointing leaders who lack digital fluency continues to rise. Executives are expected to interpret complex data, evaluate AI-driven insights, and make decisions in an environment where conditions change quickly. Without these capabilities, organizations struggle to respond effectively or anticipate what comes next. Business performance is not the only area affected. Companies without digitally aware leadership often face challenges in talent retention, resource allocation, and cross-functional collaboration. Opportunities to innovate are missed. Growth initiatives lose momentum. In response, many organizations are placing greater emphasis on AI executive hiring to ensure their leadership teams can transform emerging technologies into strategic advantage.
How Consea Identifies Leaders with Proven Innovation Credentials
At Consea Group, we understand that digital transformation requires leadership that is both visionary and practical. Our executive search and leadership consulting practices are designed to help clients identify professionals who can translate new technologies into meaningful business value. Our approach looks beyond technical experience. We focus on the qualities that support innovation and sustainable change. This includes the ability to set a clear direction, encourage collaboration, and create an environment where teams feel empowered to experiment and learn. We also evaluate how leaders approach uncertainty and how they guide others through periods of transition. By combining industry knowledge with behavioral insight, we help organizations identify leaders who bring integrity, adaptability, and a long-term mindset to digital transformation.
Securing Future-Ready Leadership
The organizations that thrive in the years ahead will be those led by individuals who are prepared for the future and understand that innovation is not a separate initiative but an essential part of business strategy. These leaders recognize that AI and data are reshaping every dimension of organizational performance and that the role of leadership is to create the conditions for progress. As transformation accelerates, the need for executives who are digitally fluent, strategic, and deeply people-focused will continue to grow. Consea Group partners with organizations worldwide to identify and develop the leaders who will shape the future of digital transformation.
Speak with our consultants to explore how Consea Group can help you identify leaders who are ready to guide your digital transformation journey.
Portrait of the leader in 2023: six dimensions of effective leadership
The complexity of today's global challenges requires a renewed focus on what makes an effective leader. For the past 53 years, the World Economic Forum has brought together many public and private sector leaders to collaborate on strategies and solutions. Leaders today face multiple and interconnected challenges, from economic uncertainty to geopolitical fragmentation to the climate crisis. The complexity of these problems requires the training of certain distinctive traits that help make an effective leader. Having had the opportunity to meet and observe a fair number of leaders in recent years, we have developed our own simple and practical definition of the key dimensions of effective leadership, identifying 6 distinctive qualities. Soul: clarity of purpose Leaders need a clear direction, whatever they choose to do. The driving force behind this purpose may come from deep convictions or values they aspire to live by, or it may come from an ambitious vision they seek to achieve. Purpose encapsulates the dreams of a leader's life, and its fulfillment helps them define their legacy and leave a positive impact on the world. Brain: professionalism Leadership requires the competence and ability to operate successfully to achieve goals. Contextual intelligence is also essential, especially today when we live in a rapidly changing environment. Leaders must develop the ability to think about systems to see the big picture and connect the dots. Heart: passion and compassion The emotional strength behind actions is important. Success can often be difficult to achieve because obstacles can exclude some opportunities. But with passion for their work and their potential impact, as well as compassion for others, leaders can engage individuals, communities, and institutions in a compelling commitment to a common goal. Muscles: perseverance in translating ideas into action Effective leaders provide teams and organizations with the energy they need to deliver results and achieve impact. Purpose, professionalism, and passion can only go so far, if leaders do not also have the strength and perseverance to implement their ideas and bring them to fruition. Nerves: positive mindset All leaders encounter adversity, disruptions and many other sources of stress. Resilience and a positive mindset are key to mastering these situations and emerging even stronger. "Mens sana in corpore sano," a Latin phrase meaning "a healthy mind in a healthy body," is probably the best recipe for resilience, as it emphasizes the power of maintaining a healthy balance in life-mentally, physically and emotionally. Emotional Intelligence In conclusion, there are two elements of fundamental focus in being a good leader, an effective leader capable of realizing his or her best vision for self, teams, and the organization: - the ability to manage one's emotions even and especially when they are consequent to high stress, staying focused on the goal, without allowing unconstructive or negative emotions to distract us; - the ability to tune in emotionally with one's team members as well, taking charge of the dynamics present and depowering the destructive aspects. This can all be encapsulated in one expression: emotional intelligence. All six dimensions of leadership are necessary to successfully deal with the complexity of today's challenges, and through Consea Human Capital Consulting's Executive Coaching we can support executives in their growth process, coaching them to develop role-specific skills as well as their personal leadership. Today more than ever we need to lead with soul, brain, heart, muscle and nerves! Authors: Gabriella Carello – General Manager Consea Human Capital Consulting
Upskilling and reskilling are particularly important in 2026 as companies now operate in an environment shaped by rapid technological, demographic, and market changes. For HR, they are no longer just an added value but a core element of survival and growth strategy. Reskilling is the process of changing professional qualifications, in which employees acquire entirely new competencies or specializations. As a result, they can take on different responsibilities or perform new roles within the organization. Upskilling, on the other hand, refers to developing and deepening existing skills. Its goal is to increase effectiveness in one’s current role and better adapt to new requirements, tools, or technologies. In this case, development takes place within the same career path and focuses on strengthening current competencies.
The importance of reskilling and upskilling stems from: Automation and the growing popularity of AI The development of AI and automation means that many traditional tasks are being optimized and/or replaced by technology. As a result, employees will need to acquire new skills to work alongside automated systems or take on new roles created as a consequence of these changes. Additionally, organizations will need to invest in upskilling to ensure their workforce keeps pace with the latest technologies and methodologies. The skills gap Our experience in the Polish market highlights a growing reality: the gap between available skills and those required by organizations is widening — and it is likely to remain a defining challenge for the labor market. High employee retention Amid growing competition for valuable employees, companies that offer upskilling and reskilling opportunities are more likely to retain team members who already possess experience and critical competencies. By providing opportunities for growth and internal mobility, organizations increase employee engagement and job satisfaction.
Challenges of upskilling/ reskilling Time and resource investment: Upskilling and reskilling require time, money, and resources, and must fit into employees’ schedules. You must obtain funding for training, integrate learning into daily workflows, or offer flexible learning options. Aligning skills with business goals: It’s essential to identify the right skills for future success and ensure learning initiatives match company priorities. Collaboration among HR, management, and department heads is key. Employee resistance: Some employees may not see the value in upskilling or fear job displacement. You need to communicate the benefits clearly and provide appropriate support throughout the process. Leadership support: As part of the HR team, you should make sure leaders constantly prioritize reskilling and upskilling. Evolving technology and learning fatigue: As tech evolves quickly, you must keep training content up-to-date and avoid overwhelming staff with irrelevant or repetitive material.
Summary
Reskilling and upskilling are no longer optional—they’re strategic moves for creating a future-ready workforce, and it’s your responsibility to guide employees through these critical transitions. When learning aligns with business objectives and employee needs, organizations have better flexibility, employee retention, and can close the talent gap. Upskilling and reskilling programs tailored to the company’s strategic evolution are like building up an always-on innovation pipeline fuelled by incredible talent. When companies lean into empowering employee growth through continuous skills development, they create opportunities that enable them to adapt to a shifting future – while attracting high performers who will ultimately drive the business forward. At Consea Group, we believe that investing in people is not just a response to change, but a proactive strategy to shape it. By aligning talent development with our Clients’ business goals, we help organizations attract and develop the competencies that enhance agility and build teams ready for the challenges of the future. Author: Iga Paszkiewicz – Recruitment Consultant PL
Upskilling and Reskilling: Dlaczego są kluczowe w 2026 roku
Upskilling i reskilling są szczególnie ważne w 2026 roku, ponieważ firmy funkcjonują dziś w środowisku szybkich zmian technologicznych, demograficznych i rynkowych. Dla HR to już nie tylko dodatek, ale również element strategii przetrwania i wzrostu. Reskilling to proces zmiany kwalifikacji zawodowych, w ramach którego pracownicy zdobywają zupełnie nowe kompetencje lub specjalizacje. Dzięki temu mogą realizować inne obowiązki lub pełnić odmienne role w organizacji niż dotychczas. Natomiast upskilling oznacza rozwijanie i pogłębianie już posiadanych umiejętności. Celem jest podniesienie efektywności w obecnej roli oraz lepsze dostosowanie się do nowych wymagań, narzędzi czy technologii. W tym przypadku rozwój odbywa się w obrębie tej samej ścieżki zawodowej i służy wzmacnianiu dotychczasowych kompetencji.
Kluczowość reskillingu i upskillingu wynika z: Automatyzacji i rosnącej popularności AI Postęp w obszarze sztucznej inteligencji i automatyzacji powoduje, że wiele dotychczasowych obowiązków jest usprawnianych lub przejmowanych przez technologie. W efekcie pracownicy będą musieli rozwijać nowe kompetencje, by efektywnie współpracować z systemami automatycznymi albo obejmować stanowiska powstające w wyniku tych zmian. Jednocześnie firmy staną przed koniecznością inwestowania w upskilling, tak aby ich zespoły mogły na bieżąco dostosowywać się do dynamicznie rozwijających się technologii i nowoczesnych metod pracy. Luki kompetencyjnej Nasze doświadczenia na polskim rynku pokazują rosnący trend: luka między dostępnymi umiejętnościami a tymi wymaganymi przez organizacje się powiększa — i prawdopodobnie pozostanie jednym z kluczowych wyzwań dla rynku pracy. Dużej retencji pracowników W warunkach nasilającej się rywalizacji o utalentowanych pracowników przedsiębiorstwa, które zapewniają możliwości upskillingu i reskillingu, mają większe szanse na utrzymanie doświadczonych osób posiadających kluczowe dla firmy kompetencje. Dając im perspektywę rozwoju oraz awansu wewnętrznego, organizacje wzmacniają ich zaangażowanie, lojalność i satysfakcję z wykonywanej pracy.
Wyzwania procesu Upskillingu / Reskillingu Inwestycja czasu i zasobów: Upskilling i reskilling wymagają czasu, pieniędzy oraz zasobów i muszą być dopasowane do harmonogramu pracy pracowników. Należy zabezpieczyć budżet na szkolenia, zintegrować naukę z codziennymi obowiązkami lub zapewnić elastyczne formy uczenia się. Dopasowanie kompetencji do celów biznesowych: Kluczowe jest zidentyfikowanie umiejętności niezbędnych do osiągnięcia przyszłego sukcesu oraz upewnienie się, że inicjatywy rozwojowe są zgodne z priorytetami firmy. Współpraca między HR, kadrą zarządzającą i menedżerami działów ma tu zasadnicze znaczenie. Opór pracowników: Niektórzy pracownicy mogą nie dostrzegać wartości upskillingu lub obawiać się utraty pracy. Konieczne jest jasne komunikowanie korzyści oraz zapewnienie odpowiedniego wsparcia na każdym etapie procesu. Wsparcie ze strony liderów: Jako członek zespołu HR powinieneś zadbać o to, aby liderzy konsekwentnie traktowali reskilling i upskilling jako priorytet. Dynamiczny rozwój technologii i zmęczenie nauką: W obliczu szybkiego rozwoju technologii należy regularnie aktualizować treści szkoleniowe oraz unikać przeciążania pracowników nieistotnymi lub powtarzalnymi materiałami.
Podsumowanie
Reskilling i upskilling przestały być dodatkiem – dziś stanowią element strategii budowania organizacji przygotowanej na przyszłe wyzwania, a Twoim zadaniem jest skutecznie przeprowadzić pracowników przez ten proces zmian. Gdy rozwój kompetencji jest powiązany zarówno z celami biznesowymi, jak i realnymi potrzebami zespołu, firma zyskuje większą elastyczność działania, poprawia poziom retencji oraz skuteczniej zmniejsza lukę kompetencyjną. Programy podnoszenia kwalifikacji i przekwalifikowania, dostosowane do strategicznej ewolucji firmy, są jak budowanie stale działającego „rurociągu” innowacji, napędzanego przez niezwykłe talenty. Organizacje, które świadomie wspierają rozwój pracowników poprzez ciągłe doskonalenie kompetencji, tworzą warunki do adaptacji w zmieniającej się rzeczywistości — a jednocześnie przyciągają najlepszych specjalistów, którzy ostatecznie napędzają rozwój biznesu. W Consea Group wierzymy, że inwestowanie w ludzi to nie tylko odpowiedź na zmiany, ale przede wszystkim proaktywna strategia ich kształtowania. Łącząc rozwój talentów z celami biznesowymi naszych Klientów, pomagamy organizacjom pozyskiwać i rozwijać kompetencje, które zwiększają ich zwinność oraz budują zespoły gotowe na wyzwania przyszłości.
Unlocking the Gen Z Code: How Companies Can Attract and Retain Tomorrow’s Talent
In today's rapidly evolving job market, companies are increasingly turning their attention towards attracting and retaining Gen Z candidates. Born into a world of constant connectivity and technological innovation, Gen Z brings a unique set of skills, preferences, and expectations to the table. Understanding what makes this generation tick and embedding it in the employer brand and value proposition is critical for companies looking to thrive in tomorrow's competitive landscape. Tech-Savvy from Birth Gen Z is the first generation to grow up entirely in the digital age. Since day one, technology has been an integral part of their lives, from smartphones to social media. As a result, Gen Z is inherently tech-savvy, effortlessly navigating digital tools and platforms for communication, learning, and productivity. For companies looking to appeal to Gen Z candidates, a solid digital presence and innovative use of technology in the workplace are non-negotiables. The attitude towards new technologies is the field where the clash between generations occurs most often. Except for start-ups and cutting-edge digital companies, most organizations across industries need to create work environments where the older generations, typically in senior and leadership positions, can sustain and adequately address the Gen Zers' optimism and attitude towards using technologies if they want to engage and retain those talents. Shared Values and Meaningful Work Gen Zers are more diverse in race, ethnicity, and sexual orientation than any other generation. They prioritize researching inclusive work environments and are sensitive and committed to global topics such as social justice and climate change. As consumers and employees, Gen Zers choose brands that align with their values. They want to work for companies with a clear social commitment and mission that goes beyond profit. They select a job not only because it meets their financial needs but also because it makes them feel proud and fulfills their purpose. Creating a corporate culture that reflects the company's mission and values is essential to engaging Gen Z employees. They demand accountability and integrity and tend to abandon workplaces where the declared commitment to inclusion or sustainability, for example, is not encountered in the daily practices and expected behaviors. Embracing Entrepreneurialism Unlike previous generations, Gen Z has a strong entrepreneurial spirit. Fueled by a desire for independence, creativity, and impact, many Gen Zers are eschewing traditional career paths to forge their way. Instead of climbing the corporate ladder, they are pursuing passion projects and side hustles, leveraging their skills and interests to create meaningful work on their terms. Companies that offer autonomy, creativity, and impact opportunities are more likely to attract and retain Gen Z talent. To this extent, innovation labs, internal contests to promote problem resolutions, and employee-led initiatives are excellent examples of allowing Gen Z workers to fulfill their aspirations and needs and simultaneously impact the company's success. In addition, new generations seek out organizations that allow employees to have side jobs to pursue their passions, explore their entrepreneurship ideas, and manage them through clear "moonlighting policies" and open communication. Flexible Work Arrangements The need for independence of the newest generations of employees also arises in their approach to the work arrangement. Work-life balance is a top priority for Gen Z. They value flexibility and autonomy in their work schedules, preferring hybrid or remote work arrangements that allow them to effectively balance their professional and personal lives. For Gen Z, productivity goals take precedence overclocking in hours at the office. Companies that embrace flexible work policies and prioritize outcomes over input are better positioned to attract and retain top Gen Z talent. Gen Z workers don't love routines. They appreciate the autonomy of managing their schedule and the opportunity to work from anywhere and in any time zone. They don't appreciate mandatory days in the office and similar prescriptions, as they consider the virtual work environment as effective as the in-person one. However, contrary to what the older generations sometimes believe, Gen Z values face-to-face conversations and the connection created by working in the same room with others as long as they understand the benefit and don't perceive it as an attachment to old working patterns. Investing in Continuous Learning In a world where industries constantly evolve and new technologies emerge rapidly, continuous learning is essential for staying competitive. Gen Z recognizes the importance of upskilling and adapting to industry trends and technologies. Companies that invest in employee development and offer opportunities for growth and advancement are more likely to retain Gen Z talent in the long run. They are also more keen to reskill and have the chance to redesign their career path to follow their curiosity and interests. The idea of doing the same type of job or growing in a single direction through their career is not appealing to them; as mentioned before, Gen Z workers seek opportunities to prove themselves and are more open to questioning their choices if they are not in line with their values and needs, than the previous generations. Whether through training programs, mentorship opportunities, or access to educational resources, companies prioritizing learning and development and offering multiple chances for career paths will stand out in the eyes of Gen Z candidates. Conclusion As Gen Z enters the workforce more significantly, companies must adapt their recruitment and retention strategies to meet this generation's unique needs and preferences. To this extent, they must enhance the company's reputation and image as an employer (i.e., employer brand) and communicate internally and externally the benefits, opportunities, and rewards that the company offers and what it expects to have in return from its employees (i.e., employer value proposition) in a way that includes the aspects mentioned above. This approach is fundamental for a talent strategy that attracts and retains top Gen Z resources, ensuring the company's success in tomorrow's competitive job market. By partnering with Consea and Cometa Coaching, your organization can receive comprehensive executive coaching, training programs, and advisory services that will equip you to successfully navigate the challenges of managing and engaging a Gen Z workforce. Authors Antonella Cerabona, CEO of Consea America Mariateresa Romeo, Founder of Cometa Coaching
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.
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
Food & Beverage 2025: Strategic Skills for the Leadership of the Future
The agri-food sector is undergoing a significant transformation, driven by technological innovation, sustainability, and changing consumer habits. In this dynamic context, executive and managerial profiles must evolve to effectively lead companies toward success.
Emerging Trends and Leadership Implications
Events such as TUTTOFOOD Milan 2025 have highlighted the importance of key themes like sustainability, innovation, and internationalization. In particular, it became clear that growth depends on highly innovative products, more sustainable processes, and expansion into increasingly competitive international markets. These trends directly influence the skills required of those who lead companies.
Key Competencies for Leaders in the Sector
1. Systemic Thinking and a Sustainability Mindset
Integrating sustainable practices into business strategies is crucial. Leaders must be able to assess environmental, social, and regulatory impacts and translate them into actionable decisions. 2. Ability to Drive Innovation
Fostering the adoption of digital technologies, promoting cross-functional teams, and leveraging pilot projects are essential competencies to remain competitive. 3. Intercultural Leadership and International Expansion
With exports serving as a primary driver of growth, managerial leadership must be capable of operating in multicultural environments and managing global supply chains. 4. Agile Management and Data-Driven Thinking
Using data for demand forecasting, inventory management, and predictive marketing is now essential. Soft skills such as adaptability and critical thinking complement a strong data-driven culture. 5. Employer Branding and Talent Development
Attracting and retaining talent requires the ability to create inclusive, appealing work environments while maximizing the potential of internal teams.
The Role of the Head Hunter in This New Landscape
In this evolving scenario, the role of the head hunter is key to identifying and attracting talent with the necessary strategic competencies. Our mission is to support companies in selecting leaders capable of driving innovation, promoting sustainability, and successfully navigating global market challenges. Since, as mentioned, the food & beverage sector is constantly evolving, companies must adapt quickly to remain competitive. Identifying and integrating the right skills will be crucial to addressing future challenges and seizing the opportunities offered by the market.
Generations in Dialogue: Gen Z’s Breakthrough and the Rise of a New Balance
Generation Z – those born between the mid-1990s and 2010 – is emerging as a disruptive force in the workplace. They don’t just ask for change: they demand it and actively put it into practice. On one hand, they detach from traditional models; on the other, they create new ways of thinking about careers, leadership, and corporate culture. A shift that, if embraced, can become a competitive advantage for organizations.
Breaking with the Past
Previous generations – Baby Boomers, Gen X, and to some extent Millennials – experienced work as duty, sacrifice, and constant dedication. Being present in the office and overworking were synonymous with commitment and professional worth. Generation Z, however, is challenging these pillars. According to the Deloitte Global Gen Z & Millennial Survey 2025, young workers prioritize work-life balance, mental health, and purpose, while only 6% see leadership as a primary goal. These findings are echoed by Shinde & Surve’s systematic review (2025), which summarized 59 studies on the topic: Gen Z favors work-life balance, salary transparency, fast career progression, and informal communication over rigid, hierarchical models.
Fluid Careers: From the “Ladder” to the “Lily Pad”
A recent Glassdoor (2025) study introduced the concept of the career lily pad: young professionals are moving away from the idea of a linear career (“career ladder”) to build careers with horizontal, diversified “jumps.” Each experience becomes a springboard – an opportunity for learning and personal growth. This is not a lack of ambition: Deloitte data shows that Gen Z is indeed interested in roles of responsibility, but they conceive leadership as inclusive and horizontal, not as a vertical power.
Flexibility, But Not Isolation
Contrary to stereotypes, Generation Z does not want to work exclusively from remote. Research points to a pragmatic approach: only 23% prefer fully remote work (Gallup, 2024);
40% report feeling isolated when working solely from home (The Times, 2025);
86% would give up remote working in exchange for a higher salary (SEEK Survey, 2025). Academic literature confirms this trend. A study published in Business Horizons (Osorio, 2025) shows that young professionals seek hybrid models that combine autonomy, quality infrastructure, and social spaces.
Wellbeing and Workplace Quality
For Gen Z, wellbeing is non-negotiable. Many young employees see features like relaxing areas, pet-friendly offices, and recreational spaces as essential. These are not frivolous perks: a study by Gupta, Chauhan & Singh (2025) demonstrated that flexibility, purpose-driven roles, and digital engagement tools have a significant impact on satisfaction and retention.
Intergenerational Integration as a Strategic Lever
Debates on the future of work often pit generations against each other: on one side Gen Z, perceived as restless and unwilling to sacrifice; on the other Baby Boomers and Gen X, associated with duty and total dedication. But this framing risks becoming a trap. Research shows the real challenge is not to amplify differences, but to build intergenerational integration models. The coexistence of four generations in today’s workplace is a unique opportunity for cross-fertilization. Practices such as reverse mentoring – where younger employees share digital expertise while senior colleagues transfer experience and strategic vision – are showing tangible benefits. Cross-generational teams also foster inclusion, innovation, and belonging. Generation Z should not be seen as “against” older generations, but as a catalyst accelerating an evolution that involves everyone. Within this mosaic, Millennials play a crucial role. They grew up with traditional values similar to Gen X – dedication, career-based recognition – but also pioneered themes such as work-life balance, flexibility, and purpose: the connection between professional activity and a greater goal, beyond profit, touching on social impact, environmental sustainability, equity, and inclusion. Deloitte’s research (2023, 2025) shows how Millennials paved the way for many requests that Gen Z has made more explicit and radical. Now, as many Millennials sit on managerial roles, they can act as a cultural bridge, mediating between Gen Z’s radical vision and the experience of older generations.
A Break That Opens New Paths
Gen Z is breaking away from the myth of the linear career, the culture of overworking, and the idea that sacrifice is the measure of professional worth. And they do so in order to build: more balanced work models,
inclusive and stimulating environments,
empathic and collaborative leadership,
dynamic and personalized careers. Far from being a threat, Gen Z represents a lever for renewal. If organizations can embrace their expectations and integrate them with the old generations’ experience, having Millennials as the bridge, the future of work can become not only more sustainable, but also more innovative and humane. Accompanying companies through this transformation is not only a matter of HR processes, but of organizational culture. Consea has been working for years with companies across industries to foster dialogue among generations, develop inclusive leadership, and build intergenerational collaboration models. Through training programs, mentoring, and people development projects, we help organizations integrate the best of each generation: the experience of senior professionals, the vision of Millennials, and the innovative drive of Gen Z. Because the future of work is not built on rivalry, but on the integration of differences. Reach us out for a consult at conseahcc@consea-group.com ___________ Author: Sara Ruffinatti, Senior Consultant
Mental Health Awareness Month: A Call for Empathy in the Workplace and Beyond
May is internationally recognized as Mental Health Awareness Month. It is an opportunity to bring attention to the vital importance of psychological well being. But beyond the public messages and official awareness events, mental health is something deeply personal that affects many people every day. Many individuals around us are silently navigating emotional and psychological challenges that are neither visible nor easily expressed. In professional environments especially, the emphasis on performance, composure, and productivity can inadvertently mask the internal experiences of employees and leaders alike. Behind composed demeanors may lie the weight of job insecurity, the quiet pain of personal loss, the stress of unmet expectations, or the anxiety brought on by an uncertain future. These are the unspoken struggles that surround us. It is important to recognize that not everyone has a support system to lean on. Some individuals function as their own sole source of strength. They manage households, careers, or personal transitions without external reinforcement. While independence is admirable, it is not always sustainable, and isolation can have compounding effects on mental health. The familiar phrase “Be kind, you do not know what a person is going through” resonates now more than ever. In recent years, many of us have experienced transformative events. Global disruption, personal grief, and professional setbacks have become part of our shared yet often unspoken experience. These moments have reshaped the emotional landscape of our communities. In this reality, small gestures take on profound meaning. A thoughtful message, a door held open, a sincere “How are you” may seem trivial, yet they have the power to offer comfort and restore connection at crucial times. This month is not only a reminder to prioritize mental health. It is a call to action. We are encouraged to lead with empathy, to foster cultures of psychological safety, and to remain mindful that behind every title and role is a human being who deserves care and understanding. Let us remember that compassion, attentiveness, and human connection are not distractions from productivity. They are essential to sustaining it. Julia Galloway, HRBP- North America
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
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