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.
Sustainability in Business: From Responsibility to Strategic Choice
Sustainability has moved beyond a compliance exercise or reputational safeguard. Today, it is increasingly understood as a strategic choice—one that shapes how organizations grow, allocate resources, and build resilience over time. This shift is reflected in the data. According to McKinsey, companies that integrate sustainability into their core business functions are twice as likely to report financial value from these efforts compared with those that treat sustainability as a standalone initiative. The implication is clear: value creation depends less on ambition statements and more on operational integration. Across industries, businesses are facing a convergence of pressures: regulatory expectations, supply-chain complexity, climate risks, and shifting stakeholder priorities. In this context, sustainability becomes less about “doing less harm” and more about managing financially material risks and opportunities. Research by MSCI shows that companies with higher ESG ratings tend to experience more stable revenues and cash flows over time, especially in periods of economic uncertainty. What distinguishes meaningful sustainability from symbolic action is integration. When sustainability informs investment decisions, procurement practices, product development, and talent strategy, it becomes part of how the organization operates rather than a parallel initiative. A meta-analysis conducted by the NYU Stern Center for Sustainable Business, reviewing over 1,000 studies, found that long-term performance outcomes are 76% more likely to be positive or neutral when ESG factors are integrated into strategy, particularly over longer time horizons. Another critical dimension is the value chain. Sustainability no longer stops at organizational boundaries. Decisions about suppliers, logistics, and partners carry direct implications for resilience and continuity. The World Economic Forum notes that environmental and social risks—such as climate disruption or biodiversity loss—are now among the most significant long-term global risks to economic growth, underscoring the importance of addressing sustainability beyond the corporate perimeter. Ultimately, sustainability in business is about future readiness. As expectations evolve and risks become more systemic, sustainable choices are increasingly those that strengthen adaptability and durability. In this sense, sustainability is not an obligation, but a disciplined approach to building businesses that can endure complexity and change. Author: Antonella Cerabona — Head of Americas, Consea Group
In the intricate dance of global commerce, the proximity of nations often plays a crucial role. Nowhere is this more evident than in the evolving relationship between the United States and Mexico. The rise of nearshoring—the practice of relocating production processes to nearby countries—has sparked a new chapter in their economic interdependence. Nearshoring has emerged as a strategic response to the limitations an d uncertainties associated with traditional offshoring practices. As US companies seek to optimize their supply chains and reduce dependency on distant manufacturing hubs, Mexico has emerged as an attractive alternative. The geographical proximity, coupled with favorable trade agreements such as the USMCA, has positioned Mexico as a prime destination for nearshoring initiatives. The convergence of Asian investment in Mexico under the USMCA framework holds promise for all stakeholders involved. Despite the difficult relations with the US in the most recent year(s), thanks to the Nearshoring, Asian firms gain access to a vast consumer market, reduced trade barriers, and a competitive edge in global supply chains. Meanwhile, Mexico stands to benefit from increased foreign direct investment, technology transfer, and job creation, bolstering its position as a manufacturing powerhouse in the Americas. The impact of nearshoring on the US-Mexico relationship transcends bilateral trade figures. It catalyzes economic growth on both sides of the border, stimulating job creation, infrastructure development, and innovation. By leveraging Mexico's skilled workforce and strategic location, US companies gain a competitive edge in the global marketplace while contributing to the socio-economic advancement of their southern neighbor. As Mexico gears up to welcome a wave of new businesses and witness the expansion of existing enterprises in 2024, the outlook for job opportunities has never been brighter. With projections estimating the creation of up to 400,000 jobs in the formal sector within the first three months of the year, the Mexican workforce stands poised to embark on a journey of growth and prosperity. By embracing innovation, seizing opportunities, and leveraging their talents, individuals can play a pivotal role in driving economic growth, fostering innovation, and shaping the future of Mexico's vibrant labor market. In today's hyper-competitive business landscape, talent has emerged as the ultimate differentiator and driver of organizational success. By partnering with Consea Group, companies gain access to a strategically committed to helping them attract, retain, and develop top talent that propels their business forward. Whether it's navigating the challenges of globalization, addressing industry-specific talent gaps, or adapting to evolving market trends, Consea Group empowers clients to stay agile, innovative, and ahead of the competition. With established offices in Mexico (since 2015) and in the US (since 2017) Consea Group brings a wealth of knowledge and expertise to the table. Leveraging their deep understanding of different markets and industries, their team of seasoned professionals is adept at identifying and attracting top-tier talent, both locally and internationally. Whether it's executive leadership roles, specialized technical positions, or niche skill sets, Consea Group has the insight and resources to deliver customized solutions tailored to each client's unique requirements. Follow Consea Group to stay updated on the latest labor market trends and check out our latest open positions! Authors: Antonella Cerabona, CEO North America & LATAM Enríque Pedroza, Business Development Manager MX Read the article in Spanish:
Nearshoring: un punto de inflexión para el comercio mundial
En la intrincada danza del comercio global, la proximidad de las naciones suele desempeñar un papel crucial. En ninguna parte esto es más evidente que en la evolución de la relación entre Estados Unidos y México. El auge del Nearshoring (la práctica de reubicar los procesos de producción en países cercanos) ha desencadenado un nuevo capítulo en su interdependencia económica. El Nearshoring ha surgido como una respuesta estratégica a las limitaciones e incertidumbres asociadas con las prácticas tradicionales de deslocalización. Mientras las empresas estadounidenses buscan optimizar sus cadenas de suministro y reducir la dependencia de centros de fabricación distantes, México ha surgido como una alternativa atractiva. La proximidad geográfica, sumada a acuerdos comerciales favorables como el T-MEC, ha posicionado a México como un destino principal para iniciativas de nearshoring. La convergencia de la inversión asiática en México bajo el marco del T-MEC es prometedora para todos los actores involucrados. A pesar de las difíciles relaciones con Estados Unidos en los últimos años, gracias al Nearshoring las empresas asiáticas obtienen acceso a un vasto mercado de consumo, barreras comerciales reducidas y una ventaja competitiva en las cadenas de suministro globales. Mientras tanto, México se beneficiará del aumento de la inversión extranjera directa, la transferencia de tecnología y la creación de empleo, lo que reforzará su posición como potencia manufacturera en las Américas. El impacto del Nearshoring en la relación entre Estados Unidos y México trasciende las cifras del comercio bilateral. Cataliza el crecimiento económico en ambos lados de la frontera, estimulando la creación de empleo, el desarrollo de infraestructura y la innovación. Al aprovechar la fuerza laboral calificada y la ubicación estratégica de México, las empresas estadounidenses obtienen una ventaja competitiva en el mercado global y al mismo tiempo contribuyen al avance socioeconómico de su vecino del sur. Mientras México se prepara para recibir una ola de nuevas empresas y ser testigo de la expansión de las empresas existentes en 2024, las perspectivas de oportunidades laborales nunca han sido más brillantes. Con proyecciones que estiman la creación de hasta 400.000 empleos en el sector formal dentro de los primeros tres meses del año, la fuerza laboral mexicana está preparada para embarcarse en un viaje de crecimiento y prosperidad. Al adoptar la innovación, aprovechar las oportunidades y aprovechar sus talentos, las personas pueden desempeñar un papel fundamental a la hora de impulsar el crecimiento económico, fomentar la innovación y dar forma al futuro del vibrante mercado laboral de México. En el panorama empresarial hipercompetitivo actual, el talento se ha convertido en el principal diferenciador e impulsor del éxito organizacional. Al asociarse con Consea Group, las empresas obtienen acceso a una compañia estratégicamente comprometida para ayudarlas a atraer, retener y desarrollar los mejores talentos que impulsen su negocio. Ya sea enfrentando los desafíos de la globalización, abordando las brechas de talento específicas de la industria o adaptándose a las tendencias cambiantes del mercado, Consea Group permite a sus clientes mantenerse ágiles, innovadores y por delante de la competencia. Con oficinas establecidas en México (desde 2015) y en EE. UU. (desde 2017), Consea Group aporta una gran cantidad de conocimientos y experiencia. Aprovechando nuestro profundo conocimiento de diferentes mercados e industrias, nuestro equipo de profesionales experimentados son expertos en identificar y atraer talento de primer nivel, tanto a nivel local como internacional. Ya sean roles de liderazgo ejecutivo, puestos técnicos especializados o conjuntos de habilidades específicas, Consea Group tiene el conocimiento y los recursos para ofrecer soluciones personalizadas adaptadas a los requisitos únicos de cada cliente. ¡Siga a Consea Group para mantenerse actualizado sobre las últimas tendencias del mercado laboral y consulte nuestros últimos puestos vacantes! Autores: Antonella Cerabona, CEO North America & LATAM Enríque Pedroza, Business Development Manager MX
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 resources and 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. Authors: Sara Ruffinatti – Senior Consultant & Executive Coach Marzia Pio – Junior Consultant at Consea Executive Search
Emotional intelligence: what is it and why it can change your life
Emotional Intelligence is the common thread in every project promoted by Consea Human Capital Consulting: we firmly believe in the effectiveness of this skill, which is now internationally recognized, both in the field of psychology and in business organization. The term emotional intelligence was first used in the 1980s by psychologist Howard Gardner, who introduced the concepts of inter-personal intelligence (which allows one to understand others' intentions and emotions) and intra-personal intelligence (i.e., the ability to understand one's own emotions and motivations). However, the concept of emotional intelligence was popularized and made famous by U.S. psychologist, author and science journalist Daniel Goleman, with the book "Emotional Intelligence: What It Is and Why It Can Make Us Happy": in this essay, the author explains how a good IQ is not enough to achieve success at work and well-being in life, as a mix of self-control, perseverance, empathy and attention to others contribute to the basis of our choices. The power of emotional intelligence Emotional intelligence is thus the ability to recognize and understand one's own and others' emotions, but also the ability to use this awareness to better manage one's own behaviours. Why can this change our lives and, to quote Goleman's words, make us happy? The answer is simple: emotions often get the better of us, sabotaging our chances of success at work and in life. With emotional intelligence, however, it is possible to prevent this from happening by learning to make decisions guided by common sense and self-awareness, rather than impulsivity and fear. By recognizing and training one's emotional intelligence, one first achieves greater mental serenity and thus greater well-being. Emotional intelligence between reason and emotionality Underlying emotional intelligence, we can find neuroscientific explanations. In fact, we must consider that everything we perceive through our senses travels inside our body by means of electrical signals, which pass from cell to cell until they reach our brain and, specifically, the limbic system, where emotions are born, to arrive, only later, to the frontal lobe, the seat of logical and rational thought. Analyzing this process, we easily conclude: even before we can rationally evaluate reality, we perceive it emotionally and react to external stimuli, first with our emotional center and then with our logical center. That is why sometimes, in moments of anger, it is difficult to control one's emotions, risking saying things that one does not really mean. In fact, in such cases, reason is hindered by emotions, which do not allow us to evaluate the information and thus choose the most appropriate reaction. We can therefore say, in a grand summary, that emotional intelligence is the skill that enables us to narrow the gap between emotionality and reason. Follow us to find out what emotional intelligence skills are and how they can impact the workplace.
Recruiters often ask themselves: “How can I find the best Candidate for my Client?” Of course, everything depends on the industry and the specifics of the role, but more and more often, there is a noticeable trend toward emphasizing the evaluation of soft skills in candidates. Why is this so important, and how can it be assessed during the recruitment process? Companies are increasingly preferring Candidates with well-developed interpersonal skills such as communication, collaboration, creativity, problem-solving, and adaptability. In the face of automation and artificial intelligence, soft skills are becoming essential for career success. These abilities help individuals handle crises better, manage teams effectively, and ultimately contribute to the success of the organization. An interesting study was conducted in Poland during the Pracuj.pl Festival, where experts asked members of Generation Z about the most important skills used at work. As many as 54% of respondents indicated that soft skills (such as empathy, communication, and teamwork) are the most important. In second place (37%) were specialist skills (courses, industry knowledge), followed by foreign language proficiency in third place. This shows that the younger generation values flexibility, growth, and adaptability. Rapidly changing technologies are increasing the importance of soft skills, and employers appreciate people who can think critically, build relationships, and work collaboratively. The younger generation is fully aware that technical skills can quickly become outdated, while interpersonal abilities remain universally relevant. That is why young people are increasingly treating soft skills as a key asset. These skills allow them not only to adapt to different professional roles but also to manage their careers more effectively in the long term. Recruiters are increasingly using various methods to assess candidates’ soft skills in realistic scenarios. This approach helps them better understand how someone performs in real-world job situations. Here are some examples: 1. Case Studies and Practical Tasks These help assess candidates’ reactions to real-life challenges. Goal: To evaluate how the candidate approaches solving actual problems. Assessment: Analytical thinking, creativity, decision-making, task prioritization. Example: Solving a client problem, analyzing sales data, or creating a short action plan. 2. Behavioral Interviews Analyzing work experiences and problem-solving approaches. Goal: To understand how the candidate responded to specific past situations. Assessment: Communication, collaboration, stress resistance, initiative. Sample question: “Tell me about a time when you had to quickly adapt to a change in plans. How did you handle it?” 3. Assessment Centers Simulations of professional scenarios in group settings. Goal: Comprehensive evaluation in a simulated work environment. Assessment: Teamwork, leadership, conflict resolution, flexibility. Tasks: Group discussions, presentations, decision-making games, role-playing. Conclusion As of 2025, recruitment focuses on identifying and developing candidates’ soft skills, which are crucial for success in a dynamic and diverse professional environment. The job market is evolving rapidly, and so are the expectations of both candidates and employers. Therefore, one of the key challenges for companies will be adapting recruitment processes to meet the demands of this new reality. If you want to stay up to date with the latest recruitment trends in the Polish market – and beyond – follow Consea! Our agency operates in Europe, North America, and Asia, which allows us to continuously expand our expertise in headhunting and share this knowledge with both Clients and Candidates. Umiejętności miękkie w rekrutacji
Osoby zajmujące się na co dzień rekrutacją często zadają sobie pytanie: „Jak znaleźć dla Klienta najlepszego Kandydata na dane stanowisko?”. Wszystko zależy oczywiście od branży i specyfiki roli, ale coraz częściej można zauważyć trend, jakim jest nacisk na badanie umiejętności miękkich osoby rekrutowanej. Dlaczego jest to tak ważne i jak można to sprawdzić podczas procesu rekrutacyjnego? Firmy coraz częściej preferują Kandydatów z rozwiniętymi umiejętnościami interpersonalnymi, takimi jak komunikacja, współpraca, kreatywność, rozwiązywanie problemów oraz zdolność adaptacji. W obliczu automatyzacji i sztucznej inteligencji, kompetencje miękkie stają się kluczowe dla sukcesu zawodowego. To one pozwalają lepiej radzić sobie w sytuacjach kryzysowych, efektywnie zarządzać zespołem, a co za tym idzie – wpływać na sukces organizacji. Ciekawe badanie zostało przeprowadzone w Polsce podczas Festiwalu Pracuj.pl, gdzie eksperci zapytali przedstawicieli pokolenia Z o najważniejsze umiejętności wykorzystywane w pracy. Aż 54% ankietowanych odpowiedziało, że to właśnie „umiejętności miękkie” (empatia, komunikatywność, umiejętność pracy w grupie) są najbardziej istotne. Na drugim miejscu (37%) znalazły się umiejętności specjalistyczne (kursy, wiedza branżowa), a trzecie miejsce zajęła znajomość języków obcych. To pokazuje, że młode pokolenie stawia na elastyczność, rozwój i zdolność adaptacji. Szybko zmieniające się technologie sprawiają, że umiejętności miękkie zyskują na znaczeniu, a pracodawcy doceniają osoby, które potrafią myśleć krytycznie, budować relacje i działać w zespole. Młode pokolenie doskonale zdaje sobie sprawę, że kompetencje techniczne mogą szybko się dezaktualizować, a zdolności interpersonalne pozostają uniwersalne. To właśnie dlatego młodzi ludzie coraz częściej traktują umiejętności miękkie jako kluczowy atut. Dzięki nim są w stanie nie tylko odnaleźć się w różnych rolach zawodowych, ale także skuteczniej zarządzać swoją karierą w dłuższej perspektywie. Rekruterzy coraz częściej wykorzystują różne metody, aby ocenić umiejętności miękkie Kandydatów w realistycznych scenariuszach. Takie podejście pozwala lepiej zrozumieć, jak dana osoba radzi sobie w rzeczywistych sytuacjach zawodowych. Oto przykłady: 1. Case studies i zadania praktyczne: Pozwalają sprawdzić reakcje na realne wyzwania. Cel: Sprawdzić, jak Kandydat podchodzi do rozwiązywania rzeczywistych problemów. Ocena: Myślenie analityczne, kreatywność, podejmowanie decyzji, priorytetyzacja zadań. Przykład: Rozwiązanie problemu Klienta, analiza danych sprzedażowych czy stworzenie krótkiego planu działań. 2. Wywiady behawioralne: Analiza doświadczeń zawodowych i podejścia do problemów. Cel: Zrozumieć, jak Kandydat reagował na konkretne sytuacje w przeszłości. Ocena: Komunikacja, współpraca, odporność na stres, inicjatywa. Przykład pytania: "Opowiedz o sytuacji, w której musiałeś szybko dostosować się do zmiany planu. Jak sobie poradziłeś?" 3. Assessment centers: Symulacje sytuacji zawodowych w zespołach. Cel: Kompleksowa ocena w warunkach symulacyjnych. Ocena: Praca zespołowa, przywództwo, rozwiązywanie konfliktów, elastyczność. Zadania: Dyskusje grupowe, prezentacje, gry decyzyjne, odgrywanie ról. Podsumowując, w 2025 roku rekrutacja koncentruje się na identyfikowaniu i rozwijaniu kompetencji miękkich Kandydatów, które są kluczowe dla sukcesu w dynamicznym i zróżnicowanym środowisku zawodowym. Rynek pracy zmienia się dynamicznie, a wraz z nim ewoluują oczekiwania zarówno Kandydatów, jak i pracodawców. Zatem kluczowym wyzwaniem dla firm będzie dopasowanie procesów rekrutacyjnych do nowych realiów. Jeśli chcesz być na bieżąco z aktualnymi trendami rekrutacji na rynku polskim (i nie tylko) – obserwuj Consea! Nasza agencja jest obecna m.in. w Europie, Ameryce Północnej i Azji, a to pozwala nam stale poszerzać naszą wiedzę w zakresie „headhuntingu” i dzielić się tymi kompetencjami zarówno z Klientami, jak i Kandydatami. Iga Paskiewicz - Recruitment Consultant
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
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
How Economic Shifts Are Reshaping Demand for Executive Leadership
In today's volatile global economy, companies face a complex mix of inflationary pressures, fluctuating interest rates, and ongoing geopolitical uncertainty. These external forces are doing more than shaping financial markets; they are redefining what effective executive leadership looks like.
The Economic Impact on Executive Hiring
Periods of economic disruption often spark a recalibration of leadership priorities. In downturns, boards seek turnaround specialists with the resilience, operational discipline, and financial acumen to steer organizations through turbulence. When markets expand, the focus shifts toward innovation-driven executives who can capture emerging opportunities and scale growth efficiently. This cyclical pattern highlights the direct economic impact on executive hiring. Leadership needs no longer follow a static model; instead, they reflect broader shifts in market confidence, consumer behavior, and investment trends. Companies that anticipate these transitions and proactively align their leadership teams are best positioned to thrive in any climate.
Executive Hiring Strategies for a Changing Economy
The most successful organizations are rethinking traditional executive hiring strategies to adapt to today's dynamic environment. Rather than filling positions reactively, boards are emphasizing predictive leadership planning—identifying the skills and mindsets their organizations will need to navigate future challenges. Key trends shaping modern executive hiring include: Agility and transformation expertise: Leaders who can pivot quickly in response to shifting markets. Digital fluency: Executives who understand technology's role in driving competitive advantage.
Cross-functional leadership: Professionals who can unite operations, finance, and innovation under a shared strategic vision. At Consea Group , we help organizations design and execute executive hiring strategies that reflect both immediate priorities and long-term objectives. By tailoring search criteria to specific economic contexts, we ensure our clients attract leaders who not only fit the role but also anticipate what comes next.
Aligning Leadership with Market Realities
The right leadership at the right moment can be the difference between surviving and outperforming. Consea's adaptive executive search methodology focuses on the capabilities most critical to each phase of the business cycle. In uncertain markets: We identify leaders skilled in transformation, cost optimization, and cultural stabilization.
In recovery or growth periods: We target visionary executives who can accelerate innovation, drive digital transformation, and lead expansion into new markets. By continuously monitoring executive leadership demand across industries, Consea ensures organizations stay one step ahead, equipped with leaders who can navigate change and seize opportunity.
Building Resilience Through Strategic Leadership
Economic cycles may be unpredictable, but leadership strategy does not have to be. Companies that invest in forward-looking executive recruitment are more resilient, adaptable, and prepared to lead through uncertainty. Partner with Consea Group to ensure your organization has the leadership strength to remain competitive, no matter how the global economy shifts. Contact us to start your executive search.
Talent Risk Audit: Why Summer Is the Best Time to Identify Leadership Gaps
August is a natural pause in the business cycle. With many decision-makers on holidays and operations running at a slower pace, it's the perfect time to look forward—especially at the strength and stability of your leadership team. While most companies wait until there's a resignation or crisis to react, a summer talent audit allows you to proactively uncover hidden risks in your org chart and identify where your organization may be exposed. Don't wait for a vacancy to fix a leadership gap. Instead, plan ahead before talent gaps become urgent.
Why Conduct a Talent Risk Audit in August?
Time to Reflect
With fewer meetings and a lighter workload, HR leaders and executives finally have room to zoom out. Use this space to ask: Where are we most vulnerable if a key leader leaves?
Who is actually ready to step up?
What roles would take the longest to fill externally?
Less Noise, More Clarity
The quieter pace of summer allows you to analyze your leadership pipeline without the usual daily distractions. It's an ideal time to assess succession pipelines, role fragility, and readiness gaps that are often ignored in the rush of day-to-day operations.
Get Ahead of the September Surge
As business ramps back up in September, many companies scramble to address sudden leadership changes or backfill strategic positions. Assess your leadership exposure before September so you can respond with confidence when new opportunities or challenges arise.
What to Look for in a Talent Risk Assessment
A strong talent risk assessment goes beyond org charts and job titles. It should evaluate: Whether the company is too dependent on a single person for certain roles
If there are team members who could confidently step into leadership if needed
Whether current employees are being prepared to grow into bigger roles
If the leadership team has the right skills for where the company is headed
Where potential gaps could slow down the business if someone left suddenly Too often, companies have succession plans on paper that don't hold up in practice. Maybe the “next in line” lacks the trust of their team, or they're missing key technical skills. Maybe no one is actually ready. By engaging in a structured talent risk audit with Consea, you get a clearer picture of both the risks and the opportunities within your current leadership structure.
Don't Let a Vacancy Be the Trigger
Leadership transitions are inevitable. When succession is poorly planned or not planned at all, the consequences ripple across teams and departments. Productivity declines. Morale suffers. Strategic momentum slows. Rather than reacting to a leadership gap when it happens, take a proactive approach. The organizations that navigate change successfully are those that prepare for it in advance.
August Is Your Strategic Advantage
August offers something rare: time and perspective. Use it wisely. Uncover hidden risks in your org chart, strengthen your succession pipeline, and ensure your leadership team is ready for what's next. The summer slowdown may just be your best window to secure your leadership future. Learn more about our Human Capital Consulting services and how Consea can help you conduct a forward-looking talent risk audit.
Assess Your Risk
The 56th edition of Cosmoprof Worldwide Bologna has just concluded, taking place from March 20 to 23, 2025, with significant participation, confirming its status as a leading event in the cosmetics industry. This year’s results once again highlighted great success: over 3,000 companies from 65 countries participated (35% of which for the first time), along with more than 250,000 visitors and industry professionals. The global scale of the event was further emphasized by the presence of 80 international delegations. There is no doubt that in recent years, the beauty industry—including makeup, skincare, and haircare—has experienced significant global growth. In 2023, global beauty market retail sales grew to $446 billion, marking a 10% increase compared to 2022. Forecasts indicate that the market will continue to expand, reaching a revenue of $673.70 billion by 2025, with a projected compound annual growth rate (CAGR) of 3.35% for the period 2025–2029 (source: McKinsey). The cosmetics industry is undergoing a profound transformation, both in terms of values and market dynamics, including distribution channels. What are the main trends? Clean Beauty and Sustainability: consumers are increasingly attentive to product ingredient lists (INCI), favoring natural and eco-friendly solutions. This has led many companies to adopt the “Clean Beauty” philosophy, introducing organic and sustainable product lines.
E-commerce and Social Media: the online sale of beauty products has seen exponential growth in recent years. Platforms like TikTok and Instagram have become essential for discovering and purchasing cosmetics, with social commerce on the rise. Beauty influencers, in particular, are shaping the future of product promotion and sponsorship.
Technological Innovation: the integration of artificial intelligence (AI) in product development is revolutionizing the industry. AI enables companies to analyze huge amounts of data, such as consumer preferences and market trends, optimizing product development and enhancing operational efficiency.
Inclusivity and Personalization: the growing demand for products that cater to diverse consumer needs highlights inclusivity and personalization. This trend reflects increased awareness of diversity. Personalization allows companies to create tailored, almost “custom-made” solutions that meet individual preferences, fostering deeper connections and strengthening customer loyalty. Innovation, technology, trend awareness, and inspiration are key elements in this industry, whose continuous growth is deeply rooted. Cosmetics are closely linked to personal identity, intimacy, and self-esteem, and the beauty sector has the unique ability to swiftly adapt to consumer desires. This makes it an extremely resilient industry, capable of withstanding inflation and economic crises. As mentioned earlier, the global beauty market is continuously expanding, with an estimated value of just under $700 billion. Of this, skincare accounts for 28%, haircare for 17%, and makeup for 14%. From a geographical perspective, the Asia-Pacific region leads the growth, followed by North America. The fastest-growing regions are Latin America, the Middle East, and Africa, all experiencing double-digit growth rates. Western Europe is growing at a rate of 4.9%. The expansion of the beauty industry has also had a significant impact on the job market in Italy, where the cosmetics sector employs approximately 155,000 people across the entire supply chain, from production to distribution. Italy stands out as a center of excellence in this sector, both in research and development and in manufacturing. This growth has created an increasing demand for qualified professionals, highlighting the need to attract highly skilled and structured profiles suited to the industry’s landscape while also investing in training and skills development. Consea, a company specializing in recruiting and human capital consulting, serves as a strategic partner for businesses in the beauty sector. With in-depth knowledge of the global market and the ability to identify professionals with targeted expertise, Consea supports companies in sourcing and attracting talent—both with specific beauty backgrounds and cross-sector experiences that bring added value. Furthermore, Consea assists businesses in defining talent management strategies, helping build career development paths aimed at retaining key professionals. In an ever-evolving industry like cosmetics, partnering with an expert like Consea presents a tangible opportunity to successfully navigate challenges and change. Author Chiara Altomonte, CEO Fashion&Retail and Consumer division
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