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Magazine article (E&M - 2020/3) Vidè Francesco, Valotti Giovanni

New Bureaucracy? Make Way for Youth

Policies blocking turnover have caused a resizing and aging of the Italian public administration, raising the need to rejuvenate and upgrade the bureaucratic machine. To that end, it is essential to invest in processes of attraction and selection of young talent, competing in the labor market with private businesses. International experiences show the effective introduction of active recruitment strategies ...

Magazine article (E&M - 2021/3) Cravera Alessandro

How to Exercise Leadership in Complex Contexts

The cultural model of the real exercise of leadership is still that of one person in control, with an array of followers. The concepts of leader and leadership are thus still associated with characteristics such as charisma, persuasive ability, assertiveness, and rapid actions and decisions. These are all abilities no longer appropriate to govern the complex reality in which organizations are immersed. ...

Magazine article (E&M - 2019/3) Colombo Sabrina

Meritocracy and Inequality in Selection

The profession of the recruiter has an active role in the encounter between the supply and demand of work. Recruiters have shown that their role is not simply that of matching the productive needs of enterprises and the existing characteristics of labor supply. In reality, they are intermediaries. In other words, recruiters have a certain influence in the “social construction” of the characteristics ...

Magazine article (E&M - 2019/3) Cappetta Rossella, Del Conte Maurizio

Training Needs Good Policies

Without a continuous training system, a part of the community finishes its training at the end of formal education and quickly discovers that its basic skills are insufficient. In Italy, despite the intense theoretical debate on the issue, very little is being done in the way of training. Training is a lever for enterprises to fulfill their social responsibility and generate “shared” value with ...

Magazine article (E&M - 2019/3) Bagdadli Silvia, Gianecchini Martina

Career Progression in Italy: Old Paths, New Tensions

Over the last decade, the world economy has lived through big transformations, that have had repercussions on businesses with phenomena such as outsourcing, downsizing, and organizational flattening, to name a few. Working relationships have become less long-lasting, with a steady increase in temporary contracts, supported also by digital platforms. These transformations have had a significant impact ...

Magazine article (E&M - 2019/3) Manzoni Beatrice, Magni Federico

What Different Generations Want from Employers

Today, at least three different generations work together at companies: the famous Millennials (between 23 and 39 years old), the Baby Boomers on their way out (between 59 and 73) and Gen X (between 40 and 58), a sandwich generation stuck between the other two, despite being the most important in numerical terms. Examining differences (including generational differences) is important to design effective ...

Magazine article (E&M - 2019/3) Amendola Eugenio

Hunting Talent with Employer Branding

In the past it was decidedly easier for a company searching for talent to find people due to a stronger position on the labor market. Today seeking and keeping talented resources has become perceived not only as particularly important, but also as difficult to achieve. The reasons for this reversal are to be attributed to radical changes in the labor market in the past twenty years. Employer branding ...

Magazine article (E&M - 2019/3) Alberti Duccio, Baruffaldi Laura, Panigati Simone, Pinucci Isabella

How To Get To The Top. A Profile of Italian CEOs

A survey on the careers of Italian CEOS can help whoever wants to develop their career or change direction so as to take the right steps to achieve their objective. A SDA Bocconi study highlights that the job market for corporation chiefs in Italy remains conservative for the moment. When it comes to appointing the head of a company, shareholders tend to choose fifty-year-old men who have had a stable ...

Magazine article (E&M - 2019/3) Gramano Elena

Dismissals in Italy: Regulations and Good Practice

Dismissal is a delicate moment in the life of a worker, who suffers from the employer’s decision to end the agreement between them. But it is also a delicate moment for a Company, whose functioning is based on human capital and must therefore handle its relationships with its employees appropriately, even in the most difficult phases.#Dismissal is surrounded by a series of limits, of both a substantive ...

Magazine article (E&M - 2019/3) De Stefano Federica

Human Resources in the Time of People Analytics

By People Analytics (or HR Analytics) is meant the use of data to advance how organizations make decisions about people, and help leaders operate based on evidence rather than intuition. Given the increasing availability and granularity of data on employees that has characterized the last decade, the interest of managers, consultants, and academics for the use of People Analytics in the management ...