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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 ...

Magazine article (E&M - 2020/3) Gravaglia Emma

Age Management A Necessary Choice

The debate on managing the aging of the population has focused on the promotion of work in old age and the lengthening of careers. The result has been active labor policies aimed at the segment of workers close to retirement, to support their employability. Age management is defined as the sum of "measures that combat age barriers and/or promote age diversity and are oriented towards favoring maintenance ...

Magazine article (E&M - 2021/2) Pedronetto Paolo

The Benefits of Algorithms in Business Organization

Organizations must increasingly invest in tools and projects that allow for constructing algorithms necessary for the effective management of HR processes. Data is available through a great variety of sources: if combined and analyzed, it can create a rich and more detailed understanding of what employees want and how they can act to improve their performance. The human resources department is an ...

Magazine article (E&M - 2021/2) Manzoni Beatrice, Caporarello Leonardo

Training in Companies is Increasingly Attractive

A survey conducted by SDA Bocconi sheds light on the commitment and efforts made by companies to support learning, from the perspective of employees .

Magazine article (E&M - 2020/3) Perretti Fabrizio

Behind "Resilience" and "Mindfulness"

The concepts of "resilience" and "mindfulness," that are strictly correlated, deal with the management of emotions, stress scenarios, and the past. Yet they are often presented in a distorted manner, de facto legitimizing the source of the very problems they are called on to resolve.

Magazine article (E&M - 2021/1) Paolino Emilia

When Negative Emotions are Good for the Team

In work contexts, leaders are a source of emotional experience since they occupy a position that plays a leading role in the development of cognitive, emotional, and behavioral processes. For a team to develop a strong orientation towards learning, it is thus essential for there to be a leader able to effectively manage emotional strategies. While for some, negative emotions represent obstacles and ...

Magazine article (E&M - 2021/4) Basaglia Stefano

Conflict Management Is The Great Challenge

On an organizational level, some interpersonal conflicts can be managed by working on how identity is expressed and interpreted; for conflicts that regard encounters/clashes between the identity of single workers and that of organizations, a collective identity and culture can be made more elastic in order to include more diversity. In the case of intractable conflicts, the only solution is the exclusion ...