Who are the talents in the world of work and what do they want?
In today's dynamic and competitive world of work,the concept of "talent" has become increasingly central to corporate growth strategies.
But what is meant by "talent" today? More importantly, what are they looking for in an organization today?
Understanding such dynamics is crucial for all companies that want to attract and retain the right people, truly capable of making a difference in the long run.
What is meant today work-wise by "talent"
Compared to the past, the concept of "talent" has evolved profoundly.
It no longer refers only to people with high technical skills or excellent work experience.Today, being a talent means being able to combine professional skills with emotional intelligence, curiosity, initiative and strategic vision.
Talents are distinguished by their ability to adapt to change, to continuously learn, and to proactively contribute to the growth of the team and the company.
They are not necessarily management figures or recognized leaders, but people who know how to generate value, inspire confidence, and foster a positive and collaborative climate. In short, talents are not just "brilliant" resources, but trueaccelerators of organizational development.
But what are the real attractions? How to win the trust of a talent, in the vast jungle of the market?
We are of course also talking about Employee Value Proposition (EVP), but not only that!
What a talent looks for in a company
Unlike a few years ago,today it is the most qualified candidates who choose the company and not the other way around.
Talents carefully evaluate not only the role and salary, but above all the context in which they are going to work.
Also according to the latestCensis-Eudaimon Report, what matters is to feel part of an organization that can value them, believes in their growth, and is able to offer a healthy, stimulating work environment that is consistent with its values.
Work-lifebalance (work life balance or work life blend),opportunities for continuous learning, work and organizational flexibility, and the presence of concrete Corporate Welfare are just some of the main elements that weigh in the choice.
Talent seeks meaning in its work, without giving up everything else.
He or she wants to contribute to something bigger, to have a voice, to grow without giving up his or her mental and physical well-being, and to stay well clear (rightly) of work-related stress.
The companies that succeed in meeting these expectations are the ones that succeed today in building lasting and meaningful relationships with their employees.
But the "hunt for talent" is becoming increasingly aggressive....
What attractiveness as a company depends on
A company's attractiveness as an employer stems from a variety of factors, which go far beyond its external reputation or industry.
It is the result of strategic choices, but also cultural ones, which reflect how the organization cares for its people and how it shows itself to the outside world.
Key words are obviously "corporate culture" and "Employee Value Proposition," but it is often the pursuit of well-being ( in all its aspects) that directs the choice.
An attractive company is one that demonstrates consistency between what it promises and what it delivers, that invests in organizational well-being, that recognizes successes and deals transparently even with difficulties.
It is one that is not afraid of confrontation, that places everyone humanly on the same level, withoutageism and moral distinctions,valuing diversity and promoting inclusive , empathetic and participatoryleadership.
Attention to the individual, the quality of internal relationships, fairness in growth opportunities, the corporate climate, and the opportunity to contribute new ideas are all key components of perceived attractiveness to those seeking a professional context in which they can best express themselves.
What makes a company desirable to skilled workers
To attract skilled workers, a company must be able to communicate-and demonstrate-its vision, mission and values.
Most importantly, it mustbe able to build a job offer that meets people's deep needs: not only material needs, but also motivational, relational and developmental needs.
Today,desirability does not come from an extra benefit or a competitive salary, but from the feeling thata meaningful path can bebuilt in that company, made of listening, growth, respect and well-being.
The presence of personalized training paths, clarity about goals, the possibility of working by objectives and not just by hours, as well as access to Welfare solutions that concretely support quality of life, are decisive elements in winning over the best professionals.
In this scenario, Corporate Welfare obviously assumes a strategic role. Not as a simple set of benefits, but as aculture oftaking care of people ( People Care), with initiatives geared toward the physical, mental, family and social well-being of employees.
But let's take a step back:what is the point of all this?
Why finding talent is so important
Recruiting the right talent is not just an operational necessity, but a real competitive lever.
Talents bring with theminnovation, energy, critical thinking, and the ability to read the future.
They help build organizations that are more agile, resilient and ready to meet the challenges of an increasingly complex and uncertain environment.
Investing in talent means focusing on people who do not just do a job, but who know how to be proactive, anticipating needs, driving change, building meaningful relationships and generating added value at all levels.
In an era of rapid digital and cultural transformation, reducingturnover and retaining the best people also means ensuringproject continuity,strengthening corporate identity and improving the organization 's reputation in the medium to long term.
Recruitment and employer branding: two levers to integrate
In today's context,recruitment and employer branding can no longer be considered separate processes.
On the contrary, they represent two sides of the same coin.
The way a company presents, communicates and tells about itself has a direct impact on thequality of the applications it receives and its ability to attract the most qualified profiles.
Recruitment can no longer be based only on standardized ads or rigid filters: it must become an experience, capable of engaging the candidate and offering transparency, listening and attention.
At the same time,employer branding is built not only through communication campaigns, but above all through consistency, that is, by bridging the dangerous gap, between what the company is and what it promises to be.
Welfare, training, positive leadership, inclusion policies and sustainability are the pillars on which to build an authentic, credible and attractive corporate image. And they are also the maindrivers of talent choices today.
The strategic role of corporate welfare in attracting and retaining talent
Within the landscape just described, Corporate Welfare emerges as one of the most effective tools for ensuring the mental and physical well-being of employees and thus also for attracting and retaining talent.
It is no longer an optional "plus," but a true indicator of organizational maturity and attention to the real needs of employees.
Offering a comprehensive and well-structured Welfare plan means intercepting people's broader needs: not only economic ones, but also family, health, training and relational ones.
Talents are increasingly attentive to quality of life and value companies that offer concrete support forparenting, hour flexibility,smart working, supplementary health care, conventions, psychological wellbeing programs,sustainable mobility and digital tools for benefits management.
In addition,well-communicated Corporate Welfare reinforces the identity of the company as a humane,inclusive and long-term oriented workplace.
It is a way to demonstrate with actions-and not just words-that people really do matter. And when people feel seen, heard and supported, the bond with the company is strengthened, increasing the level ofengagement and the propensity to stay.
In this sense, Corporate Welfare is not only aretention lever, but astrategicemployer brandingasset, capable of positively influencing even the external perception of the company in the labor market, translating it into concrete facts.
In short, understanding who the talents are and what they are looking for is the first step in building an organization capable of facing the future with awareness and vision. Investing in them means investing in human value, innovation and work culture.
In a market where competition for the best is increasingly fierce, only companies that know how to put people at the center - concretely, not just in words - will be able to attract and retain those professionals who can really make a difference.
