It is normal to quantify the right salary for a position, of any level, and especially for those that are classified as C-Level. Equally daily, during interviews with candidates, we recognise those soft skills that increasingly make the difference between one profile and another.
But have we ever considered what values can be of value to a candidate? Have we ever wondered what remuneration a candidate would be willing to revise for the right job?
In light of the ‘Conscious Quitting' phenomenon that characterised 2023, the HR world will have to reflect on this question and start taking into account the importance that a personal set of values can have for a candidate. In fact, some studies brought to the fore by major national and international media, show that with reference to ‘Conscious Quitting', the choice, the decision to leave or change jobs due to ethical conflicts, is growing significantly.
The analysis of the problem conducted by Paul Polman, former CEO of Unilever, and by the EIB - European Investment Bank - highlights that in an historical moment characterised by wars and massive natural disasters that threaten our stability and our future, the Z Generation are very concerned about the world they will inherit and are willing to devote their time and talent to companies that are committed to providing them with a better future. Consequently, they are willing to quit when their companies let them down'. And it is not only young people who are fuelling this trend, but also Millennials and a minority of Enlightened Boomers.
The ideal candidate, in a future that is already here, will not only be the one who demonstrates that he or she has the expertise and soft-skills needed to fill a certain role or do a certain type of work, but it will become increasingly important to understand whether their values are shared by the ethos of the firm in which they will work and vice versa.
We are delighted to announce that V.E.R.A. Consulting will become part of Friisberg & Partners in Milan, offering Executive Search, Assessment, Executive Coaching and Organisational Development Consultancy.
As part of our dynamic and forward-thinking approach, we are thrilled to announce the opening of our new office in the vibrant city of Milan, Italy. This strategic move is a testament to our commitment to global expansion, fostering innovation, and cultivating strong relationships with clients and partners worldwide.
This reaffirms our successful global strategy to develop solid partnerships based on shared values and mutual esteem, integrating diversified skills and experience to offer our clients bespoke, forward-looking and extremely effective solutions.
From our central offices located in Sant'Ambogio, Aureliana De Sanctis and Giovanni Mantica will be the Partners dedicated to Executive Search. Thanks to their extensive experience within specific sectors, we know that they will strengthen and expand the presence of Friisberg & Partners throughout national and cross-border territories.
Milan, often regarded as the financial and fashion capital of Italy, serves as an ideal location for our new office. The city boasts a rich cultural heritage, a thriving business environment, and a strategic geographical position within Europe. Renowned for its historical landmarks, world-class cuisine, and influential fashion and design industries, Milan provides a unique backdrop that aligns perfectly with our values of excellence and creativity.
Our strengthened team in Milan brings several benefits to our valued clients and partners:
Enhanced Service Delivery: Proximity to European markets allows us to provide faster and more responsive services, addressing the unique needs of clients in the region.
Cultural Understanding: A local presence ensures a deeper understanding of our clients' cultures and business landscapes, enabling us to tailor solutions that resonate with their specific requirements.
Innovative Collaboration: By engaging with Milan's innovation ecosystem, we open up opportunities for collaborative projects that drive mutual growth and foster innovation.
Our strategically important office in Milan reflects our commitment to providing exceptional services, fostering innovation, and building lasting relationships on a global scale. We look forward to the opportunities and challenges that lie ahead, confident in our ability to thrive in Milan's dynamic business landscape.
We are ready to work together as one close-knit Team!
Many talk about it, some countries have tested it, some governments have encouraged it and more and more companies are starting to experiment with it around the world.
We are talking about the 'short' work week, reduced to 4 working days, from Monday to Thursday, with a long weekend of 3 days - and of course, without a reduction in pay.
In the post-pandemic era, several economists and sociologists highlight how important it is for companies to consider not just offering interesting salaries and benefits but, and above all guaranteeing a work-life balance that allows a clear improvement in quality of life.
Among the voices that support the validity of the 4-day work week, is that of Juliet Schor, Economist and Sociologist at Boston College, committed to studying the experiments in progress of the short week around the world. Her research focuses on the intersection of work, society, consumption and climate change. From tests conducted in Great Britain, the United States, Ireland and New Zealand, in the public and private sectors, the results are very clear and all in favour of the short week: workers are less stressed, have a better social life, appreciate more their work and, while it might seem absurd, they are absolutely more productive. In fact, while spending less time at work, people are not working less, because in exchange for a free day to devote to family, hobbies or personal needs, they make better use of their working time by increasing their productivity, without penalizing the quality of results.
Companies that embrace the short week must be convinced that spending less time at work helps workers to find the physical and mental energy needed to be more lucid and focused.. In addition, they can support their employees with a reorganization of work, for example by eliminating or limiting, as much as possible, the less productive and non-essential activities.
Juliet Schor's research then highlights the impact that the reduction of the working week has on the climate crisis. With the four-day week, commuting is obviously reduced, creating a dynamic of long-term decarbonisation. Because when people are stressed by time, they aim to choose faster and more polluting modes of travel and daily activities, while when they have more time they tend to have a lower carbon footprint.
But the biggest reason has to do with the size of the economy. By choosing to work less, countries are choosing not to expand production to the maximum, thus avoiding additional emissions. As evidenced by the carbon-related success stories of Germany and Denmark which have low annual hours. France and the Netherlands also have low carbon emissions and working times.
And in Italy? Taking into account that our country is the second in Europe for the amount of hours worked per week (on average 7 more than those of Germany), the pandemic has led to greater work flexibility - an important development of smart-working and also to the phenomenon of the great resignations.
So in Italy some companies have also started experimenting with the short week. The first were medium-sized companies operating mostly in the digital, marketing and communication sector, but it is news these days that the largest Italian banking group, Intesa San Paolo, is proposing to its employees they reduce the week to four working days, spreading the 36 hours over 4 days, with unchanged salaries.
Negotiations with the trade unions are underway, but it is certain that the work of the 21st century goes in this direction and, as Juliet Schor also points out in her TED speech, it is necessary that governments understand the importance of reducing the working week and take charge of encouraging it, as happens in Spain and Belgium, to go beyond the enlightened companies that already see the virtues of this new work organization.
The hope is that 2022 will end the nightmare of Covid and enable us all to re-start our social relationships that have been paused over the past two years.
We have all learned so much and we strive to move forward with a positive attitude.
There is no doubt that a lack of face to face contact has had an impact on our attitudes to work.
Major European leaders, with caution, are united that 2022 will prove to be the year of the end of pandemic for 4 reasons:
No one wants to halt the global economy again, so companies like Friisberg are working hard with business leaders around the world to re-configure their structure, create digital platforms, manage their HR structures and solve problems quickly and effectively - especially at the moment those linked to the re-opening of local economies and work places.
Since September 2021 we feel very positive that the global marketplace has 'woken up'.
We will continue to contribute, helping to build strong bridges within teams, building on new expectations and business needs around the world.
Aureliana De Sanctis
Associate Partner, Milan
There are Christmas traditions in Italy that are widespread practically everywhere in the country, such as the Christmas tree and the nativity scene. To be fair, however, the Christmas tree is much more common in the north of Italy, while the nativity scene in more common in the centre and south.
In some areas of northern Italy, it is not Santa Claus who brings the gifts, but Saint Lucia. This tradition persists, for example, in the provinces of Cremona but also Brescia, Bergamo and Verona. In particular, the tradition of Santa Lucia is very much felt in Lombardy and Veneto: in Verona it is said that during the holidays of 1200 in the city an epidemic spread that affected the sight of children and that, to avert it, the mothers decided to make their little ones go on a pilgrimage asking for the grace of Saint Lucia, protector of the blind. To persuade the children, they promised that the Saint would have them find gifts on their return. From that moment, on the night between 12 and 13 December, Veronese children, like the Lombards, are waiting for Saint Lucia to carry the gifts on the back of her donkey.
A typical custom of Trentino Alto Adige is that of the Advent Wreath. Each family makes a wreath with fir branches and intertwined red silk ribbons, inserting 4 candles on this wreath. Every Sunday before Christmas day, families gather to light one, waiting together for December 25th.
In the centre of Italy there is another widespread custom, that of bagpipers - that is, musicians who roam the streets of the villages playing typically Christmas songs with their bagpipes. Sometimes they even knock on doors, cheering with their music in exchange for an offering.
When it comes to Christmas traditions regarding food, while in some regions there is a tendency to celebrate in style during the Christmas lunch, in others the most noteworthy event is that of the Christmas Eve dinner on December 24th. Just think, for example, of the Christmas traditions in Sicily: in some mountain villages, on the night of the 24th, bonfires are lit to warm the Child Jesus. Furthermore, many families, after the usual dinner, tell tales and legends to each other, to entertain the children waiting for Santa Claus.
Of course, these are just some of the Christmas traditions scattered around Italy. While not covering all regions, however, they represent an excellent starting point for a symbolic journey which, we hope, can help to put our international Friisberg family into a merry Christmas mood.
Guglielmo Sallustio, from our office in Milan, is hosting our 115th Partner Conference this week. Accepting that for many travel is still not entirely safe, nor easy, we are running a Hybrid Conference with in-person and virtual delegates taking part.
We are all genuinely looking forward to seeing each other once again, to welcoming our new Partners and Consultants – we have had numerous arrivals to Friisberg in the recent months - and to discussing our 2025 growth strategy.
Ours is a Management Consulting firm that specialises in Executive Search, particularly for businesses operating in multinational markets.
Our six-monthly Conferences ensure that our Partners are always learning from each other to constantly improve the service, and the results, we deliver to our clients.
After two years of absence in light of the pandemic, September 2021 represents a new beginning for the city:
Milan is going through a slow and gradual reopening - it is seeking a new way of restarting.
Milan Design Week was one of the most anticipated design events to take place in Italy, and it has finally opened its doors to visitors. From the 5th- 10th of September, more than 350,000 architects, designers, artists, and craftspeople from all around the world had the chance to explore new design innovations and exchange ideas about interior design, furniture, and lighting. During the week-long event, Salone del Mobile, the renowned furniture and interior design event of the year, hosted local and international exhibitors at the Fiera Milano, Rho, along with interventions by world-renowned architects across the city.
New this year was the Supersalone, the special event of the Salone del Mobile, curated by the architect Stefano Boeri, that marks the restart in our
post-pandemic city. There were 425 brands in the four pavilions and 1,900 projects on display with spaces dedicated to companies and small consumers. The emphasis was on the smart component and the rediscovery of the home as an environment in which to live. There were 30,000 tickets only on the first day (the expectations were 50,000 for all six days), of which half were foreign visitors. And as we walk through the pavilions, the amount of visitors is undeniable.
"Milan is moving and, with Milan, Italy is moving again," said the Mayor of Milan, Giuseppe Sala. "It is an event that brings to the world the positive image of our city and the country. I welcome and endorse the invitation of President Mattarela, who I thank for his presence, to assume our responsibilities. Milan takes responsibility and wants to lead the restart.".
Guglielmo Sallustio
Partner, Milan
The Italian Experience...
Digital transformation is now a strategic priority for companies in all sectors and the past year, due to the pandemic, has highlighted even more gaps in larger companies.
Digital technologies are present in our daily lives and are also forcing companies to change - it is no longer possible to procrastinate.
The increasingly widespread adoption of the Cloud, the introduction of the IoT (Internet of Thing), the need to give value to the enormous amount of data, are causing to all industries to undergo a radical change in processes, in their ways of working and in the corporate culture itself.
Research conducted by Accenture The European Double Up: A twin Strategy that will Strengthen Competitiveness of 4,051 executives of European companies was presented at the annual meeting of the World Economic Forum last January. It underlined that for European companies to return to levels of profitability before the pandemic would take 18 months and only 32% of companies expect to realize an increase in profits in the next 12 months. These latter realities, defined as "the leading companies of tomorrow", will focus on the adoption of digital, together with the implementation of sustainability actions. The study shows that around half (45%) of European companies are prioritizing investments in both digital transformation and sustainability, with 40% of companies planning to make large investments in the field of artificial intelligence, 37 % in the cloud and 31% in sustainability.
In Italy, a survey made by the European Investment Bank, still highlights a low focus of Italian companies on innovation with just 17% having concentrated investments in innovation relating to the introduction of software and digital technologies. Proof of the benefits of digitization is the analysis of the productivity level which shows that digitized companies perform better and are more dynamic than non-digitized ones. The EIBIS survey shows the average productivity of digital companies in Italy is 12.3 %, more than 11.7% of non-digitized companies. Furthermore, in the last three years, companies that have undertaken innovations in the digital field have had a growth trend of the workforce higher than that of companies that have not implemented digital technologies. There is no doubt, in fact, that digital transformation requires a profound cultural change and the acquisition of new skills and profiles, which often come from the digital world.
The technologies that drive this transformation are many, such as:
Production and logistics managers as well as network managers will need to acquire more and more new skills in this area to be able to lead the change.
Guglielmo Sallustio
Partner, Italy
Talks with: Guglielmo Sallustio, Partner, Friisberg & Partners Italy
The risks and opportunities during this phase of radical change have been the subject of much analysis, but making forecasts on the future structure of the business is not always easy and trying to draw conclusions about what has changed is potentially premature.
Nevertheless, a key concept is that organizations must question themselves. It is time for creation: big and especially small companies need to use their imagination to think about new models of work. Also, we must be conscious that many of the challenges we are dealing with may not be only transitory.
Technology remains the engine of this business transformation, and it is necessary for enterprise resilience.
The use of collaboration tools is a trend that enables new models of interaction within companies. IT and Intelligent Automation, AI and data analytics are for sure the most influential technologies for helping organisations increase operational efficiency and transform existing business processes while cloud technologies enable and power the other emerging technologies.
Organizations in all sectors should really put themselves in the customers’ shoes, in other words they should reinforce a customer centric approach as their first challenge. They should then develop solutions to improve customer experience, offering digital services primarily but without losing the human connection on their virtual channels and therefore their connection with the client.
This is the best time to rethink our leadership model too. Remote working necessitates being authentic and having the courage to experiment in order to create a real “digital world”, in which it is possible to develop the sense of belonging and share team values and goals. In this context, the harder challenge for organizations is probably succeeding at switching to a model in which everyone can be evaluated only by their achievement of goals that have to be clearly identified and shared.
Until a few months ago ideas came mainly from a direct exchange of ideas, but now we need a cultural revolution. To enable this soft skills, flexible reasoning and empathy are crucial to define a right balance in both customer relations and team coordination.
Finally, organizations need to invest in green transition: I believe that sustainability must be the focus of corporate strategies to create greater value in the long term, radically changing the relationship between companies and customers.
By Silvano Joly, Sales Country Manager, Centric Software Italia.
When one accepts a job and decides to work for a company it is for several interconnected reasons. We can call them Personal Success Factors (‘PSF’). As a person and a manager, I summarize them as the ‘4 C cluster’: C-ash, C-areer, C-ompany, C-ontext. Both when I am evaluating or proposing a job, I try to use this scheme. Every organisation, with a genuine strategy or not, proposes its own mix of PSF, which in turn is successful or not depending on the people who do it and are part of it. It can be applied both for attracting talent or for retaining the best people in your team.
Let's develop, as an example, some concepts around the ‘4 C’ and about why a someone enters and remains in an organization:
C-ash
i.e. the Salary - Everyone has a salary and expectation of what they are worth. The minimum threshold is variable, whereas the maximum one might not exist. Satisfaction with one's salary level is based on a delicate balance between your salary when compared to the external and internal market. Salary is the foundation of the contractual relationship between employer and employee, and it is also the foundation of trust. Remuneration is directly related to performance and mainly related to your quantitative and measurable results.
C-areer
i.e. the organisation and development - This factor combines several elements:
• Positioning within the organization - i.e. status (Director, Executive, Supervisor);
• Job title and description;
• Growth potential plus learning opportunities, visibility in the community, prestige of the company;
• Skills needed and recognized to perform the role
Where your role is not clear or where you have no possibility of development, learning and/or your professionalism is not well identified and recognized the salary may therefore need to be variable.
C-ompany
i.e. Work environment - This factor is divided into three parts:
• Acting values and reputation of the organisation;
• Relations with the management;
• the work environment in general - in fact a safe and big company can be considered the best and safest place where to stay.
No money can compensate for having a bad manager, bad relationships with colleagues, an unhealthy work environment or the bad reputation of an employer.
C-ontext
i.e. Work-Life Balance – This is a very important factor and it can be vital. It includes the type of contract and actual behaviour encouraged by the company in terms of minimising stress; physical security; and location - i.e. not monetary benefits. More and more people consider this balance before taking a job – especially millennials and younger people.
We have seen how important smart working has become and how strategic a company must be in organizing it for its workforce. This can be measured both by tangible benefits, like health insurance, yoga coaching or a nursery in the company and intangible ones like a low levels of stress, frustration; reduced commuting time, clear working hours and a high level of general organisation.
So, my balance in the old and our new normal follows the PSFs and my 4 Cs:
• Within an organization, there may be different mixes of Personal Success Factors, depending on of departments or offices - don’t assume the candidate in front of you is the same as you.
• Ask your HR department to do more than to pay salaries. Have them work with you and discuss together your PSF and those of the team;
• The mix of PSF constitutes your Value Proposition as an Employer, so give one to your candidates and employees as you give one to your sales prospects.
In the last 15 years, I have had the opportunity to work with Guglielmo, splendidly, I have always had quality results thanks to his work and commitment. His return to Friisberg as a Partner will increase many projects, especially at an international level.
