Finding talent and retaining employees? With the scientific method and AI

Our method is based on three fundamental pillars. The first is a consultative approach that allows us, through an AI-based tool, to assess the attractiveness of the remuneration package for the professional figure the client company is looking for compared to what the market offers: by doing so, we can guarantee the effectiveness of headhunting projects and complete them successfully in 90% of cases. The second is the engineering of search and selection processes, which allows us to monitor statistical data in real time, optimising the strategy in collaboration with the company. The third is the 'cultural fit' analysis, produced through a proprietary questionnaire developed in collaboration with the University of Bergamo, which analyses different areas of corporate culture.

It is crucial to integrate automatic analysis with human evaluation. Artificial intelligence helps to screen candidates on technical parameters, but it is human intervention that verifies soft skills and cultural fit, two parameters that machines still interpret with difficulty. The data we use is collected and processed, according to our guidelines, by artificial intelligence and then interpreted by HR experts, thus reducing the risk of human error and allowing us to measure the effectiveness of each action taken on individual projects. Not least, we constantly monitor the performance of the model and update the datasets to further improve the selection and balance process.

In the future, the most successful teams will be those that integrate both people management experts and generative AI specialists. The former provide the regulatory and relational expertise needed to understand people and build corporate culture, while the latter add skills to automate and personalise processes, analyse data and improve efficiency. The real competitive advantage will then come from the collaboration between these two profiles, which together can create a strategic, more adaptable and innovation-oriented HR function.

I would recommend focusing on welfare that truly supports employees' well-being and work-life balance, such as customisable benefit programmes and solutions for mental and physical health, leisure and family. This is complemented by a welfare system capable of promoting a culture based on trust and results, focusing on shared objectives, continuous training and growth, both corporate and individual. Effective welfare then evolves into wellbeing linked to structured training programmes that develop skills and introduce real flexibility in working patterns and hours. This approach not only improves the time the employee spends in the company, but also enhances productivity and strengthens the sense of belonging and satisfaction, key elements for long-term sustainability.

It is quantified by considering the savings on turnover costs, which include the search, selection, training and on-boarding of new resources, often amounting to 100 per cent of the resigning resource's salary. This not only ensures efficiency and productivity, but also preserves the climate of trust and motivation within the team. Today's candidates look not only for an adequate salary, but also for an environment that reflects their values and vision. This is why it is crucial, already at the selection stage, to carefully assess the values and expectations of candidates with respect to the corporate culture.