Job satisfaction, pay and AI: a gap remains to be bridged between companies and talent

That the labour market is constantly evolving, especially in terms of how it attracts and 'retains' talent, is nothing new. Nor has it been for some time. The fact remains, however, that the speed with which the world of work is changing continues to create 'difficulties' for many HR managers, who are called upon to manage the expectations of their human resources by trying to combine the demands of the latter with the business needs of their own company. A recent survey by PageGroup, one of the most important international players in the field of research and selection of specialised figures, sought to focus on the current relationship between employees and employers by recording the impressions of over 50 thousand employees in 37 countries, of which 2 thousand in Italy.

The second edition of the 'Global Talent Trends' study looked first at the salary component, highlighting how the rapid salary growth that occurred in the post-pandemic recovery phase has slowed down despite the fact that employees continue to demand higher salaries, both in our country and in the rest of the world. Of the sample of Italian workers, more than half of the respondents (53% to be precise) prioritise salary when considering a new job opportunity, while 47% say they are dissatisfied with their salary and are looking for new job opportunities, especially in order to obtain better economic conditions. Finally, 37% have asked for a pay packet adjustment in the last 12 months. For company leaders, the message that emerges from the research is therefore explicit: pay is a key factor in attracting and retaining talent, and 41% of the organisations surveyed say they are aware that offering their employees higher pay is essential to respond to two specific needs: keeping up with the rising cost of living and feeling appreciated for their contribution.

"Identifying a talent attraction strategy,' explains Tomaso Mainini, managing director of PageGroup for Italy and Turkey, 'is increasingly complex because a real expectations gap is emerging. Matching the needs of business with those of workers, at a time like the present, characterised by a climate of economic and political uncertainty, is the real challenge of the coming months'. A challenge that also includes flexibility among its critical points, with entrepreneurs grappling with the adoption of hybrid working arrangements and with employees who, now more than ever, do not want to compromise on their personal well-being. An aspect, that of the balance between professional and private life, which in Italy - as the PageGroup manager confirms - is considered more decisive than in other European countries, and which records situations in which many senior employees are faced with company policies oriented towards a presence in the office well above the levels actually desired.

Another theme addressed by the report is that of autonomy and job fulfilment, an area for which age seems to have a very important weight and role. Professionals over 50 are in fact the category with the highest level of satisfaction (34% of the total), they are more concerned about their personal status than about making a career, appreciating the freedom to choose a job that suits their life, and they do not aspire to advancement that could increase their workload or stress levels. Moreover, 33% are willing to turn down promotions in favour of their own well-being, while 17% consider working as a self-employed professional.

On the other hand, the attitude of those between 30 and 40 years of age is different, as they show more interest in new professional opportunities as they have not yet reached their career goals. Finally, only 27% of the youngest employees, aged between 20 and 30, declare themselves satisfied with their condition, with 59% complaining about their pay. "The most challenging aspect, however," according to Mainini, "is another: there are five generations sharing workplaces today, and they have very different needs, expectations and motivational levers. Creating a dynamic and inclusive corporate culture in which each person, regardless of age, can feel recognised and valued can really make a difference'.