Upskilling and internal mobility—respectively, developing new skills and changing roles within the organisation—are essential levers to transform the challenge of reskilling into a genuine opportunity for internal growth.
By 2030, 59% of employees will need to acquire new skills. This figure highlights a pressing issue: our current HR practices are no longer fit for purpose. But how can we anticipate the key skills of tomorrow?
Every year, companies spend thousands of euros looking externally for skills they already have in-house. The real issue isn’t a lack of talent, it’s a lack of visibility over existing capabilities and future potential.
Retaining top talent starts from day one. Onboarding is no longer a simple “HR welcome” — it’s a critical experience that shapes how new hires perceive your organisation.
Welcome to the world of Generation Z — young professionals born between 1995 and 2010 who are now entering the workforce en masse. Spoiler alert: they don’t respond to the same management style as their elders.
The inclusion of neurodivergent profiles in the workplace is still widely overlooked by business leaders and HR departments. And yet, these atypical talents — who represent around 15 to 20% of the population — bring invaluable strengths in areas like innovation, adaptability, strategic thinking, team dynamics, and solving complex problems.
A zebra profile refers to a person who is considered gifted or has high intellectual potential (HIP). This profile is characterised by powerful reasoning abilities, heightened sensitivity, original thinking, and a way of operating that can be out of sync with the norm.
Sales potential is not just a matter of experience. It is also a matter of motivation and personality.
Adapting training methods to match employee's personality and interests is of consequential significance today, whilst circumventing the conspicuous repetition of a ubiquitous training technique.
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