Kilpatrick research on intergenerational exchange and workplace strategies

Learning soft skills are not a “nice to have” for business, are a must to grow together with the tech, now more than ever!

Il tuo cervello lo sa: i bonus non bastano. Attualmente lavoro con alcuni importanti studi contabili, e gli imprenditori e i titolari, che sono molto pragmatici, mi chiedono: 👉 “Come posso trattenere i miei talenti? Come posso arginare il turnover?” La mia missione è fornire strumenti e competenze e formare le persone affinché li utilizzino al massimo delle loro potenzialità. Ma a volte è necessario prima guadagnarsi la fiducia dei clienti, dimostrando che l’efficacia dei propri approcci è supportata da risultati e dati empirici. E questo vale anche per la scelta di come motivare il proprio team! Vediamo perché ogni imprenditore, titolare e manager di un’azienda dovrebbe impegnarsi ad acquisire competenze e strumenti innovativi, implementando e integrando le competenze di coaching nella propria vita quotidiana per iniziare a comprendere le motivazioni intrinseche che guidano i propri dipendenti. Le neuroscienze ci dicono che quando le persone sono intrinsecamente motivate, il cervello rilascia dopamina in modo costante. 👉 Talent Acquisition Trends 2025 (https://lnkd.in/d-NEkP8C) Non picchi momentanei, come nel caso delle ricompense esterne, ma un flusso continuo che alimenta coinvolgimento, creatività e performance. Daniel Pink ha affermato al TED: “Le organizzazioni basano ancora le decisioni su informazioni obsolete invece di concentrarsi sulla motivazione intrinseca.” Per sentirsi veramente coinvolte, le persone hanno bisogno di tre elementi: * Autonomia → dare fiducia e responsabilità
• Padronanza → investire nello sviluppo continuo
• Scopo → collegare il lavoro a un impatto reale 🎥 Dr Jamisa McIvor-Bennet: COME FORMARE I DIPENDENTI COME UN ESPERTO | TED Talk(https://lnkd.in/dAT2uqYp) Una ricerca pubblicata su Annual Reviews conferma: quando le persone sono intrinsecamente motivate, il lavoro diventa fine a se stesso, generando maggiore interesse e piacere. 👉 2025 Retention-Focused Compensation and Equity Trends | Sequoia (https://lnkd.in/d5JxHa-A) Quindi la domanda per manager, imprenditori e leader è: 💭 State progettando sistemi motivazionali basati sul cervello umano o su modelli del secolo scorso? Se volete trasformare la motivazione del vostro team da un approccio basato sul “bastone e carota” a un coinvolgimento autentico,
il coaching può fare la differenza, fornendo strumenti e competenze di coaching innovativi. ✍️ Scrivimi cosa ne pensi nei commenti.  www.pierluigiciocci.com #Neuroscienze #Leadership #OrganizationalPsychology #ExecutiveCoaching #IntrinsicMotivation #HRInnovation #PerformanceManagement #PeopleScience

The way a company says goodbye to its people says much more about its... ... culture than any discourse about "values" or "people in the center". You can invest millions in employer branding, but if you treat those who leave with coldness or disdain, all that effort vanishes. The end of an employment relationship is a test of consistency: there you can see if the values are real or just a sentence on the wall. A poorly managed dismissal not only affects those who leave, it also leaves a deep mark on those who stay, who observe how the organization treats its people when it is no longer useful.Jordi Alemany

A recruiter recently told me something I loved: “Unfortunately, in HR, there are people who, by mistake, have ended up in HR.” An uncomfortable truth, but I loved it! HR should be led by people with a passion, judgment, and empathy. It's not an area for improvisation, nor a role where you just “end up by chance.” The impact it has on culture and people is too great to be taken lightly.

Great gathering with CEOforLIFE and Bosch Italia! Our own Debora Mendola, discussed the crucial shift companies need to make: integrating mental and physical well-being into their core working models, transforming it from a one-time initiative into a core cultural impact. #ceoforlife #culture #transcomitalia

It has been a pleasure joining the CEOforLIFE & Bosch Italia roundtable on “Skills, Health and Wellbeing: Perspectives for the Future World of Work.” We shared a message that goes beyond HR policies: Wellbeing is not an HR initiative, it’s a strategy for human and organizational sustainability. Because it’s not enough to promote healthy lifestyles. We need to embed listening, prevention, and flexibility into how we work, turning wellbeing into a true cultural pillar. At Transcom, we know that performance is not achieved at the expense of wellbeing, it’s powered by it. When people feel safe, valued, and supported, they become more engaged, creative, and resilient. #Wellbeing fuels focus, innovation, and collaboration, the true drivers of #businessperformance. It reduces turnover, strengthens #trust, and creates teams that perform consistently, even in times of uncertainty. That’s why we see wellbeing not as a “soft” priority, but as a strategic investment, one that connects people’s energy with the company’s long-term success. The future of work isn’t just about #newskills, it’s about #buildingcultures where people can thrive, and where wellbeing becomes the foundation of #sustainableperformance. #Leadership #Wellbeing #CorporateCulture #HumanSustainability #FutureOfWork #Inclusion #CXLeadership Transcom Task Force Italia Renato Lastaria Giuseppe Faragò Cetti Galante Alessandro Ladiana Patrizia Manganaro Vito Amati

Giustiniano Peter Senge as a futurist ? WOW what an inspired thought. I have a similar feeling but for different reasons. Eh eh! The Missing Human in the Fifth Discipline Peter Senge’s The Fifth Discipline became a management classic for its vision of the “learning organization” i.s. a system capable of self-correction through feedback loops, shared vision, and collective intelligence. But systems don’t learn. People do. There are no organizations without individuals. The moment we remove human intention, passion, and limitation from the equation, what remains is not an organization but a machine, a beautifully recursive model that may one day be studied by robots as they learn to interface with each other in, I bet, very complex systems! Senge’s “systemic thinking” was a glimpse into a possible future: organizations run as if by intelligent networks. Yet in the present, organizations are still run by human beings, and the complexities they face are not mechanical but psychological , born of emotion, ambition, fear, and misunderstanding. Without a deep knowledge of human minds, motivation, and drives, systemic thinking becomes an elegant abstraction floating above the real struggles of work. Senge described the architecture of learning systems; we prefer to describe the psychology of living systems starting with the love of people like you for the generations to come.

If there’s anything I love doing, it’s debunking myths with actual facts and figures — blame my economist background for that. In my latest article for Fundación Telefónica’s Revista Telos, I take a swing at one of the most persistent myths in the corporate world: that diversity and inclusion are soft values—a moral choice or PR exercise rather than a business imperative. Over the past couple of years teaching Diversity and Inclusion to executives and MBA students, I’ve encountered a recurring skepticism, who see DEI as a well-intentioned but shallow effort that undermines “real” profitability. That’s precisely why we need to bring numbers into these conversations. The data is crystal clear: companies that embrace diversity strategically outperform those that don’t. Inclusion boosts creativity, adaptability, and employee engagement — all of which directly impact the bottom line. Far from being a distraction, diversity is a multiplier of business value when it’s done right. In the article, I unpack some of the most stubborn misconceptions about DEI and lay out how inclusive leadership and equitable workplace cultures are not just ethically sound, but economically wise. It’s time we start treating diversity not as a “nice to have,” but as what it really is: a core pillar of sustainable business success. You can read the full piece here: 👉 https://lnkd.in/dmjmPGig A special thank you to Elena Sanz and Elba Astorga from The Conversation ES for making this publication possible and for their continued work bridging academic insight with public dialogue. Because at the end of the day, we can’t afford to keep confusing inclusion with indulgence — the numbers won’t let us. Juanpe Dubié Maria Grazia Massaro David Flores Chinchetru Ivan Lopez Perez Paula Rufo Alelí Gustale Gill Cristina Elena Gil Roberto A. Alterio Guzmán-Blanco Marina M. Veronica Drahos Amalia Rap Toruno Rosa González Villaman Jorge Martínez Clemente Dayanara González Evelyn Segalerva Rodriguez

📖 The Italian economic newspaper Il Sole 24 Ore has echoed some thoughts that #REMAKING member Ilaria Mariotti from Politecnico di Milano shared in an interview with International Workplace Group plc 💡 In the #interview Ilaria Mariotti emphasizes that hybrid work can lower commuting costs and improve work-life balance. She adds that measuring its economic benefits is essential for understanding its #impact on people, places, institutions, and businesses ✅ Find the #article here: https://lnkd.in/dKTGfUXG 🔗 Learn more about Politecnico di Milano role in #REMAKING https://lnkd.in/dThTsc67 #HorizonEU #FutureOfWork #RemoteWork #HybridWork #WorkCulture #DigitalTransformation #Innovation #Leadership #OrganizationalChange #HorizonEurope #REMAKINGProject #WorkTrends #EmployeeExperience #WorkLifeBalance European Commission Taras Shevchenko National University of Kyiv Elhuyar Trinity College Dublin Prague University of Economics and Business European Research Executive Agency (REA) Visionary Analytics Ilaria Mariotti Leibniz-Institut für Raumbezogene Sozialforschung (IRS) Comune di Bologna Alma Mater Studiorum – Università di Bologna EU Science, Research and Innovation European Creative Hubs Network Paris School of Business R-Map project EU WinWin4WorkLife

On Tuesday, 30 September, as part of an event organised by the POLIMI Graduate School of Management community titled "The elephant in the room of diversity management: social class” , Tommaso Agasisti initiated a discussion on a topic that is all too often overlooked in diversity management debates: social class.   In his speech, entitled "Education and social inequalities: Ideas for Dialogue", he used national and international evidence (INVALSI and OECD - OCDE-#PISA data) to discuss the connection between academic performance and socio-economic background. He reflected on whether education can break the link between social origin and opportunities in the world of work.    He discussed the role of ‘resilient’ students, schools and policies capable of reducing gaps and promoting equal opportunities, including quality teaching, investment in early education, socio-emotional skills, school climate, and tools to promote freedom of educational choice and predict students at risk of school dropout.