From training to flexibility, how benefits are changing to attract talent

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Flexibility, training, shopping vouchers, variable remuneration: in company packages on compensation and benefits these are among the items that are making their way as the misalignment of skills and the difficulties in attracting and retaining talent grow.

A research on talent management carried out by Cegos Italia, the company that operates in Learning & Development, which involved 200 managers of which 58% in the world of human resources, highlighted that the levers on which companies work are multiple. First of all, salaries: over half of companies (53%) expect salary increases. Furthermore, compensation and benefit packages have changed: in the last 18 months many companies have in fact introduced working flexibility in this chapter, both in terms of location (41%) and time (32%), company training (31%), shopping vouchers (31%) and variable pay/performance bonuses (25%).

The biggest challenges

To attract people, salary and benefit expectations (44%), followed by career and work-life balance expectations (31%), are considered by organizations to be the most critical challenges. To retain people, 63% of companies tries to give answers on the balance between work and private life, on the review of remuneration policies (56%) and on wellbeing (54%). Training emerges as a meeting point, both to overcome the lack of internal skills and as a retention lever.


In the broad chapter of corporate training, the improvement of training and development programs falls in first place (53%). Furthermore, since the identification and development of employee potential is one of the primary objectives for organizations (63%), for 8 out of 10 companies, training plays an important role in the overall talent retention strategy. «Competitiveness today is played on investment in human capital and talent management requires adopting an innovative, broad and multidimensional perspective, in order to find the right balance between the various needs and aspirations of people, without forgetting that a loyalty strategy and retention is essential to reduce turnover and preserve experience and knowledge”, comments Emanuele Castellani, CEO of Cegos Italia & Cegos Apac and executive board member of the Cegos Group. What emerges «is the desire to put people’s well-being and satisfaction at the center of company policies and growth. Investing in human resources, including internal ones, enhancing training and promoting a balance between work and personal life, is no longer an option but a strategic lever capable of improving professional engagement and effectiveness”

The areas most affected by the shortage of people

The lack of professionals and skills mainly affects operations (42%), IT (31%) and sales (27%). According to the research, in the first case it is due to the demand for specialization and process optimization, in the second to the growing dependence on innovative digital technologies and in the third to the high turnover and increasingly strong demand for specific skills. The levels of seniority in which there will be the greatest critical issues appear to be professionals (34%) and middle managers (22%), with possible impacts in the first case on productivity and in the second on performance and organizational efficiency.

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