Attraction & Retention in modern workplaces: a research initiative by Fondirigenti, Assolombarda and Federmanager-ALDAI
Research and insights
Industrial and service sectors
Assolombarda, Fondirigenti, Federmanager-ALDAI
2025
CHALLENGE
Italian companies struggle with talent attraction and retention, impacting their growth and competitiveness. Fondirigenti's "People & Culture Management" initiative, backed by Assolombarda and ALDAI-Federmanager, aims to analyze these challenges and identify solutions through extensive research involving Assolombarda member companies and ALDAI-Federmanager executives.
SOLUTION
An extensive research project, combining market analysis and territorial insights, was conducted to analyze employee attraction and retention trends, identify effective strategies, and provide actionable insights for businesses. The initiative included comprehensive editorial and visual content development, from research reporting to the final event.
IMPACT
Beyond equipping companies with valuable information to enhance their human resource management practices, the project also focused on raising awareness among businesses and creating opportunities for learning and inspiration. This dual approach supports both companies and managers in developing more informed and proactive strategies to address workforce challenges.
The objectives of the initiative are diverse:
- Explore the context: analyze and provide a mapping of the main changes taking place, creating an observatory of people & culture management issues focused on Assolombarda’s reference context;
- Focus: identify areas of opportunity with respect to the current situation and the specific needs of this target of companies in order to identify best practices of effective approaches and solutions;
- Raise awareness: create opportunities for inspiration and in-depth study for companies and managerial figures involved in human resource management.
To achieve these objectives, it was necessary to activate a broad qualitative-quantitative survey that would allow framing the problem, identifying the main barriers that generate it, analyzing HR practices and strategies currently in use in companies, and identifying innovative approaches that could inspire new people management models.
A journey between analysis to strategic storytelling
Given this setting, we developed the “People & Culture Management” project as a journey in which two areas of action were intertwined. On one hand, through a survey with companies and managers and a market study, we analyzed the attraction and retention capacity of companies and identified best practices for improvement. With this information, we then focused on creating a report to describe the phenomenon and offer companies insights for improvement regarding managerial skills and areas of opportunity to focus on to be more attractive and engaging.
The two areas of action
Research and context analysis
A qualitative and quantitative survey allowed the collection of fundamental data and insights:
- Qualitative-quantitative survey → Distribution of a qualitative-quantitative survey to 104 Assolombarda member companies and ALDAI-Federmanager managers to map the state of the art and identify areas for intervention;
- Trend research → Market research with a focus on the Italian and European context to enrich the insights emerging from the survey and identify success cases and effective strategies to inspire companies and improve their attraction and retention;
- Interviews and focus groups → Interviews and focus groups with 40 entrepreneurs, executives, and managers to deepen some of the themes and areas of opportunity emerging from the survey and collect insights on best practices.
Editorial design and storytelling
In addition to research, the project included the creation of a visual and narrative identity that gave shape to the results through:
- An in-depth report, with data, case studies, and operational strategies.
- A landing page for the digital dissemination of the research.
Communication materials to raise awareness among companies.
The six directions of research
This research transcends traditional HR boundaries to engage all organizational leaders. The responsibility for fostering an inspiring workplace culture lies with every executive and manager, as employee experience has emerged as a critical driver of sustainable organizational performance.
Today’s workforce seeks more than mere management—they desire meaningful motivation, transparent career pathways, and authentic recognition of their individual and professional contributions. Simultaneously, the Human Resources function must evolve beyond administrative expertise or conventional business partnership. The new paradigm demands a true business & people partner who skillfully balances organizational objectives with human-centered needs, creating environments where both the enterprise and its people can thrive.
To navigate this complex landscape, our research approached these challenges through key strategic questions that guided our investigation. Based on evidence gathered through our comprehensive survey, we identified six critical directions that must shape organizational transformation agendas:
The significance of these strategic directions becomes even more apparent when examining the key metrics revealed by our research. The following data represents just some highlights that reveal the current state of people management in Italy.
To discover the complete research and gain a comprehensive understanding of all six transformative directions, we invite you to discover the full report!
of companies adopt initiatives to encourage work-life balance
Listening to people
However, active listening remains a challenge: only a few companies implement structured practices to gather employees’ opinions and needs.
of employees see the lack of career development paths as a barrier to retention
GROWTH PATHS
Companies must rethink professional growth not as a formal obligation but as a strategic lever for the future.
The hybrid work model is now an opportunity to improve both productivity and satisfaction. Companies need clear models and digital tools to integrate flexibility effectively
New ways of working
Some large companies have established MEET DAYS, dedicated days in the office to foster teamwork and enhance direct interaction.
of young professionals consider personal growth, impact, and fulfillment as key aspects when choosing a workplace
GENERATIONAL EXPECTATIONS
Bridging the gap between senior expertise and new generations’ expectations is crucial.
of employees believe the company supports their well-being
WELL-BEING
Promoting physical, psychological, and relational well-being is no longer an optional initiative but a strategic necessity for companies.
It’s not just about selecting the right candidate, but about ensuring that they also choose the company, aligning with its values
EMPLOYER BRANDING
An authentic company narrative improves hiring processes, promoting a conscious and bilateral selection, where candidates can also assess whether the organization reflects their own values and principles.
Innovation is not just a tool but a mindset: one that organizations must embed deeply within their culture to navigate the complexities of today’s business landscape. In the context of people management, embracing new methodologies and technologies plays a pivotal role in redefining how companies attract, retain, and develop talent. The Research and Insights expertise at MAIZE is fundamental in understanding this evolving context, allowing us to explore how transformation intersects with people management strategies, offering a forward-looking perspective on workplace evolution.
in Italy