Removal but also flexibility and values: the priorities of Italian workers (and what happens when they are ignored)

In post-Pandemia Italy, work is no longer just a matter of salary. This is clearly demonstrated by the investigation conducted by Big (Business Intelligence Group) for Grenke Italyaccording to which the salary It remains in the first place among the priorities (with 97.3% of the sample that considers it essential) but – rightly – It is no longer enough to guarantee the motivation and loyalty of workers. Other aspects also count today: professional development (92%), one shared corporate culture (92%), hourly flexibility (91%) and, especially for younger generations, the possibility of work remotely. At least part of the week.

«Pay the right – he comments Fabiana CarioliGrenke’s HR Director – must not be limited to an equitable economic remuneration but must represent the creation of a system of overall value that integrates recognition, welfare and continuous training. Wages, therefore, goes beyond simple compliance with market standards: it is a commitment to deeply understand the needs of peopleto enhance their skills and reward the results achieved. Never as today companies must support the person in his entiretypromoting a real balance between professional and personal life. This is our way of creating an environment in which people can really flourish ».

In short, it is necessary “a significant proposal, oriented to the coherence between what is promised and what is experienced daily – explains the expert Filippo Polettiauthor of several books on the subject – work becomes a space of meaning». And it is precisely the lack of this sense that often triggers a deep misalignment between person and organization, feeding phenomena such as “quiet quiet”.

Quiet quetting: when you stay, but you stop believing it

The term became viral on Tiktok already in 2022 but the dynamic it describes is even more current. The “quiet quiet “ – literally “silent abandonment” – does not mean fire, but make only the indispensable strait, renouncing extra commitment and emotional involvement. It is not laziness but if anything it resembles disillusionment: a reaction to the lack of recognition, to disproportionate workloads, to absent managers or a business culture that does not reflect the values ​​of people. Quiet quiet is at the center of a recent survey by Peoplelinka leading company in the sector of solutions for the management of human capital: “We firmly believe that investing in the well -being of employees and in their professional growth is the key to contrast quiet quetting and build a future of sustainable work thanks to two fundamental pillars: culture of active listening and engagement of colleagues” he said Tiziano BertolottiCEO of Peoplelink, who in this regard has drawn up a vademecum with five practical tips to promote well -being in the workplace and prevent this attitude by building a positive work environment above all for employees.

A 2023 Gallup research has in fact estimated that about 60% of global workers feel little or not at all involved in the workplace while in Italy, according to Inappa data, Only 5% of companies adopt participatory leadership models oriented to the enhancement of people. The risk is a vicious cycle: less motivation, less productivity, greater turnover, and therefore less corporate competitiveness.

Remuneration and beyond: new expectations

If the salary remains a pillar, its meaning changes according to the generations. For baby boomers (99.5%) it is synonymous with stability and status; For Gen Z (91.4%) it is a means of living experiences, not an end in itself. But alongside the salary, other strongly felt priorities emerge: professional development, for example, is considered crucial from over 92% of the sampleespecially for those looking for clear and consistent growth paths.

Business culture is another central node. For the most mature workers, the internal climate counts above all; For the younger ones, however, Inclusion, diversity and participatory leadership are important. In short, it is an increasing orientation valuewhere people are not only looking for a contract but some forms of common identity.

Also the time It takes a different weight. 91.2% ask for greater hourly flexibility, with peaks of 95% among the very young. Life-work balance is now essential for 90%of the sample, in particular for women (91.1%) and Millennials (92.4%). What about smart working? It is essential for Over 76% of the Gen Z While manager and managers still show some distrust (only 47.7% support it without reserve).

Tiziano Bertolotti, CEO of Peoplelink

Systems spa

When companies do not listen

Big and Grenke’s investigation confirms that professional identity can no longer be separated from the personal one. «The work – he explains Gianni BientinaCEO of Big – is becoming a place where people are looking for Consistency between private life and professional life. The human-centric paradigm that emerges from the investigation requires organizations to rethink organizational models, performance metrics and engagement tools. Companies capable of reading these signals will have a lasting competitive advantage over time ».

In fact, according to Peoplelink, the paths to be taken are above all recognize and enhance people (reward the results, celebrate the successes, even small, and give constructive feedbacks in a regular basis) as well as invest in professional growth, encourage balance and flexibility And Cultivate empathic and transparent leadership. Finally, fundamental monitor and listen to the corporate climate: Use for example polls, listening and analysis tools to understand how employees feel and intervene before the malaise becomes a disengagement.