Talent Strategy and Employer Branding: Key Figures for 2024 and Trends for 2025

This article was originally published by Glasford International Italy.

2024 has been a transitional year marked by shifts in the labor market, widespread reflections on the future, and frequent organizational changes. HR leaders have been navigating complex challenges in a difficult landscape, as highlighted by industry data and research on workforce organization in our country.

In Italy, talent shortages and skill mismatches remain pressing issues, exacerbated by the ongoing impact of the Great Resignation—which, despite peaking in 2020, has never fully subsided—and a demographic scenario characterized by an aging population and workforce.

Additional factors adding to this complexity include the rapid advancement of digitalization and generative AI, alongside a growing aspiration among employees to find meaning and happiness in their work.

As a consulting firm specializing in Human Capital, we have witnessed firsthand the impact of these trends within organizations. The best practices, data, and insights gathered by our Talent Strategy & Employer Branding business line—through projects focusing on Employer Branding, Attraction, Recruiting, and Engagement—allow us to provide a comprehensive overview of the key themes and trends that captured HR and organizational attention in 2024.

Reflecting on the key drivers and signals observed throughout the year offers a valuable perspective on how Employer Branding is evolving and enables us to anticipate the People Strategy topics that will receive greater focus in 2025.

The Strategic Priorities of Employer Branding

Looking at the projects and activities undertaken by our business line, we have identified an increasing emphasis on Employer Branding as a tool to address two strategic and urgent priorities:

Employee Value Proposition (EVP) and Engagement (43% of our projects)

Companies we supported showed a strong demand for refining their EVP—the set of tangible and intangible benefits, value propositions, and opportunities an employer commits to offering employees and potential hires.

The primary objectives were improving internal engagement and addressing dysfunctional dynamics (55%) while also enhancing corporate reputation and employer brand recognition (45%).

Talent Strategy and Attraction (37% of our projects)

A significant portion of our efforts was dedicated to developing strategies that strengthen employer attractiveness, particularly among young talents and high-potential professionals with specialized technical skills who can drive organizational evolution.

Cluster 1: Employee Value Proposition (EVP) and Engagement

The topics of engagement and employee experience have been at the forefront of discussions with organizations, with CEOs and HR leaders voicing concerns over widespread employee dissatisfaction, communication challenges, intergenerational tensions, and high turnover rates.

Given the numerous factors contributing to engagement and a positive employee experience throughout the entire work relationship, many organizations, despite their willingness to act, often struggle to identify the right course of action. Our projects in this area have primarily focused on two key directions:

Work-Life Balance and Wellbeing

Data from our projects indicate that in 46% of the organizations we supported, employees believe their employer does not offer sufficient flexibility in terms of work location and hours.

• While younger employees (ages 20–30) particularly value the option to work remotely, including from international locations, those aged 40–50 prioritize flexible working hours.
• Additionally, workplace wellbeing remains a major concern. Our analysis found that 53% of employees (rising to 62% among younger generations) consider mental and physical wellbeing a key factor in their job satisfaction. However, only 25% feel their employer is genuinely committed to supporting employee wellbeing.

Companies can address these expectations through various initiatives, from raising awareness about available wellbeing resources to implementing concrete support measures such as welfare programs and leave policies for personal challenges.

Company Culture and Communication

While less tangible, company culture and purpose are increasingly critical. Research from PwC and Deloitte highlights that employees today seek a deeper sense of purpose beyond salary considerations and are more willing to leave employers that do not align with their values.

Employer-employee relationships are evolving into partnerships based on shared missions and aspirations, including ESG commitments. Our data confirms that 73% of employees consider alignment with company culture and values essential.

Organizations with a strong purpose, clear mission, and well-communicated values gain a strategic advantage. Effective internal and external communication about company culture not only enhances employee retention and engagement but also strengthens employer reputation among candidates and clients.

Notably, organizations we supported in company culture initiatives saw an 82% improvement in employee satisfaction and engagement, with long-term projects (one year or more) resulting in a 37% reduction in absenteeism and a 24% drop in turnover.

Cluster 2: Talent Strategy and Attraction

Turning to Talent Strategy and Attraction, 2024 underscored the growing difficulty organizations face in attracting and retaining talent in an evolving labor market.

Factors such as global industry transformations, increasing automation, widespread digitalization and AI adoption, and the entry of Gen Z into the workforce necessitate a profound rethinking of Attraction and Recruiting strategies.

From our market observations, companies face two key challenges:

1. Attracting (and retaining) young talent
2. Securing highly specialized professionals with in-demand skills

Our initiatives have targeted both aspects by refining recruitment strategies and enhancing corporate positioning to strengthen employer attractiveness.

Addressing Skill Mismatches and Upskilling Initiatives

Skill mismatches remain a significant concern for organizations. Many companies we worked with emphasized the need to:

• Shift from credential-based hiring models to competency-based approaches
• Invest in upskilling (38%) and reskilling (54%) programs

The World Economic Forum’s annual Future of Jobs report underscores the increasing importance of key skills, including:

• AI, big data, and cybersecurity
• Analytical thinking, flexibility, resilience, and leadership

Given the central role of skills in the future job market, companies must adopt increasingly skill-based selection and assessment models.

Attracting and Engaging Gen Z Talent

From a Talent Attraction perspective, particularly concerning Gen Z, companies must ensure clear and transparent communication about what they offer.

Our research found that:

• 57% of young job seekers prioritize employers with strong training and career development programs, above factors like corporate social responsibility and ESG commitments (31%).
• 49% of young professionals expressed a strong interest in AI-related training, recognizing AI as a valuable tool for reducing human error (31%) and simplifying complex tasks (34%).

To enhance their employer appeal, organizations must prioritize distinctive candidate experiences, from well-crafted job postings and structured interviews to effective communication and onboarding processes.

Reflecting on 2024 and Looking Ahead to 2025

Looking back at 2024, Talent Strategy & Employer Branding emerged as a major area of focus for organizations seeking to improve internal engagement and employer positioning.

Key Priorities for 2025

So, what will drive the job market in 2025?

• Attracting highly skilled technical professionals will remain a top priority, as companies must adapt to a new generation of workers who are highly conscious, demanding, and willing to change employers if their expectations regarding work-life balance, wellbeing, and career growth are not met.
• Employees’ career goals are increasingly multifaceted and personalized, making it crucial for organizations to maintain open dialogue with both candidates and current employees.
• Targeted, innovative, and disruptive strategies will be essential to reach and engage desired talent pools.

The Role of Communication in Employer Branding

In an increasingly complex and competitive job market, integrating robust People Engagement initiatives into People Strategy will be key to crafting a distinctive Candidate & Employee Journey.

The ultimate goal is to retain high-potential employees and secure top talent. Finally, communication will play an ever-more critical role. Younger generations actively seek out detailed company information and frequently turn to digital platforms for insights.

Thus, companies must build a strong online presence that effectively conveys their mission, values, and work environment, moving beyond outdated employer branding approaches to present a modern, authentic, and compelling image.

Here is the link to the original article by Glasford International Italy: https://www.glasforditaly.com/sfide-e-trend-2025-employer-branding-talent-strategy/