Chiara Strano

𝐎𝐑𝐆𝐀𝐍𝐈𝐙𝐀𝐓𝐈𝐎𝐍𝐀𝐋 𝐂𝐔𝐋𝐓𝐔𝐑𝐄: 𝐓𝐀𝐋𝐄𝐍𝐓 𝐀𝐓𝐓𝐑𝐀𝐂𝐓𝐈𝐎𝐍 As an HR Leader and Organizational Development expert, I often remind organizations that the #talent challenge today is not necessarily about the total absence of capable people. The real challenge is attracting the right talent with the right capabilities and mindset. Recently, a #survey conducted by the Research and Development unit of COMO CONSULTS GROUP revealed that: organizations struggle more with attracting suitable talent than with the availability of talent itself. This brings us to a critical point: organizational culture begins to speak long before an employee resumes work. From the way a #vacancy is advertised, to the tone of the interview, and the onboarding experience that follows, candidates are already forming #perceptions about the organization. These early signals often determine whether the employee stays, leaves, or even how they perform in their first few months. The first step is clarity and honesty in job descriptions. Many organizations try to make roles appear overly attractive just to draw applicants. Unfortunately, when the reality of the role differs from what was advertised, new hires quickly feel misled. Authentic job descriptions attract people who are truly aligned with the expectations of the role. The #interview process is another powerful cultural signal. Interviews should never feel like an interrogation session or an attempt to discredit a candidate’s competence. When candidates are treated with respect, professionalism, and courtesy, they see the organization as one that values people. On the other hand, poor practices such as inviting over fifty candidates for a single role or making applicants wait from morning until late afternoon before being attended to often communicate disorganization and a lack of respect for people’s time. Then comes the employment offer and onboarding stage. Some employers mistakenly behave as though offering employment is a favour to the candidate. In reality, it is the beginning of a professional #partnership. Once a candidate has been selected, organizations should promptly send the employment letter alongside onboarding documents such as the employee handbook, staff data forms, and guarantor forms where necessary. This communicates #structure, preparedness, and #professionalism. Organizational culture is not built by slogans on office walls; it is built through deliberate actions and consistent experiences. And that culture begins the moment a potential #employee encounters your #recruitment process. As someone deeply involved in organizational culture transformation, I strongly believe that the way organizations attract and receive talent is often the first and most powerful expression of their culture. Organizations that understand this do not struggle to retain talent. They attract people who already believe in what the organization represents. #OgaHR

22

8 commenti

The Vietnam market remains ambiguous about the coaching sector. This is an opportunity to better understand this science. There are great opportunities for HR, and business leaders to understand the transformational benefits of ICF qualification.

3

The countdown is on ⌛One of the most significative changes in workforce regulations in recent year is coming up rapidly. Are you ready? With around 90 days to go, the EU Pay Transparency Directive has moved from strategic planning to execution. Join us on Wednesday 18 March 2026, 3.00–4.30pm CET (2.00–3.30pm GMT) for our next PwC EMEA Workforce webinar. We’ll share the latest status of the Directive across Europe and explore three critical implementation challenges: • How to navigate works council consultation obligations and compliant pay-data sharing • How to design change and communication strategies that build a culture of pay transparency • What role-based training and tools HR managers need to handle requests and make consistent, equitable decisions This is more than a compliance deadline. The Directive will reshape how organisations approach pay equity, workforce planning and data governance. Register here: https://lnkd.in/ecW94Nvd

19

In honor of International Coaching Week, I wanted to share this post from one of the organizations I work with, Randstad RiseSmart (RR). Coaches at RR partner with individuals to share best practices as they navigate layoffs, pivot into new careers or start their own business. As a benefit for some organizations, coaches help with finding clarity in the 'noise' and help professionals thrive in their current roles. Many clients are pleasantly surprised on the depth of our coaching topics and the impact on their career. Watch the video to learn more, or feel free to reach out. Coaching can be a game changer for so many! https://lnkd.in/epQfVkry

6

✨ Innovation Distinguishes. A group of cross-cultural leaders gathered together to discuss the Cultural Undervaluing of Professional Coaching. Education is a crucial pillar of development, but it is not the full structure. Professional coaching, especially in career planning, mindset growth, and personal branding, is often seen as optional, extravagant, or even unnecessary. Chris Daley Maxine Barnett MSc BA CMC and I, focused on The Pain of Not Embracing Coaching. It has many effects. Here are a few: ✨ Underdeveloped Potential: Talented individuals stay stuck in survival mode, failing to unlock their genius because no one helps them think strategically about their growth. ✨ Career Plateaus: Professionals with great resumes stall out due to poor networking, weak positioning, or self-limiting beliefs. ✨ Global Irrelevance: In our rapidly changing world where soft skills, emotional intelligence, and AI adaptability are premium assets, people fall behind. ✨ Silent Suffering: Many carry silent frustrations—“I’m better than this, but I don’t know how to rise.” Coaching could be the very bridge out of that quiet despair. Join the conversation. Let's hear your thoughts. Rather a private chat? Message me now. #leaders #leadershipcoaching #softskills #levelup Global Coaching Corner

13

8 commenti

If you always wanted to test out how coaching can help you clarify your thinking so you can achieve your career goals, 💪 check out these free ICF Switzerland sessions below on Tuesday and Wednesday this week at the HR Festival in Zurich. 🚀

11

A really interesting post Carlos! I have worked with so many different client interpretations of what 'high potential means' so it's good to see a research-based piece on this. This one did get me thinking about the circularity of defining 'high potential' by simply asking people to judge if someone is 'high potential' or not. What other 'high potential' criterion measures have people used - speed of promotion (but that is subject to position availability)? Manager's ratings (surely the shift between time a and time b is more important than the absolute rating if 'high potential' is being looked for)? End-of-programme examination scores (is that potential though, rather than just raw aptitude)? Thanks for sharing Carlos Herrera Morillo!

9

“Same person. Different culture. Completely different behavior.” This is one of the reasons reference checks are so problematic. Performance varies depending on the environment. Culture matters.

24

14 commenti

Today I had the privilege to speak to systemic professionals in the making, within the CSAP program (Hellenic Society for Systemic Studies), on: Systemic Business Branding - The Anthropocentric Approach. These are not beginners. They are accomplished professionals who consciously choose to deepen their systemic thinking and expand their perspective. In an era dominated by AI, automation, and rapid technological disruption, we explored something deeper: Branding is not communication. Branding is behavior. Branding is culture. Branding is systemic coherence. And above all, branding is anthropocentric. A business brand cannot be stronger than: • the consciousness of its leadership • the psychological safety of its people • the integrity of its relationships The discussion went far beyond marketing. We spoke about responsibility, energy, trust, and the systemic impact of human behavior inside organizations. The emotional feedback and the thoughtful reflections I received were deeply moving. Thank you to all participants for your trust, your depth, and your courageous engagement. AI may transform systems. But only conscious humans can transform meaning. Thank you all, Effrossini Kountiou, Vasileios Tsafantakis, Nikitas Assimakopoulos Elena Georgiadi    #SystemicThinking #BusinessBranding #AnthropocentricLeadership #AIandHumanity #CSAP #JMK_Training

56

OD is becoming increasingly popular in organisations – and that’s a good thing. But as the field grows, one truth becomes even more important: you can’t practice OD well without doing the work on yourself. Tools and frameworks help. Methods and models matter. But organisational shifts don’t come from techniques alone. They come from the person using them – their grounding, their awareness, their ability to stay present when the room gets tight or the system pushes back. In our this OrgDev Podcast with Garin & Dani episode with the outstanding, Dr Frances Baldwin – one of the leading voices in Gestalt OD – reminds us what many practitioners gloss over: Self as instrument isn’t a slogan, it’s the work. The inner condition of the practitioner shapes everything: 🔹how we show up under pressure 🔹how we hold complexity without collapsing into certainty 🔹how we avoid becoming part of the dynamics we’re meant to illuminate 🔹how we stand in service of the organisation rather than seeking approval within it Frances has spent decades helping practitioners move beyond doing OD to embodying OD. Her message is a timely one for a field that’s expanding fast: If you want to make a meaningful impact, the first system you need to understand is yourself. The clip below captures this – and the full episode goes even deeper. For anyone serious about OD practice, this is essential listening. A huge thank you to Frances for making such a brilliant contribution to the field of OD over the past 50 years! What’s one piece of inner work that has strengthened your practice this year?

78

9 commenti

💡 Most “bad career decisions” aren’t bad decisions. They’re uninformed ones. You can weigh the pros and cons, talk to mentors, even follow all the “career advice” out there – and still end up regretting your move. Why? Because the system still runs on guesswork. * Skills are poorly signaled. * Job titles say little about real work. * Training pathways don’t reflect demand. * “Career advice” recycles myths from the 1990s. So when people say “learn from your mistake,” that’s only half the truth. The other half is this: the labor market is built to confuse you. A recent Yahoo Finance piece suggests reframing regret and doing a “post-decision audit.” That’s good psychology – but not good policy. Because if 66% of workers report career regrets, we don’t have a mindset problem. We have a system design problem. The real question isn’t: “How do I recover from a bad career decision?” It’s: “Why did I have to guess in the first place?” It’s time to move beyond reskill and upskill. We need to Smart Skill [https://lnkd.in/gh2ycT4k] – making decisions based on verified demand, transferable value, and personal fit. Because smart choices aren’t about luck or courage. They’re about clarity. 🔥 Let’s build a labor market where no one has to guess their next move. Who’s ready to start?

14

3 commenti

#Organisation #Development is often described as if it suffers from definitional confusion. Yet the more serious possibility is that OD has always been asked to hold more than one kind of truth at the same time: human truth, systemic truth, behavioural truth, ethical truth and action truth. Its many definitions may therefore be less a weakness and more a signal of its range. At a time when organisations are being pressed by AI disruption, ecological strain, social fragmentation, talent anxiety and leadership fatigue, OD offers something more demanding than a change toolkit. It asks whether organisations can learn to see themselves honestly, involve their people meaningfully, and act on valid data with shared ownership. This article revisits the essentials of OD practice: its values, behavioural science base, whole-system scope, consultant role, leadership support, employee agency and evolutionary bias. The invitation is simple: to see OD not as confusion, but as a disciplined practice for helping human systems become more capable of change. https://lnkd.in/gq-wAP3Z

30

9 commenti

“Behavior under pressure reveals more than a CV ever will.” I believe Hogan Assessments are the best in their field. Unlike many other assessments that only measure superficial behavioral preferences, Hogan dives deeper. Personally, I find the Hogan Development Survey (HDS) the most interesting, because it's in stressful situations that people revert to old patterns. The Hogan Development Survey reveals how someone reacts—often without them even realizing it themselves. In the coming weeks, you'll see more about Hogan Assessments and why this tool stands out compared to other assessment tools.

2

Is your EOR provider licensed? Employer of record service (employment of staff on behalf of a company that manages&control employees) is regulated in most of European countries.

2

Everyone is trying to scale systems. The real advantage? Scaling leadership. That’s why I’m hosting something different: an Executive Leadership Summit in Italy. A small, curated experience for senior leaders who want to step away from the noise and reset their leadership thermostat. Over several days we will explore: • How to lead through complexity and rapid change • How to make confident decisions under pressure • How to communicate with clarity across cultures and generations • How to strengthen the human intelligence that scales leadership This is not another conference. It’s an immersive leadership experience designed to elevate how leaders think, lead, and communicate. If you’ve been feeling the weight of leadership — competing priorities, constant decisions, and pressure to perform — this summit is built for you. Limited seats available - First come, first served. When: July 13-17, 2026 Where: Italy Learn more at https://lnkd.in/dNx3F4_2

20

Risky. Fun. Impulsive. Charming. These traits are often associated with individuals who score high on the Hogan Development Survey (HDS) Mischievous Scale. But how do these characteristics manifest in the workplace? Gillian Hyde, Chief Psychologist at PCL, explores the advantages and potential pitfalls of Mischievous leaders, along with coaching strategies. 👉 Read the full article: https://lnkd.in/ebaY-UPt

6

Working with the international HR team at Barilla Group, to deliver a keynote and workshop on empathy, trust, and psychological safety last week, two themes stood out: ⮑ How company culture makes or breaks trust ⮑ How each leader’s 𝗺𝗶𝗰𝗿𝗼-𝗰𝘂𝗹𝘁𝘂𝗿𝗲, impacts team tone and norms The culture of an organization is not experienced in broad statements or strategic plans, but rather it is felt in the micro-interactions that unfold between people. 𝘋𝘰 𝘱𝘦𝘰𝘱𝘭𝘦 𝘧𝘦𝘦𝘭 𝘴𝘢𝘧𝘦 𝘵𝘰 𝘴𝘱𝘦𝘢𝘬? 𝘏𝘰𝘸 𝘢𝘳𝘦 𝘥𝘪𝘴𝘢𝘨𝘳𝘦𝘦𝘮𝘦𝘯𝘵𝘴 𝘢𝘯𝘥 𝘤𝘰𝘯𝘧𝘭𝘪𝘤𝘵𝘴 𝘩𝘢𝘯𝘥𝘭𝘦𝘥? 𝘞𝘩𝘢𝘵 𝘩𝘢𝘱𝘱𝘦𝘯𝘴 𝘸𝘩𝘦𝘯 𝘴𝘰𝘮𝘦𝘰𝘯𝘦 𝘴𝘵𝘳𝘶𝘨𝘨𝘭𝘦𝘴? What emerged clearly was the distinction between the culture a company aspires to, and the culture people live through every day. Regardless of how strong or values-driven an organization may be, people ultimately experience company culture locally. Each manager, each team, each interpersonal dynamic forms what can best be described as a 𝗺𝗶𝗰𝗿𝗼-𝗰𝘂𝗹𝘁𝘂𝗿𝗲, a distinct environment shaped by the behavior, language, and presence of the person leading it. You know this, you've seen it at play. The Sales team has a completely different micro-culture compared to the Finance or Legal team, and Marketing people communicate differently, right?! This is where personal responsibility enters. Empathy is a daily practice that goes beyond buzzwords and mottos or "manifestos" and "pillars" in company presentations (you know exactly what I mean 😄 ) Research show it too. According to a 2022 study by EY, 89% of professionals believe empathy improves leadership, yet over half say their organizations fail to consistently demonstrate it. Culture is often discussed as a collective reality. But in practice, it is shaped one interaction at a time. It lives in how we hold space for each other, how we repair after tension, and how leaders, model what it means to do hard things in a human way. Grateful to the Barilla Group HR team and Vasilis Chouliaras for their engagement, insight, and the depth they brought to this conversation. #Leadership #PsychologicalSafety #Trust #Empathy

109

3 commenti