- Talent retention is becoming more important as skills and experience become harder to replace.
- Retention needs can change as careers become longer and people’s circumstances evolve over time.
- Gi Group Holding’s More than Work report uses Nurture, Care and Heritage to show how retention risks can emerge across different stages of working life.
- Employers can strengthen retention by keeping development accessible and making career paths more flexible.
- Stronger talent retention can help organisations preserve knowledge, maintain continuity and build long-term workforce resilience.
Recent Swiss labour-market data shows how difficult access to qualified talent has become. At the end of last year, 36.2% of Swiss companies reported difficulties recruiting qualified personnel.
When talent is already difficult to replace, retention becomes a broader workforce priority. Employers need to understand not only what attracts people to an organisation, but also how their expectations and circumstances can change throughout longer and less linear careers.
Gi Group Holding’s “More than Work” report explores theses shifts through three themes: Nurture, Care and Heritage. Together, they show how development, caregiving responsibilities and longer careers can shape what people need from work at different stages of their lives.
As a result, stronger talent retention depends on recognizing these changing needs early and creating conditions that help people continue to contribute over time.
Why talent retention needs to evolve
Recruitment pressure in Switzerland is not only a short-term hiring challenge. It also raises a longer-term question: how easily will organisations be able to replace skills and experience when people leave?
A Swiss National Bank Economic Note estimates that, based on the current age structure, around 400,000 more people could leave the Swiss workforce than enter it over the next ten years.
Furthermore, a KOF Swiss Economic Institute survey of economists reinforces this concern: 87% of respondents identified demographic change as one of the main factors behind potential structural labour shortages in Switzerland.
What Nurture, Care and Heritage reveal about talent retention
Labour-market pressure explains why retention matters. The “More than Work” report helps explain where retention risks can emerge across a working life:
- Nurture shows the importance of clear development and progression for younger professionals.
- Care highlights how changing personal responsibilities can affect engagement when work structures are too rigid.
- Heritage shows why experienced professionals still need opportunities to develop, contribute and remain relevant as careers become longer.
Together the three themes point to a broader lesson: talent retention depends on creating conditions that can adapt as people’s careers, responsibilities and expectations change over time. This aligns closely with Gi Group Holding’s wider focus on sustainable work and employability across extended working lives.
Three priorities for stronger talent retention
As professional priorities change, retention approaches need to evolve with them. Employers should consider how flexibility and career design can support people throughout longer and less linear working lives.
1. Keep development open throughout working live
Development should not be concentrated at the beginning of a career. “More than Work” found that 44% of senior candidates identify limited career progression as a challenge, compared with 23% of HR leaders. This shows that experienced professionals may still expect opportunities to grow and progress.
2. Make flexibility part of career design
Flexibility is not only about where or when people work. As personal circumstances change, employees may also need greater flexibility in how they progress through their careers. Options such as temporary role adjustments and adaptable career paths can help people remain active and engaged at work.
3. Understand individual motivations
Career stage can influence what people need, but it does not determine individual ambition. Employers therefore need to understand what matters to each person rather than making assumptions based on age or life stage.
A more individual approach to talent retention can help organisations respond earlier when expectations change and create conditions that encourage people to continue contributing.
Talent retention can strengthen long-term workforce resilience
When skills and experience are difficult to replace, talent retention becomes part of a long-term workforce planning rather than a short-term HR objective. In a labour market shaped by demographic pressure and changing career expectations, employers need to:
- Retain experience;
- Keep developing capabilities;
- Support people through different stages of working life.
A stronger approach to talent retention and help organisations preserve knowledge and build greater workforce resilience over time. Gi Group Holding supports the evolution of the labour market through a multi-brand HR ecosystem designed to address different stages of the talent lifecycle. This way, we help organisations respond to changing workforce needs with a broader, long-term perspective.
For a more detailed employer perspective on how retention strategies can respond to changing professional expectations, read the full article.
FAQs (Frequently Asked Questions)
Young workers can struggle with limited experience, pressure to adapt quickly and insufficient access to mentorship or tailored development opportunities.
Nearly half of younger professionals prefer on-the-job learning, followed by in-person workshops at 42% and live instructor-led online courses at 29%.
Employers can provide clearer progression routes, defined skill expectations and structured opportunities such as apprenticeships, traineeships and paid work experience.
Caregivers may miss informal networking and social interactions that often influence career opportunities. Employers should therefore find alternative ways to maintain their visibility and connection within teams.
Around 34.5% of candidates in the “More than Work” survey said they had witnessed or experienced age-related discrimination, making it the most reported form of discrimination among candidates.
News
Women in Leadership 2026: How Gi Group Switzerland anchors gender equality and what three female leaders say about it
Gender equality is not a short-term CSR project or a communication opportunity for International Women’s Day. At Gi Group Holding, it is part of a global sustainability strategy within a framework called “Sustainable Work,” built on four pillars: Decent & Safe Work, Employability & Satisfaction, Diversity, Equity & Inclusion, and Safeguarding Resources for the Future. Within this model, Diversity, Equity & Inclusion form the core of our social sustainability.
Our global strategy follows the United Nations Sustainable Development Goals (SDGs), particularly SDG 5 on gender equality. This means that equality is not only an internal responsibility but also a contribution to a fairer, more transparent global labor market. Our global guidelines and standards, including our ethics, diversity and conduct codes, form the foundation of this approach. In Switzerland, we apply these principles in our programs, HR processes and everyday decisions.
With 57 percent women in our workforce, we are above the Swiss average. However, our focus is not the number itself but how we support it. Leadership coaching, mentoring, flexible working models, Parents@Work and equitable career and compensation structures do not create isolated outcomes but drive long-term structural change.
For International Women’s Day 2026, we asked three of our leaders, Angela, Kathrin and Paola, to share how they experience equality inside the company.
Three women, three perspectives on equality
Angela Dies, HR Director
Why is International Women’s Day important for Gi Group Switzerland?
“It gives us a chance to make our commitment visible while deepening internal dialogue. We do not treat it as a symbolic ritual but as a moment to reflect on our progress and what we still need to improve. It helps us strengthen our culture based on equal opportunities.”
Where do we stand today on Women in Leadership?
“Our culture shows that we develop people regardless of gender, origin or age. For women, we offer clear development tools such as leadership coaching, the Parents@Work return-to-work program and external training. We offer flexible work models and extended parental leave. And to be clear, in Switzerland it is far from common for a pregnant woman to be appointed to a leadership role. Here, it happens, and it is one of the reasons I work with Gi Group.”
Which initiatives have you implemented?
“Objective HR processes, Equal Pay analysis, mentoring, development programs, skills-based recruitment and structured career paths. All aligned with our global DEI standards and the Sustainable Work model.”
Do you see measurable progress?
“Our share of women has been consistently high for years, including in leadership roles. This is the result of structured work. Our Equal Pay analysis also shows that the gender pay gap is below the 5 percent threshold recommended by the Swiss government.”
What challenges remain?
“We need to maintain momentum and ensure that gender balance reaches all areas, including technical and specialized roles. The market for experienced female leaders is very competitive. But when we hire them, they stay and grow with us.”
Kathrin Gasser, Director Corporate Sales & Marketing
What does leadership mean to you?
“Creating an environment where people can fully express their potential. Leadership means space, safety and clarity.”
Which experiences shaped you?
“Those outside my comfort zone, such as international assignments, failed projects and new roles. They made me more resilient and helped me refine my leadership style.”
How does a culture where women can grow come to life?
“Through psychological safety. Women and all underrepresented groups need an environment where they can admit mistakes, take risks and speak freely without fear. Studies clearly confirm this. Communication, clear values and consistent leadership are essential.”
What barriers do you see in the industry?
“Women are present in the Swiss HR services sector, but often in support roles. In strategic business decisions, especially from middle management upward, they remain underrepresented. That is where the strongest leverage for change lies.”
How is equality reflected in everyday work?
“In my case, very concretely. I was promoted during my first pregnancy and offered a new role during maternity leave with my second child. This shows more than any program that equality here is lived.”
Paola Giardini, Branch Manager Grafton Mendrisio
How did your path toward leadership evolve?
“With honesty, it was not something I planned at all costs. My career grew naturally through results, increasing responsibility and trust. I started as a consultant, developed a client base and delivered consistent outcomes. Leadership came when others recognized I could take on more.”
What motivates you in your role?
“I am motivated by seeing people strengthen, learn and bring new ideas that also enrich me. I feel effective when I can support my team through clarity, organization or simply by being present. Seeing people grow motivates me every day.”
Which skills have helped you most?
“Perseverance, the willingness to keep going even without immediate results and the desire to improve daily. Empathy, adaptability, resilience and the ability to get back up again. And of course, passion for what I do.”
How do you promote diversity in your team?
“I try to build a daily culture based on respect, collaboration and freedom of expression. I believe that leading without imposing and showing strength without raising your voice is one of the most concrete ways to create an inclusive environment.”
Are there challenges that affect women in particular?
“Yes, often subtle but real. At times, I have felt on the margins, not due to competence but because of social dynamics. Emotional reactions are sometimes judged differently when coming from a woman. Motherhood is another challenge, beautiful but complex, requiring balance, energy and the ability to juggle responsibilities. These experiences have made me a more empathetic and aware leader.”
How DEI and CSR work together and why Women in Leadership remains a strategic mission
The perspectives of Angela, Kathrin and Paola show much more than the usual messages surrounding International Women’s Day. They demonstrate that equality emerges when a company does not simply offer programs but aligns its structure to this goal, from global guidelines to HR processes and daily decisions.
Gi Group Holding sees CSR and Diversity not as separate areas but as an interconnected system. Our Sustainable Work approach shows that fair working conditions, equal opportunities, inclusion and sustainable development are inseparable. DEI is not a communication element but a central pillar of our responsibility as a global labor market actor. In Switzerland, programs such as coaching, mentoring, Parents@Work, flexible models and equitable HR processes reflect this strategy.
At the same time, the everyday work of our leaders shows that guidelines only matter when they are lived. The culture Kathrin describes, the structural decisions guided by Angela and the leadership style of Paola demonstrate how Diversity, Equity and Inclusion become a true value, not a slogan. International Women’s Day reminds us that Switzerland still has work to do. But it also shows that progress is possible when companies take full responsibility.
For us, Women in Leadership is not an annual commitment but a long-term mission. Women should not be an exception in leadership roles but a natural part of them. We will continue working toward this goal with structure, consistency and the conviction that sustainable work must always be fair work.
Learn more about career opportunities at Gi Group Holding
Learn more about our social commitment
Are you looking for a new job? Explore the open positions offered by our recruitment brands:
[post_title] => Women in Leadership 2026: How Gi Group Switzerland anchors gender equality and what three female leaders say about it [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => women-in-leadership [to_ping] => [pinged] => [post_modified] => 2026-03-06 11:48:05 [post_modified_gmt] => 2026-03-06 10:48:05 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.gigroupholding.com/switzerland/holding-expand-grafton-enginium-2/ [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [2] => WP_Post Object ( [ID] => 15765 [post_author] => 6 [post_date] => 2026-01-13 16:29:30 [post_date_gmt] => 2026-01-13 15:29:30 [post_content] => NewsGi Group Holding expands in Switzerland: introducing Grafton and Enginium
January 2026 marks a major milestone for Gi Group Holding in Switzerland. We are proud to announce the launch of two global brands in the Swiss market: Grafton and Enginium. This expansion strengthens our multi-brand strategy and enhances our ability to deliver specialized HR and technology consulting solutions tailored to the Swiss market.The benefit of a multi-brand approach
Gi Group opened its first branch in Switzerland in 2016 and has continued to grow. In 2022, we acquired Eupro, and in 2024, Kelly Services. These steps created the new Gi Group Switzerland. Our focus now shifts to the market and the rollout of our global brands. “A multi-brand approach allows us to serve different market segments with specialized services, increasing client satisfaction and credibility. It also strengthens our competitive position by offering tailored solutions, as many clients prefer working with specialized partners” says Balz M. Villiger, President of the Board & Country Manager Switzerland "We can already see this in our successful Gi Life Sciences business, which is one of the leading staffing brands in Switzerland for life sciences talent, and in our Gi Medical business, where we support hospitals and institutions in finding skilled personnel who help them care for their patients."
Grafton: Global Expertise, Local Specialization
Grafton operates in 27 countries and is recognized as a global leader in Search and Selection. With over 40 years of experience and deep local expertise, Grafton connects companies with the talent they need to grow – and helps professionals find careers that truly fit them. In Switzerland, Grafton started in 2022 with one branch in Ticino and is now expanding with an office in Zurich for the German-speaking region and an office in Geneva for the French-speaking region. The brand focuses on a profile-driven approach, connecting experts in the following professions: IT & Engineering, Finance & Accounting, and Fashion & Luxury.
Meet our new Leaders in Grafton
Our expansion is powered by exceptional people. Here are the professionals leading the way:
Paola Giardini: Branch Manager Mendrisio and Division Manager Fashion & Luxury
Paola has been instrumental in building our Grafton branch in Mendrisio since 2022. Her expertise ensures we deliver top-tier talent for some of Switzerland’s most dynamic sectors, such as Fashion & Luxury.
“As Branch Manager of Grafton Mendrisio, I am responsible for business development and, together with my consultants, for providing tailor-made solutions to our clients. We create valuable connections between businesses and professionals in the Italian-speaking part of Switzerland. Nationally, we specialize in the retail sector with a strong focus on Fashion & Luxury. As Division Manager, I drive business growth and create impactful opportunities for our partners.”
Anita Mondelli: Branch Manager Zurich and Division Manager
Anita joined Grafton on 1 January 2026 and brings extensive experience in the staffing industry.
“As Division Manager at Grafton, I am responsible for the Search & Selection business and for shaping a sustainable and successful future. Additionally, I will proudly serve as Branch Manager, guiding the future team of Grafton Zurich, which is responsible for the German-speaking part of Switzerland. My goal is to bring people and organizations together successfully and sustainably: not only in terms of skills but also regarding attitude, values, and cultural fit.”
Richard Yanez: Senior Consultant Finance & Accounting, Geneva
Richard started on 1 January 2026 and brings over then years of experience in the Swiss staffing industry.
“With extensive recruitment experience, particularly in Finance & Accounting roles, I will strengthen our ability to attract specialized profiles in Western Switzerland. My network will be a valuable asset to our entire organization.”
Enginium: Driving Technology Consulting
Enginium brings end-to-end engineering consulting services to Switzerland. From research and development to product development, Enginium supports clients in industries such as Automotive, Telecommunications, Banking & Finance, Aerospace & Defence, and many more.
Lorenzo Nitoglia, Operations Manager for Enginium Switzerland, explains: “I am responsible for introducing to Switzerland the operating model that has driven Enginium’s success in Italy for the past eight years. With a background in Electronic Engineering, I have built and scaled technical IT and engineering consulting services throughout my career. Based in our Zurich office, I will lead business development across the country.”
What this means for you
For companies: We offer specialized recruitment and consulting services backed by global expertise and local insight.
We invite you to reach out today and start the conversation.
For candidates: Explore exciting career opportunities and discover roles that match your skills and ambitions.
Explore our open positions today.
Would you like to be part of our growth? We are currently hiring for Grafton.
Discover our open internal positions on our career page
Gi Group Holding turns 25. The founder, Stefano Colli-Lanzi, shares his vision for the future.
Stefano Colli-Lanzi celebrates a 25-year story that led the Italian employment agency to become one of the world’s leading HR players, announcing 100 mln euros annual plan of investments in acquisitions for the next 2 years. The ability to fully understand the rapidly changing labour market, to develop new businesses and services, and a strong drive for internationalisation are the underlying themes of the Gi Group Holding’s entrepreneurial history, and that of its CEO, Stefano Colli-Lanzi. The goal for the near future? €6 billion revenue by 2024 /wp-content/uploads/2023/01/Gi-Group-Holding_Corporate-Video.mp4 Milan, Italy - 27 February 2023 In 1998, Stefano Colli-Lanzi, at that time a consultant, saw new regulations in the Italian market as an opportunity to enter the HR world, by launching the first Italian staffing company. 25 years later, he is at the helm of one of the leading global HR services and consulting companies, Gi Group Holding, with more than 8,000 employees (+1,500 more than 2022) and a presence in 34 countries worldwide. Its steady growth, through even the most turbulent periods of this quarter century, like the pandemic and the Russian-Ukrainian conflict, has led to an increase in turnover from €1,581 MLN in 2015 to over €3.6 billion in 2022 (preliminary results) Over the years, Gi Group Holding’s management has pursued a strategic approach to business growth: developing the company’s services (although Temporary and Permanent Staffing is still the main driver of revenue growth) while acquiring new businesses, thus becoming a true global ecosystem of HR services. Throughout the company’s history, strategic investments and M&A operations have advanced its capacity for growth and resilience: in this regard, last autumn Gi Group Holding announced its 50th acquisition (The Bridge, an HR technology consultancy focused on building and scaling up digital capabilities for multinational businesses). Today, international revenues contribute about 53% (47% in Italy) of the Group’s revenues.This anniversary is certainly an appropriate time to celebrate what has been done, so I would first like to address all the people who have contributed and continue to contribute every day to this project, which aims to seize the opportunity (and the responsibility) of contributing to the positive evolution of society, through work. But on occasions like these it is also important to lay foundations for the future. Over the coming years, the Group intends to continue on our current trajectory, increasing revenue from our international business from 50% to 70%. On the offer side, we will increasingly focus on verticalisation, diversification of solutions and progressive improvement of margins. Therefore, we planned an annual investment of 100 mln/€ in acquisition for the next 2 years. We have a very clear goal on the horizon: €6 billion by 2024 Stefano Colli-Lanzi, Gi Group Holding Founder & CEOAlso referring to the Group’s expansion, Stefano Colli-Lanzi, sole shareholder of Gi Group Holding, said – “Our approach has enabled the Group to recognise the work of all employees worldwide, but also to develop a bold acquisition strategy.” Besides its growth trajectory, the Group has been guided for 25 years by a clear purpose: to contribute to the evolution of the labour market and to embrace the ambitious opportunity – and responsibility – to change people’s lives for the better. Stefano Colli-Lanzi continued: “Work has the power to generate priceless personal and social value, the Italian mindset underpins our organisation and is reflected in the Fondazione Gi Group for Sustainable Work. Sustainable Work means achieving living and working conditions that support people so they can find and stay at work throughout their active lives, without compromising the ability of future generations to enter or remain in the workforce”. Drawing on his experience as a father and a university professor, in constant dialogue with young people, Stefano Colli-Lanzi highlights 3 drivers to attract them – which remains the main challenge for the current labour market: focus on practice rather than theory, give them the opportunity to have a positive impact on society, ensure work-life balance. Regarding the economic outlook, the war in Europe is a major concern for Colli-Lanzi, who is nonetheless positive about economic recovery. On the labour market front, what worries him is the skill mismatch, which affects all the countries where the Holding operates. Along with training and reskilling, international mobility will be – and in some countries already is – the key to overcoming the candidate shortage. [post_title] => Gi Group Holding turns 25. The founder, Stefano Colli-Lanzi, shares his vision for the future. [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => gi-group-holding-turns-25-the-founder-stefano-colli-lanzi-shares-his-vision-for-the-future-3 [to_ping] => [pinged] => [post_modified] => 2026-01-13 18:27:47 [post_modified_gmt] => 2026-01-13 17:27:47 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.gigroupholding.com/switzerland/gi-group-holding-turns-25-the-founder-stefano-colli-lanzi-shares-his-vision-for-the-future-3/ [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) )
