Elior Italia

Katia Collarile

Talent Growth Advisor

Core Responsibilities in Driving People Development

In my role as People Development Manager, I am responsible for leading and promoting people growth, contributing to skills development, and strengthening talent across the organization. My goal is to ensure that learning and growth are continuous, inclusive, and aligned with business priorities.

Key Responsibilities:

• Talent and Leadership Development: I design and coordinate programs that support high-potential employees, foster emerging leaders and encourage cross-functional professional development.

• Integrated Learning Strategy: I manage the learning offer, from onboarding paths to training programs focused on key skills, ensuring consistency with the company’s values and culture.

• Employee Experience and Engagement: I continuously monitor learning needs and feedback to create growth experiences that are truly meaningful for our people.

Overcoming Barriers to Continuous Learning

• One of the most common challenges HR teams encounter when trying to foster a culture of continuous learning is balancing business priorities with long-term people development. There’s often pressure to focus on immediate deliverables, while learning can be perceived as “nice to have” rather than “must-have.” To shift this mindset, development must be embedded into daily work and aligned with strategic objectives—so that learning becomes a lever for performance, not a parallel track.

• Another key challenge is engagement. People are overloaded with information and time is limited. To make learning meaningful, it has to be relevant, accessible, and energizing. This means creating opportunities that are personalized, modular and often blended.

Aligning Training Needs with Recruitment and Development

When it comes to identifying training needs across various levels of the organization, I’ve found that the most effective approach is to combine structured analysis with ongoing dialogue. In a complex and evolving environment, it’s essential to listen deeply while also reading the signals from data and business priorities.

The goal is not just to fill gaps, but to anticipate them, and co-design learning journeys that feel relevant and empowering. Training shouldn’t feel like a requirement—it should feel like a lever people want to pull.

“The goal is not just to fill gaps, but to anticipate them and co-design learning journeys that feel relevant and empowering”

Connecting recruitment and training is more than a workflow—it’s a mindset. I think that the goal is attracting the right people and giving them the space to grow. When we select candidates, we’re not just evaluating skills; we’re identifying potential, purpose alignment, and long-term fit. That’s why the process must already consider how this person can evolve within the organization—not just what they can deliver today.

It’s a mindset that focuses not only on bringing people in, but on helping them thrive once they’re here. That’s how we create trust, motivation, and long-term engagement.

Strategic Insights for HR Leaders

My advice to HR leaders:

• Actively listen to employees’ voices: Development needs are no longer one-size-fits-all. Expectations vary by generation, role, and individual trajectory. Before planning, it’s crucial to listen—surveys, focus groups, and informal conversations are valuable for understanding what really matters.

• Personalize without overcomplicating: Standard training catalogs are no longer effective. We need modular, agile, and adaptable paths—where each employee can shape their own journey using accessible content, microlearning and peer-to-peer mentoring.

• Focus on “future-proof” skills: Soft skills, digital readiness, sustainability, and inclusive mindset—these are the transversal capabilities that help organizations navigate uncertainty. Investing here means building organizational resilience.

• Co-create with the business: Development programs are most effective when they speak the language of operations. HR must become a strategic partner, offering solutions that accelerate team evolution and support business goals.

• Connect learning with purpose: People invest in their growth when they understand the “why.” It takes storytelling, a sense of mission, and clear recognition of value. Training shouldn’t just be available—it should be embedded in the company’s identity.

And, of course, love your job and do it with all your passion.