Estera Anghelescu, Global Employer Brand Leader, Kaufland: Adaptability is essential, but how and when an organization chooses to adapt makes all the difference

Outsourcing Today, the business services industry’s community networking and news integrated platform, resumes the series of interviews dedicated to business leaders in various industries, with focus on the evolution, expectations and opportunities in employer branding and people & HR related aspects.

Estera Anghelescu, Global Employer Brand Leader and Recruiting & Employer Branding Director at Kaufland  shared its insights on the employer branding strategies, workforce and workspace expectations and trends nowadays, DEI and ESG indicators and not the least, the impact of AI and emerging technologies in the field.

Read below the detailed insights:

What are the key trends shaping employer branding strategies in 2025, and how do they align with changing workforce expectations?

2025 is a year where the need for stability becomes increasingly important. Over the past few years, following the pandemic, employees have significantly changed their approach to jobs and careers, adopting new practices, especially in the area of flexible work. However, since last year, we have entered a new phase where economic conditions and emerging technologies are reshaping the job market.

Moving forward, we anticipate key trends such as employee retention, investment in workforce development to keep up with technological advancements, and adaptation to changing consumer behaviours and job security concerns. As an organization, we cater to a diverse audience, ranging from Gen Z and junior employees to individuals with disabilities and senior professionals in areas such as sales, logistics, real estate development, finance, and marketing.

Kaufland is known for offering long-term stability, with many employees having been with the company since the first store opened in Romania 20 years ago. At the same time, we have continuously adapted to meet employee expectations, from flexible working hours and part-time roles to actively supporting the employment of people with disabilities. We foresee transparency becoming increasingly valued in 2025, with stronger employee relationships built on mutual commitment. While 2025 will bring many business challenges, our past experiences have shown that we can adapt while maintaining high-quality standards. Periods of intense change are when loyalty and professionalism are truly tested.

How has the growing emphasis on Diversity, Equity, and Inclusion (DEI) influenced employer branding initiatives?

Inclusion and equity are about people. These policies exist to ensure a work environment based on fairness and respect for everyone’s rights. Employer branding is also about people – in their roles as candidates and employees – so naturally, the two are strongly connected.

In healthy organizations, where everyone wants to work, we cannot talk about people without ensuring their fundamental rights are protected. Ideally, these principles should be inherently understood and applied, without requiring special initiatives. However, each generation needs education and awareness programs to understand the fragility of a society that does not put people first.

This is why we have chosen to focus on a group that still needs visibility and inclusion in Romania: people with disabilities. In 2019, we launched the A.C.C.E.S. program, designed to facilitate their integration into the labour market and our organization.

Since awareness levels in Romania are still relatively low, we continue to actively promote dedicated roles for people with disabilities and encourage their inclusion. The goal is to build mutual trust between employees, society, and organizations to the point where such programs are no longer necessary. Until then, Kaufland remains committed to being a leader in disability inclusion, and A.C.C.E.S. has become one of our core employer branding initiatives, helping us hire around 500 colleagues with disabilities since its launch.

What role does sustainability and corporate social responsibility play in enhancing employer branding this year?

Just as inclusion should be the foundation of people-related initiatives, sustainability should be the foundation of business-related actions. Although sustainability has been a widely used term in recent years, there is still a lack of deep understanding of its long-term importance.

This is not about marketing campaigns, it is about responsible, ethical, and sustainable ways of doing business, from corporate strategies to employee relations. Every action has consequences that will impact us and future generations. A business strategy that does not integrate sustainability is a short-term, self-serving vision that prioritizes immediate gains over long-term community well-being.

Kaufland is well known for social impact projects, particularly those focused on environmental protection and community development. We are at a turning point, moving from sustainability as a trend to sustainability as standard practice, where real, measurable results are visible.

As an employer, we see that Gen Z is particularly invested in corporate social responsibility and actively monitors companies’ actions in this space. They choose to work for responsible employers. That is why we remain committed to our sustainability and CSR efforts, knowing that this is a continuous process of learning, adapting, and improving.

How are companies leveraging technology and AI to improve their employer branding efforts, particularly in attracting and retaining top talent?

AI is a rapidly evolving technology, with widespread adoption, especially among younger generations. It is no longer a question of if we will integrate AI into our work processes, but how we will do it.

Right now, there are still many unknowns, as we are in the early stages of this transformation. Many of the tools employees already use have AI components embedded in them, making AI a part of everyday work, often without us even realizing it. However, companies must take responsibility for how data is handled by AI. Educating employees about data security risks and ensuring the accuracy of AI-generated outputs is crucial.

In HR, AI and automation have already transformed recruitment, enabling more targeted hiring campaigns, better task automation, scalability in managing large applicant pools, and personalized candidate and recruiter experiences. That said, companies must be cautious about relying too heavily on AI in decision-making. Bias is a real risk, and human judgment remains essential in recruitment and retention efforts.

How are organizations addressing the “always-on” culture and combating burnout while maintaining productivity?

Being “always-on” does not guarantee productivity. Presence, whether online or in person, does not automatically mean efficiency.

Since the pandemic, we have seen trends like “quiet quitting,” proving that disengaged employees may still be present but not productive. Burnout remains a sensitive issue that must be understood and addressed. It is not caused by a single factor but rather a combination of stressors leading to both mental and physical exhaustion.

To prevent burnout, we need to set realistic expectations for workload and involvement. Evaluating tasks properly ensures a fair balance of time and effort. We also need to acknowledge that work time includes more than just task completion, it also involves collaboration, research, training, testing new tools, and strategic thinking.

In a rapidly changing job market, employees need time to stay informed, learn, and adapt. Investing in professional development should be recognized as productive time. While remote and flexible work models have challenged managers in maintaining productivity, increased pressure is not a sustainable solution. In the long run, trust and work-life balance drive performance, not constant monitoring.

How are organizations fostering leadership adaptability to better engage and motivate multigenerational teams?

Adaptability is essential, but how and when an organization chooses to adapt makes all the difference. Leadership should not be about top-down mandates but about understanding and responding to team dynamics.

Intergenerational collaboration is critical for knowledge exchange. Younger employees benefit from senior guidance, while experienced employees gain fresh insights from younger colleagues. Joint projects facilitate mutual learning, unlike siloed teams where younger employees lack exposure to strategic decision-making processes.

Programs like internships, traineeships, and open days play a key role in integrating young talent, but the real value lies in building mutual trust between generations. In today’s fast-paced, tech-driven world, adaptability and continuous learning are more important than ever. Young employees bring fresh perspectives on trends and new technologies, making them valuable contributors to corporate transformation.

What are the most significant challenges HR leaders face in managing employee expectations in 2025?

HR leaders must navigate shifting employee expectations while aligning them with business realities, which often take longer to evolve. One major challenge is remote and hybrid work policies: balancing flexibility with operational needs. Salary transparency is another challenge that is expected to impact the job market. The rise of AI-driven workplace changes requires organizations to reskill employees, ensuring that both individuals and businesses remain competitive.

Economic uncertainty adds another layer of complexity, requiring HR leaders to act as true business partners, advocating for solutions that benefit both employees and the organization. In such a dynamic landscape, empathy and critical thinking will be crucial in navigating the challenges ahead.