At the end of 2025, as a leader or HR manager, you’re facing pressure from tighter budgets—possibly lower than in previous years—while still being expected to keep teams stable and compete for the talent that brings real value to the business. How can you maintain strong retention in these conditions? How can technology and AI become allies in HR rather than obstacles? And what solutions actually work for fast onboarding and reducing time lost on repetitive tasks?
Find out in this interview with Mariana Vaida, CEO Smartemp:
How to reduce employee turnover without increasing costs
How temporary jobs, internal mobility, and flexible programs can transform teams
How to use AI and automation in HR to gain time and efficiency
The skills that will make a difference in 2026 and how to balance productivity with employee well-being
Strategies for retention and building real partnerships with your team
What major changes do you see in the labor market in 2025, and how are they impacting organizations?
In 2025, the labor market is more volatile than ever. In industries with low margins—retail, logistics, HoReCa—sectors where fixed costs are high and competition is intense, meaning profitability remains limited even at high volumes—employee turnover is significant, and managers feel the pressure to keep teams stable without increasing costs.
At the same time, competition for talent has become global: local companies are now competing with multinationals for the same candidate profiles. That’s why flexibility—through internal mobility programs, temporary seasonal or project-based hiring, or integrating recent graduates—has become essential. PwC’s Workforce Hopes and Fears 2024 study shows that 87% of Romanian employees are willing to adapt to new ways of working and believe that the use of generative AI can increase their efficiency at work. This means organizations must provide the structure and tools needed to leverage this openness.
How do you view the role of technology and artificial intelligence in transforming HR processes and the way we work?
Technology and AI are no longer optional; they’re integral to running a business. In HR, payroll automation, AI-driven CV screening, and chatbots for frequently asked questions reduce the time managers spend on these activities and improve decision accuracy. The Undelucram study The Future of HR: Regional Opinions on AI Use at Work (2024) shows that 41% of HR specialists already use AI to automate repetitive processes.
In practice, we’ve seen logistics companies that, through automation, reduced onboarding time for new employees from three weeks to just a few days. Even more importantly, AI allows managers to focus on what truly matters: developing their people and improving retention.
What recruitment and retention trends do you believe will define the coming years?
Flexibility and personalization. Managers want people who can adapt quickly, and employees want roles that fit their lives. They can work together effectively if employers create programs such as job-sharing, part-time or temporary roles, remote positions, or opportunities for freelancers.
At the same time, strong retention will be shaped by the employee experience. Employers can create a positive experience through consistent feedback, internal mobility, development opportunities, and flexible benefits—extra days off for major life events or mental health, medical or well-being services, contributions to private pensions. According to PwC’s Workforce Hopes and Fears 2024 study, employees value learning and development programs above all, and companies that invest in these reduce turnover by up to 30%.
Productivity without well-being is not sustainable. The managers I advise often say their people are exhausted. The solution is to implement policies that support flexibility, mental health, and work-life balance.
How should HR leaders approach the balance between productivity and employee well-being?
Productivity without well-being is not sustainable. The managers I work with often say their teams are overwhelmed. The answer lies in implementing policies that support flexibility, mental health, and healthy boundaries between personal and professional life. We can maintain this balance through flexible work schedules, access to psychological support, or reducing repetitive workload through digitalization.
What new skills do you consider essential for employees in the near future?
In the coming years, technical skills will become the baseline and the primary selection criterion. Employees will differentiate themselves through adaptability, continuous learning, critical thinking, and competence in using AI.
For example, in production or logistics, operators must quickly adapt to new workflows or automated systems. In retail and HoReCa, empathy and communication remain essential—an employee with these abilities creates positive experiences and builds customer loyalty.
We shouldn’t give up on people—we should optimize the way we work with them. The key is to leverage the potential of the people already in our teams, help them grow, and give them the right tools. In other words, to build successful partnerships with our teams.
If you had to share one key message with HR leaders at the end of 2025, what would it be?
We shouldn’t give up on people—we should optimize the way we work with them. The key is to leverage the potential of the people already in our teams, help them grow, and give them the right tools. In other words, to build successful partnerships with our teams.
If we focus on our people—as well as on the quality of those we bring in, even temporarily—both financial results and employee satisfaction increase at the same time. And this approach is what sets apart the companies that merely survive from those that grow in 2025.
Sources:
- PwC Workforce Hopes and Fears 2024
- Undelucram The Future of HR: Regional Opinions on AI Use at Work (2024)
Read more articles on retention:
How to Invest Your Budget Efficiently and Save Money in Business – While Keeping People Motivated
The Race for Optimization: How to Reduce Company Costs Without Laying Off Employees