The ideal manager?
The trainees and graduates who are now starting their careers bring with them many qualities that Company expect from managers: They are well educated, highly motivated, self-confident and think outside the box of their responsibilities.
They communicate their ideas openly, are technically aware, capable of multitasking and feel at home as digital natives in social media. Their unconventional thinking and courage for change enable them to act as managers of tomorrow in a global environment.
On the wish list: flexibility and co-determination
The Ypsilonians “tick” differently than the generations before them. Right from the start, you start to change companies and their culture. For example, while earlier in the job interview it was about introducing yourself as an applicant, today the young talents ask directly what the company offers them.
Decisive for the Ypsiloner topics such as the design freedom that the position offers or the design of the work-life balance. This does not mean that the talents shy away from a high workload, but they do have a concrete idea of their job: This should give them as much flexibility and participation as possible.
Talents demand Feeback and coaching
Projects want to manage them from A to Z and not only be consulted on a one-to-one basis. The Ypsiloner are looking for a meaningful occupation that they enjoy - then they also like to accept extra work. They are used to receiving feedback from home, from friends, from college, and from the social web. They also wish this in their professional lives and demand promotion and coaching.
This has an impact on the existing structures and cultures in the company, because the high standards of the Ypsilonians do not always meet the understanding of colleagues from Generation X or even the baby boomers. They sometimes perceive the “young savages” to be uncomfortable because they question structures, tried and tested processes and procedures and call for changes.
Companies have to convince candidates - not the other way around
Today, companies have to convince the candidates that they are the right employer to win the rare talents. Previously it was enough to offer the highest salary. Today, companies have to rely on other motivation and incentives.
These can be very individual. The new generation therefore contributes greatly to a further flexibilisation of the working world. The boundaries between work and leisure blur more and more: the classic 9-to-5 workday is a relic from past days for the Gen Y.
The job has to adapt to life
She would like to have the freedom to adapt the work as optimally as possible to her current life situation: home office and work in the evening hours or very early in the morning are a matter of course for her.
For companies, this means that they need to know their talents very well and manage their talent pool in such a way that everyone is used according to their abilities in the right place at the right time.
Build bridges between the generations
The desire for a balanced work-life balance and a high fun factor has given the young generation the reputation of shying off leadership and not being persevering enough for a management position.
This depends, of course, on the individual case and how companies integrate the young talents into the company. This includes what measures they are taking to strengthen the understanding of generations for each other and the different perspectives and approaches.
Executives need to moderate more
HR managers and managers in particular are in demand. In the future, they will increasingly have to play a moderating role in the company - by ensuring, for example, that a transfer of knowledge takes place from old to young and vice versa.
Companies must be able to meet the young talents on the one hand and convince them on the other hand that the commitment to corporate goals is worthwhile even in difficult situations and responsible positions.
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German edition: ISBN 9783965961944
English version: ISBN 9783965961951 (Translation notice)
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