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European Taskforce 2016

 
 

WSPs internationella karriärutvecklingsprogram, European Taskforce, är ett program för unga lovande medarbetare mellan 20 och 34 år. Gruppen får varje år ett uppdrag från ledningsgruppen att belysa en viktig fråga ur olika synvinklar, i år handlar det om globalisering. Här får du del av deras insikter under resans gång.

 
 

The New Generation

October 05, 2016
 

There are at least three generations on the job market today. Bringing these generations together and working in unison can be a challenge due to different values, upbringing and technical skills. Larger co-operations are in for a challenge regarding upcoming and recent retirements. If companies are to close the gaps within these new multigenerational workforces they need to understand the essence of the challenges; how the new generation thinks and what they value. Without this ambition and knowledge they risk losing competence within the company and ultimately business opportunities.

 

We often speak of cultural diversity in the job market and within the companies, but we should not forget that we also have generational diversity as well. The younger generation’s values are different from the older generation’s values. Older generations are more likely to consider long hours as evidence of loyalty and hard work rather than younger generations. The younger generations are confident today’s technology will help them work more efficiently instead of staying long hours at the office. 

One of the biggest challenges companies are facing is not only how to attract young talents, we also need to know how to retain them. If this young generation thrives at their job it becomes a personal interest where personal development and knowledge are key drivers. External factors like climbing the ladder or bonuses are considered nice but short term. Having fun at work, the possibility to be stimulated at work and getting constructive feedback are key ingredients to motivate these young talents at work. The organization need to deliberately highlight these young talents achievements to create a feeling of pride in our work. The work to motivate them should be an ongoing process where the expectations and demands need to be in proportion to their competence, otherwise it risks backfiring and they can be left with no motivation at all. A mentorship program is shown to be a good way of keeping these young talents. This kind of program gives the young talent the opportunity to see the whole picture and where the company is heading. They become part of the team. The program also provides challenges and support so that they can thrive and succeed in their daily job.   

This simply means that if you can provide an environment that is appealing to the young talents values, you will have a loyal employee, co-worker or future leader.

So, are our leaders up for the challenge?

 

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