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                    [text] => Generation Z.

There is no doubt that amongst the clients we work with, one of the greatest challenges we see is working with Gen Z.
The attached article gives a very good rundown of the challenges involved, but also highlights what we see as a far greater problem.... the brain drain of experienced, capable managers, who get to the point of not wanting to manage this next generation.

The problem is not simple... 
Firstly it is wrong to think "they are all the same". There have always been good and bad hires when taking on staff at the front end of their careers.
The difference now is that there is a publicly shared set of tropes, that (on the face of it) are ordained by the wider population, that provide a set of ready made complaints for those who want to grumble.

Secondly, it is important to understand the context of this generation. There are a number of common themes that a little research will highlight. These are no ones fault, but using them to inform how you go about managing this cohort is key.

Finally, there is strength of culture and leadership. All companies should adapt and show willing to work with the traits and needs of all employees, but chasing trends to be able to claim righteousness is a naive strategy. Particularly if it starts to result in the loss of proven middle managers who have shown loyalty and commitment.

So what do you do?
Do nothing? 
Certainly not recommended... you will either churn your managers or new hires. Both are incredibly expensive. Don't do it.

Look to alternatives? In some cases (particularly SMEs), this might be the case. There are huge swathes of workforce out there, of different demographics, who can provide the solution to your vacancies... you just need to work out who you are looking for and how to attract them.

Or, better recruitment with a defined management plan? Create an understanding in the business of what your true expectations are and how you are going to manage them. Then it is about clarity of messaging from first point of contact, and hiring for attitude as well as skill. All whilst religiously delivering on your side of the bargain.

Would love to hear any thoughts and happy to chat if this feels like a challenge you may need support with.

https://lnkd.in/eJ48uQne
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                    [text] => Sometimes feedback really is a gift.... thanks Kate!
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                    [text] => Final boaty post... promise!

This amazing little five oared vessel was built by Harland & Wolff as a lifeboat for the SS Worcestershire back in 1904, as commissioned and operated by Bibby Line Group.

Yes our feet could have been drier at the end, but she served us well in her 120th year. 

We hope that a solution can be found for H&W's current challenges, as well as a broader, comprehensive, industrial strategy, to allow the UK's manufacturing sector to thrive for another 120 years. 

You never know.... with a little maintenance, the Viking may still be around?
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Generation Z. There is no doubt that amongst the clients we work with, one of the greatest challenges we see is working with Gen Z. The attached article gives a very good rundown of the challenges involved, but also highlights what we see as a far greater problem.... the brain drain of experienced, capable managers, who get to the point of not wanting to manage this next generation. The problem is not simple... Firstly it is wrong to think "they are all the same". There have always been good and bad hires when taking on staff at the front end of their careers. The difference now is that there is a publicly shared set of tropes, that (on the face of it) are ordained by the wider population, that provide a set of ready made complaints for those who want to grumble. Secondly, it is important to understand the context of this generation. There are a number of common themes that a little research will highlight. These are no ones fault, but using them to inform how you go about managing this cohort is key. Finally, there is strength of culture and leadership. All companies should adapt and show willing to work with the traits and needs of all employees, but chasing trends to be able to claim righteousness is a naive strategy. Particularly if it starts to result in the loss of proven middle managers who have shown loyalty and commitment. So what do you do? Do nothing? Certainly not recommended... you will either churn your managers or new hires. Both are incredibly expensive. Don't do it. Look to alternatives? In some cases (particularly SMEs), this might be the case. There are huge swathes of workforce out there, of different demographics, who can provide the solution to your vacancies... you just need to work out who you are looking for and how to attract them. Or, better recruitment with a defined management plan? Create an understanding in the business of what your true expectations are and how you are going to manage them. Then it is about clarity of messaging from first point of contact, and hiring for attitude as well as skill. All whilst religiously delivering on your side of the bargain. Would love to hear any thoughts and happy to chat if this feels like a challenge you may need support with. https://lnkd.in/eJ48uQne

October 7, 2024, 12:50 pm

October 2, 2024, 10:23 am

October 1, 2024, 1:23 pm

Sometimes feedback really is a gift.... thanks Kate!

September 26, 2024, 12:39 pm

Final boaty post... promise! This amazing little five oared vessel was built by Harland & Wolff as a lifeboat for the SS Worcestershire back in 1904, as commissioned and operated by Bibby Line Group. Yes our feet could have been drier at the end, but she served us well in her 120th year. We hope that a solution can be found for H&W's current challenges, as well as a broader, comprehensive, industrial strategy, to allow the UK's manufacturing sector to thrive for another 120 years. You never know.... with a little maintenance, the Viking may still be around?

September 24, 2024, 2:54 pm