The disruption to the workplace that occurred with the entrance of Gen Y (born between 1985 and 1996) was unprecedented. With extremely high expectations of rapid advancement, valuing work-life integration more than any other generation before and a range of other beliefs that contrasted starkly with the nine to five baby boomer mentality, Gen Y has had a huge impact on the world of work. Their entrance into the workplace coincided with the rise of startup culture and the rise of the Googleplex type workplaces impacting the very meaning of work. With GenZ now entering the workplace, born into the VUCA world, digital natives and with a very different set of priorities to both their parents and their older peers, the potential for extreme disruption is once again on the agenda. If corporates have learnt anything from Gen Y disruption, they will deal with young talent in a very different way, consulting with them and finding ways to adapt to their expectations as opposed to expecting them to fit the corporate moulds of the past. As these different groups move up in organisations, leadership roles will increasingly be filled with talent from different generations, however the question remains as to whether companies are ready for this, and the question of whether leadership opportunities are even important to these different target groups remains to be answered. Universum recently conducted a study on the differing views of Gen X, Gen Y and Gen Z and their attitudes towards leadership within their organisations. One of the major findings from the global study was that attitudes towards leadership and leadership opportunities vary greatly from region to region. In South Africa, Universum’s research has consistently shown that leadership opportunities, being a leader and having leaders who support them have been some of the highest priorities for talent relative to even salary and benefits. Universum’s recent ebook on “Building leaders for the next decade” sheds some extremely interesting light on what drives different generations in terms of their leadership aspirations, however, for practical purposes, taking a highly localised approach is advised in terms of understanding local nuances and building a compelling attraction, retention, engagement and development strategy for talent within any organisation.
Download the full ebook here.