Motivating and retaining younger generations

Many managers admit to having difficulties in managing their younger employees. There are also many leaders and human resources managers that are destabilized by their young recruits: they complain about their lack of motivation, an apparent lack of commitment and a relatively low loyalty. Their hopes of breathing new life into the company through younger generations end up being dashed.

In fact, never have the various generations present in the company at the same time been as different as they are today. While companies are often run by the post-war generation, raised against the background of the "Glorious Thirties" and political idealism, they are witnessing the arrival of children of recession, economic restructuring and the Internet. It is therefore no surprise that cohabitation is so difficult.

The publications we have selected provide clues to overcoming these gaps and enabling companies to make the most of young people’s potential. There are three messages that we have considered particularly essential in this regard:

– Know how to adapt to changes in values and expectations: motivational and loyalty levers have changed!

– Don’t focus all your energy on younger people: ensure that there is harmonious collaboration between the generations.

– Pay particular attention to ensuring the successful integration of young recruits into the organization.