Generation Y is tomorrow's leadership generation. Nevertheless, this generation still has to prove that it really has the stuff and above all the will to take over management responsibility.

ceo future

The ideal manager?

The trainees and graduates who are now in the Job start, bring many qualities with them that Companys expect from managers: They are well trained, highly motivated, kick confident up and think outside the box of their area of ​​responsibility.

They communicate theirs ideas open, have an affinity for technology, are capable of multitasking and feel itself as Digital Natives in social media at home. Your unconventional thinking and Courage to change enable them to act as tomorrow's managers in a global environment.

On the wish list: flexibility and co-determination

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The people of Ypsilon “tick” differently than the generations before them. You start changing the company and its culture right from the start. For example, while the job interview used to be about presenting yourself as... Candidate present, the young talents today ask directly what the company actually offers them.

Decisive for the Ypsilon are topics such as the creative leeway offered by the position or the design of the Work-Life-Balance. This does not mean that the talents shy away from a high workload, but they have a concrete idea of ​​their work: This should allow them as much flexibility and participation as possible.

Talents demand Feeback and coaching

They want to manage projects from A to Z and not just be consulted on a selective basis. The Ypsiloners are looking for a meaningful occupation that gives them Fun - then they are also happy to accept extra work. They are from parents, from friends, from the Study and used to the social web, Feedback to obtain. They also want this in their professional life and demand support 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

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Today companies have to Candidates convince them that they are the right employer to attract the rare talents. It used to be enough, the highest salary to offer. Today, companies have to rely on other motivation and performance incentives.

These can be very individual. The new generation thus contributes greatly to further flexibilization of the Working world at. The boundaries between work and leisure are becoming increasingly blurred: for Gen Y, the classic 9-to-5 working day is a relic of days gone by.

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.

Of course, this depends on the individual case and on how companies integrate the young talents into the company. This includes which ones Measures they initiate in order to strengthen the understanding of the generations for each other and the different perspectives and approaches.

Executives need to moderate more

Here are HR managers and in particular Executives asked. In the future, they will increasingly have to play a moderating role in the company – for example by ensuring that knowledge is transferred 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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