Managing Generation Y
17 October 2011
Read by 4437 persons
1. A new challenge facing decision-makers and HR professionals.
How to manage Generation Y? This is the new challenge facing decision-makers and HR professionals. In multinationals, the problem is solved since HR management meets international standards. The problem lies with national companies, a minority of which have distinguished themselves by understanding the expectations of Generation Y (young people born after 1980), while the vast majority, composed of SMEs, find it difficult to retain executives from this "zapping generation".
In fact, identifying the right profiles, supporting them during their integration phase and, above all, retaining them are the major challenges of top management. And for good reason, the arrival of this young population on the job market has turned all the rules of conduct in companies upside down.
2. What are their expectations?
Experts agree that a good understanding of this generation is necessary to manage it effectively. According to a survey on young people carried out by Amal Job, under the aegis of the Ministry of Youth and Sports, the results of which were revealed last September, their expectations are different from those of their predecessors.
According to this study, 7/10 of the young graduates interviewed wish to work in large companies. By category, it is the graduates of business schools, engineering schools and foreign universities who target these companies. On the other hand, university graduates, BTS holders and OFPPT graduates opt most for the administration (public sector). In terms of remuneration, 62% of graduates from OFPPT centers expect a salary between 2,500 DH and 6,000 DH. For graduates of national and foreign engineering schools, 40% of those interviewed wish to receive a salary exceeding 10,000 DH, while only 4% of this category would accept remuneration below 6,000 DH. In addition, engineering schools and young graduates abroad are the most favorable profiles for obtaining a permanent contract (CDI).
In terms of benefits, the three main expectations of young graduates are: training, supplementary health insurance and a pension fund. These requirements are more pronounced among young graduates abroad, the survey highlights.
Also, 80% of those surveyed want to become self-employed. Moreover, more than 2/3 of young graduates who want to create their own business want to gain more than 5 years of experience before taking action.
3. Decision-makers and managers have their work cut out for them
Finally, decision-makers and managers have their work cut out for them, knowing that in addition to attracting and retaining these young executives, they must, in the process, channel their enthusiasm and their desire to have an impact quickly and define the rules of the game from the outset. In terms of remuneration, each employer will have to put together an attractive package depending on the position, the skills required, the initial training, etc.
Also, in terms of recommendations, AmalJob.com has just published a document summarizing the main orientations from the round tables organized on September 13 on the occasion of the publication of the results of the 2011 survey on youth employment. A total of seven proposals lead to 24 priority actions. These come from the points of view of HR experts, HR professionals, actors from the professional, associative, entrepreneurial, university and young graduate worlds.
They cover all aspects related to the problem of youth employment by initiating its treatment from student life, to business creation and support for recruitment, according to a press release.
4. Great attention paid to these young people
The speakers at this event recommended that the state legally regulate long-term internships, also urged companies to give better visibility to their capacity to welcome interns and called on schools to further integrate internships into their curricula. Along the same lines, public authorities are encouraged to support students during the delicate and precarious phase of job searching, by extending student rights (transport, meals, etc.) to the year following graduation.
On the other hand, it is recommended to ensure closer ties between the world of education and the professional world, through greater involvement of professionals in the training provided and why not their physical presence in universities organized to welcome companies and federate active and dynamic networks of former students, the document underlines.
Furthermore, a call was made for the establishment of a National Observatory of sectors to make student orientation easier, taking into account the success of each training program in professional integration.
5. What about corporate citizenship?
And to conclude, the participants insisted on a crucial point, namely corporate citizenship, which should be stimulated. Large operators in particular are called upon to be more transparent and involved in supporting the innovative projects of young graduates and in welcoming them. The state can also set up a voluntary national civic service.
Nadia DREF
Lematin.ma
Published October 16, 2011.
Posted online October 17, 2011.
