Wie die Top-Talente der Digital Natives heutige Unternehmen

GfK Verein
Wie die Top-Talente der Digital Natives heutige
Unternehmen herausfordern
Global Perspectives Barometer 2015
- Voices of the Leaders of Tomorrow
Dr. Fabian Buder
[email protected]
AGENDA
Background
Ziele und Ansprüche der Leaders of Tomorrow:
Social Impact und sinnvolle, erfüllende Tätigkeit statt
klassischer Statussymbole
Karriere jenseits klassischer Hierarchien:
Expertentum und Entrepreneurship statt
Executive-Karriere
Führungsstile und Teambuilding:
Leidenschaft vor Erfahrung und Offenheit für Ideen
statt „Wissen wie man‘s macht“
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Background
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About the Global Perspectives Barometer 2015
- Voices of the Leaders of Tomorrow
St. Gallen Symposium
•
Global gathering of 600 Leaders of Today and 200 Leaders of Tomorrow
•
Takes place every year in May at the University of St. Gallen, Switzerland – since 45
years
•
Provides a setting for relevant discourse between Leaders of Today and Leaders of
Tomorrow on topics of management, politics and civil society.
http://www.stgallen-symposium.org/
Global Perspectives Barometer 2015: Voices of the Leaders of Tomorrow
•
The study was targeted at “Leaders of Tomorrow”: young people, studying at (or
having recently graduated from) good universities, who show an interest in
global affairs, are eager to take on responsibility in the future and want to make a
difference in the world.
•
Study provides key insights into the minds of some of the world’s future leaders.
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Ziele und Ansprüche der Leaders of Tomorrow:
Social Impact und sinnvolle, erfüllende
Tätigkeit statt klassischer Statussymbole
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Leaders of Tomorrow measure career success by meaningful work content rather
than by formal career status criteria
HR should think about
offering increased power to affect
meaningful change inside and outside of the
company.
Making-a-difference-in-the-world plans
Getting-to-do-interesting-project plans
Being-recognized-for-my-contribution
plans
Many HR Tools today are
designed with a lazy employee in
mind who is mostly interested in
money, power and hierarchical
promotion
Bonus and promotion plans
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Karriere jenseits klassischer Hierarchien:
Expertentum und Entrepreneurship statt
Executive-Karriere
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Many Leaders of Tomorrow wish to have an impact by being an expert rather than by
having hierarchical power
Leaders of Tomorrow do not aspire to traditional top level executive careers …
… but want to become well-known experts or successful project manager instead.
Companies should reflect a greater diversity of career plans if they wish to attract and retain this talent.
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Truly power-motivated aspirants for a career as executive are scarce
CEOs, executives and HR should be cautious not to perpetuate a “leadership monoculture”:
Relying on the traditional top executive blueprint with their incentive, retention, career and management toolset
might not only limit the leadership talent pool available to companies - instead, the limitation can be amplified, if
future employees prefer a different leadership style from their manager.
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Majority of Leaders of Tomorrow can image to become an entrepreneur during the
next five years – entrepreneurship as the new “gold standard” for careers?
Will companies be able to
?
retain key talent long enough to
successfully capitalize on the
inevitable initial investment in
their hiring, onboarding an
training?
Companies should think
!
about attractive offers to
60% of Leaders
65% of those
of Tomorrow plan
entrepreneurial activities
potential entrepreneurs
want to start as employees first
convince talent to stay
(e. g. providing intrapreneurial
experiences)
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Führungsstile und Teambuilding:
Leidenschaft vor Erfahrung und Offenheit
für Ideen statt „Wissen wie man‘s macht“
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For a challenging project the Leaders of Tomorrow would create a small, passionate
team with an inspiring leader
Small team
------------------------------------
3 to 10
team members
(Median: 5)
A Leader
!
------------------------------------
who can take
decisions
Passion
------------------------------------
as the main
criterion
Inspiration
------------------------------------
and vision are
desired from
a leader
Top characteristics and behaviors of “outstanding leaders”
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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The dark side of Leadership: the worst leaders are small-minded, arrogant egoists,
being not open to new ideas and overestimating seniority
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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The dark side of Leadership: the worst leaders are small-minded, arrogant egoists,
being not open to new ideas and overestimating seniority
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Dear Leaders of Today, please…
Listen to us with an open mind and take us seriously,
even if our ideas seem “radical”. You can either accept that
we have things to teach you or get out of the way and let us
lead.
Learn to differentiate between “skills” and “experience”.
Merely doing something for a long time does not mean it was
done right. Assign the best person for the job, not the most
senior one.
Learn how to user new technology properly
– you are now guests in our world, not we in yours.
If you treat us with respect, we‘re quite happy to show you
how this new digital world works
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Let’s discuss!
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Contact
Dr. Fabian Buder
Project Manager University Cooperation
Tel.: +49 911 395 2514
[email protected]
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Backup
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About the GfK Verein
GfK Verein
The GfK Verein was established in 1934 as a non-profit
organization for the promotion of market research. Its
membership consists of approximately 600 companies and
individuals.
The purpose of the Verein is to develop innovative research
methods in close cooperation with academic institutions, to
promote the training and further education of market
researchers, to observe the structures and developments in
society, the economy and politics that play a key role in
private consumption, and to research their effects on
consumers.
The GfK Verein is also a shareholder in GfK SE, a leading
market research company headquartered in Nuremberg,
Germany.
http://gfk-verein.org
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Sampling challenge: Finding Leaders of Tomorrow (without a time machine)
- We captured talented future leadership candidates through 3 different channels
1095
30 min
respondents
from all over
the world
average
interview time
(online survey)
More than
NO
21.000
open answers
Three recruitment channels
monetary
incentive
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Checklist of major expectations that future leaders shared in their open responses
Dear Leaders of Today, please…
Listen to us with an open mind and take us seriously, even if our
ideas seem “radical”. You can either accept that we have things
to teach you or get out of the way and let us lead.
Create a culture that rewards innovation, creativity, risk-taking
and result – not long hours or effort invested using the old
methods.
Learn to differentiate between “skills” and “experience”. Merely
doing something for a long time does not mean it was done right.
Assign the best person for the job, not the most senior one.
Fulfill your responsibility to the society that sustains your
business – both as your company‘s leader and as a private
citizen.
Be authentic. Stop trying to trick us with a faked image of
yourself or your company. It‘s not working. It‘s an insult to our
intelligence. And you will get caught.
Reinvent your outdated decision making process. Business
decisions should be rational, based on research and analysis
of the best available evidence and using sound methods.
Accept that your status-driven idea of leadership may not work
for us. Leadership is granted and delegated upwards by a team
to an inspiring individual, rather than downwards by hierarchy.
Fix your organizations’ workflows, hierarchy and bureaucracy
if you want us to join you. Realize that your most important
assets go home every night and might not come back.
Learn how to user new technology properly – you are now
guests in our world, not we in yours. If you treat us with respect,
we‘re quite happy to show you how this new digital world works.
You have to reinvent your outdated business models and
become more innovative if you hope to survive in a digital
future characterized by disruptive market changes.
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Wie die Leaders of Tomorrow zu Mythen über Digital Natives stehen
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Management / Business graduates can be easier persuaded by money than STEM
graduates.
The opportunity to pursue challenging projects
24
19
Salary level
27
23
27
Work-life balance
19
Social impact
24
20
19
Career prospects
28
21
20
20
Interesting and varied work
23
17
Values you share
15
International focus
25
STEM
Management/Business
Other
23
23
23
Training and learning opportunities
26
18
19
16
20
14
Vibrant and entrepreneurial company culture
13
7
10
11
Autonomy and personal responsibility
13
10
Location (live in a desirable area)
12
9
10
10
Opportunity to travel on business
8
Executive functions and leadership
4
Flexible working hours
30
26
12
12
6
7
12
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Leaders of Tomorrow set high expectations along a broad range of characteristics,
many of which apparently contradict each other
Inspiration
------------------------------------
and vision are
desired from
a leader
+
Top characteristics and behaviors of “outstanding leaders”
Twofold challenge for current leaders:
• understanding which of the leadership behaviors are actually crucial to working productively with the Leaders of
Tomorrow
• managing expectations with the Leaders of Tomorrow that their “ideal” leader probably does not exist
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Leaders of Tomorrow would prefer a significant level of control over their team’s
action
Preferred degree of initiative of employees
Data in %
If they were in a management position leading a team of
qualified employees …
… 58% of the Leaders of Tomorrow would prefer to approve
actions before their team members take them.
“Management by Objectives” is less popular
Delegation of the ability to take indepentent action is chosen by
38% of the Leaders of Tomorrow
Are Leaders of Tomorrow prepared to extend the
level of trust and delegation of power to their team
that they themselves seem to desire from their
leaders?
n=1,095; ”Leaders of Tomorrow – Wave 2015“
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Dear Leaders of Today, please…
Fix your organizations’ workflows, hierarchy and bureaucracy
Fix your organizations’ workflows, hierarchy and bureaucracy. If you want us to join your company,
realize that your most important assets go home every night and might not come back.
“The world is changing faster, so that the
leadership style must change to adjust
“The Y-Gen is expecting dynamic tasks,
to technology. Hence the bureaucracy
which many companies fail to provide. If
must be reduced.”
they want to catch the current trend without
Student of Political Science
losing talents, they should involve more YGen into processes of designing workflows
and tasks within a company. If it is too
“Allow failures as a source for
radical, they should start listening to them
learning.”
and their ideas on a regular basis, and then
Student of Psychology
they can take appropriate actions.”
Student of International Management
“Encourage Entrepreneurial Spin-offs in
your firm. Encourage and devise ways to
groom leaders in your firm who have an
holistic understanding of the process ,
who can take the next big step
leveraging on the size of the firm.”
Student of Engineering
“Believe in creativity and imagination.
Being flexible at work doesn't mean
that you are not a hard worker.”
Student of Business Management
Source: Open answers from ”Leaders of Tomorrow – Wave 2015“
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Stagnation / Lack of innovation, Hierarchy, Rigidity and Bureaucracy were identified
as the main problems making organizations “slow and stupid”
1
Stagnation / Lack of innovation
Holding on to pre-digital best sellers, no
incentives for reinvention in good times
2
Hierarchy
Hierarchical culture/preference for seniority,
concentration of power, unclear decision making
process, lack of communications
Q
Which concepts, ideas, behaviors and artefacts in
organizations are relicts of the pre-digital age and
are making them “slow and stupid”?
3
Rigidity
“Rewarding inputs – rather than results”,
inflexible work schedules, too routinized work,
40h and nine to five
4
Bureaucracy
Bureaucratic rules/processes – “Following the
letter instead of getting things done”
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MBA students from the WHU – Otto Beisheim School of Management mentioned
many good ways to “kill” innovation in an organization
How to avoid innovation in your
team:
“Say no to new ideas“
“Pressure“
“Deny to change”
“Give too much direction from 'old rule‘”
“Set fixed methods to do every task”
If you can’t avoid good ideas of
your employees:
Collect “a lot of ideas, but failing in implementing”
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How to build the perfect noninnovative organization:
“Induce hierarchy, reward
obedience and punish failure"
Establish “strong hierarchies, bad
working environment”
“Build a large decision chain”
Do not “empower the people to
take decisions”
“Bureaucracy”
Give too “little freedom”
28
Proposed initiatives to make organizations “faster and smarter” challenge traditional
concepts of organizational structures – e. g. “Job Rotation” or “Top Down Reporting”
1
Stagnation / Lack of innovation
Job Rotation; Open Source Competition;
Innovation incentives
T
Please propose three “faster and smarter” initiatives to overcome
the identified limitations of organizations!
2
Hierarchy
Flat structure; Fixed Payment Ratio, Top Down
Reporting
3
Rigidity
Remote Working Programs; Decentralization of
Tasks
4
Bureaucracy
Clearly Assigned Responsibilities within a
Decentralized System; Dynamic HR
Development; Smart Audit
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Führungskräfte der Generation Baby Boomer/ Generation X
Bezogen auf die heute 40-60jährigen Manager:
Welche häufigen Fehler machen Manager
dieser Generation, die ihre Glaubwürdigkeit als
Führungskräfte aus Sicht der Digital Natives
beschädigen?
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Führungskräfte der Generation Digital Natives
Bezogen auf die heute 25-35jährigen Manager:
Welche häufigen Fehler machen Manager
dieser Generation, die ihre Glaubwürdigkeit als
Führungskräfte aus Sicht der älteren
Generationen beschädigen?
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