Ready for NEXT Generation?

People’s attitudes towards working behaviour have changed rapidly. There is a big shift from generation called Baby Boom* to the generation which is growing up nowadays. A significant gap can be seen when we talk about what people do want to achieve considering the effort they want to invest. Young people tend to have higher ambitions (increase 8 %) whereas their motivation for constructive work is decreasing (by 25 %).


People who are less than 17 years old are called Generation NEXT*. Ready or not their energy will enrich our workforce very soon and together with the generation Y (sometimes called NET) they already support the trend of different working attitudes.

What are they like and what determines them?

These young people as well as their predecessors from the Y/NET generation grew up in very hasty times. They necessarily had to learn to be flexible as a lot of things including well-ingrained systems kept constantly changing. They are heavily influenced by the availability of various technology and the Internet as well as the natural need to use and control them. And it is not uncommon that they exhibit such behaviour from early babyhood. Both generations are also characterized by a large degree of internal diversity within a group, which is something we call open scissors, a phenomenon usually associated with education, social and cultural environment of the families. These determinants also significantly influence the conditions for the development of one’s strengths and talents.

The power of media and this day popular tabloid way of information processing also counts as considerably influencing force. As a phenomenon of today’s life we can name young people who are extremely rich, owners of their companies mainly focused on IT tools and technologies. They became role models for young people, well-known personalities from which the media have literally created icons. Their fame and riches were often achieved instantly, sometimes randomly, and therefore could create an illusion of a quick profit without a long-term effort.

Big goals with a little effort

A generation that can take pride in their big ambitions is now coming to adulthood. Compared to the Baby Boomers (1946 – 1964) their ambitions grew by 8 %. On the contrary, their working vitality dropped to lowest level yet. In contrast with the post-war generation, the willingness to work and perform decreased by 25 %.gap2

You could have already experienced this trend first-handedly while bumping into young entrepreneurs of various trades who often set higher fees and rates than their older colleagues.


Can we really prepare for the future?

The new era will enchant us with meeting young exceptional personalities, great talents who have made a breakthrough by virtue of diligence as well as facing people conforming the majority trend. As for the young entrepreneurs, the market will choose whether the value they offer is worth the money invested. Regarding the employees, the situation will be necessarily different. When hiring employees we should consider not only educational and professional experience, but also a personal potential of a hiree, which is undoubtedly difficult to assess, however supporting tools are available.**

Low working vitality and excessive ambitions may eventually cause many employers and managers problems associated with changing the company culture, during which traditional management systems will fail. Flexibility and openness will even more become desired traits of all the employees and management. Upcoming changes need to include appropriate setting of ground rules, carefully planned task objectives and techniques for self-management and reporting. Fortunately, software tools are developed with great progress and it is likely that many of them will be brought to the market by a member of Generation NEXT.


*Tapscott, Don, “Grown up digital: The Rise of the Net Generation”, Mc Graw hill, 1999

** DAP HR Solution.