And we’re really talking about “values”; we could even talk about a quest for meaning, recognition and freedom!
A program worthy of a truly silent revolution…
Let’s start with a quick overview of previous generations and their features:
Baby-boomers (1946-1964) > Professional stability / loyalty to the company / often preferring job security.
Generation X (1965-1980) > Adaptability and pragmatism / period of economic and technological change / start of job changes to accelerate career progression or adapt to a different work environment.
Generation Y (1981-1996) and Generation Z (born after 1997) > New vision of work New vision of work: “You have to work to live, not live to work”.Bernard Willems-Diriken
While Generation Y is already in search of meaning, it is above all into connectivity and work-life balance. Generation Z, faced with a more critical global situation, is more pragmatic, but remains oriented towards technology, flexibility in the workplace and, above all, a strong need to give meaning and feel useful.
Between dreams of transcendence and harsh reality
While a growing number of Generation X and Y are in the midst of a professional reorientation, leaving the white collar for the hitherto denigrated blue collar, what are the dreams and concerns of young Zers entering the job market in 2024?
They are ambitious, despite what you might think, but their notion of success has nothing to do with the models of previous generations. A generation confident in its own abilities, but aware that it is evolving in a world of uncertainty and extreme change. Faced with a harsh reality between climate challenges, recession, inflation, political instabilities and technological revolution with AI, this generation of young workers is hit hard by stress.
Their elders’ world of work hasn’t really lived up to its promise of social progress, and they are sadly witnessing the deepening inequalities, polarization and fragility of our societies, as well as the far-reaching ecological disasters.
It’s only natural that they should want to move on and find other answers.
Of course, increasing financial difficulties and insecurity are prompting them to look more actively for opportunities to increase their professional value and experience, but their main driving force is a search for meaning and recognition. Their contribution must be recognized and valued, their investment and efforts appreciated, going beyond the factor of simple remuneration (this criterion is still important for the reasons mentioned above).
1. Feel safe, feel useful, feel valued (sound familiar?)
At this stage, there’s nothing revolutionary, but for followers of the famous psychologist, we’re totally in tune with Maslow’s theory and its possible evolutions. As far as we’re concerned, it’s more appropriate to consider his theory developed as a circular vision of priorities among human values, in sequences according to societal and individual evolutions, which integrates a continuum of needs, rather than the more familiar pyramid scheme.
Maybe that’s why manual jobs are so popular these days!
When will we see self-transcendence?
To quote Sergey Brovkine (see link to article below): Maslow died before finalizing his theory. When he died, he was still working on the development of “self-realization” and the next stage, “transcendence”. Between transcendence, which would imply a total break with current socio-economic patterns, and polarization to the point of self-destruction, which would return us to primary needs, there’s a whole field of undefined possibilities.
For more details see the full article with diagrams 1 & 2 (pdf link )
Maslow’s pyramid still relevant in 2024
https://www-linkedin-com.translate.goog/pulse/how-why-theory-maslow-still-relevant-today-sergei-brovkin
2. In search of meaning
Being useful and making a contribution to change are considered essential criteria, as is being able to identify with the company’s moral and ethical values (commitment to social and environmental aspects such as inclusiveness, gender equality, professional reintegration, environmental responsibility, for example).
3. Freedom, flexibility and trust
It’s the “auto-entrepreneur” spirit; we’re talking here about greater autonomy in the organization of their work, both in terms of hours and location. The ideal employer entrusts a mission and objectives, rather than imposing a place and hours of work. This also implies a notion of expressed trust and appreciation of individual ideas, free from hierarchical and functional limitations.
4. Finally, the work-life balance
has never been so important, and it also includes support that goes beyond salary remuneration (help finding accommodation, transport assistance, childcare solutions, provident solutions…).
Argos Group’s expertise in this area enables us to offer our employees preferential conditions in the field of social insurance and occupational pension plans, providing peace of mind at a lower cost to their monthly budgets.
The advantages offered by the Group in terms of flexible working hours, telecommuting and mobility assistance are also highly appreciated and are a strong argument for recruitment, as are the opportunities for in-house continuing training. However, this will only have a very limited impact if the individual’s individuality is not valued in the long term.
Companies that are not ready to adapt to these new expectations are likely to encounter increasing problems in attracting, retaining and motivating this younger generation.
We’re also beginning to hear talk of “slow working” or working less, but working better.
It’s a good start towards self-fulfilment, no doubt… but still no transcendence!
In conclusion, for the time being, the real silent revolution would seem to lie in the very notion of the value of human work, which the arrival of AI is seriously calling into question, but that’s a debate in its own right.
Argos Group, Mastery. Clarity. Commitment.
