Where do young professionals see themselves in the next 10, 15 … 25 years?
Where do their employers see them?
We know that the next generation of workers has already initiated a historical shift in the workplace. They’re demanding cultures that are mobile, flexible, collaborative, and learning-focused. They view top-down organizational structures as obstacles for accomplishing goals and prefer networks of peers over hierarchy.
But what do they think about leadership and ladder climbing when their vision for the future doesn’t really have any ladders?
As organizations transform their cultures to attract and retain talent, the power seems to be shifting from top executives to young professionals. They are redesigning organizational structure by redefining the concepts of work and leadership.
Will succession planning landscapes change as well? While senior executives still adhere to traditional methods of selecting and developing their successors, young professionals are charting their own professional journeys -- regardless of their performance rating. And with an average employee tenure of 4.6 years, organizations can no longer count on prospects sticking around for future promotions.
How do young professionals view the future, how are they preparing to lead a changing workforce, and how is HR adapting to accommodate this new world of work?
Please join @weknownext at 3 p.m. ET on May 8 for #Nextchat with Matt Charney of Talemetry (@MattCharney and @Talemetry) and Lizzie Maldonado of Starr Conspiracy (@lizonomics). We’ll chat about how today’s young professionals are leading the next workplace revolution.
Q1. How are organizations changing to attract, accommodate and retain the next generation of workers?
Q2. Will young professionals' work styles inevitably change the way traditional models of leadership are structured?
Q3. How will succession planning change over the next 10 years to accommodate new styles of work and leadership?
Q4. Will hierarchical leadership styles prevail or will peer networks eventually be the norm as young professionals advance?
Q5. Millennial CEOs can build a ship, but can they navigate it? What skills will they need to survive and thrive?
Q6. How can multiple generations work together to build trust as each develops new leaders in the workplace?
Q7. How will HR have to change to accommodate a changing workplace?