The demographics of the UK’s workforce are shifting, with data predicting that the number of young people starting careers will hit a record high this decade. In a country with a significantly ageing population, this trend is inevitable, but perhaps not one that organisations have really started to tackle.

As the workforce gets younger, businesses have also embraced greater flexibility and digital transformation. The two trends work together in harmony, allowing businesses to design a people development programme that meets the unique needs of every individual employee. A personalised, technology-driven approach is the best option for organisations seeking growth across generations. 

A diversity of experience and needs enters the workforce
Every time a new generation joins the workforce, their expectations are slightly different than those of the previous generation. This is inevitable, and totally normal, as the way we work is influenced by advancements in technology, different life experiences and the state of world affairs. 

For example, almost everyone who forms part of Generation Z (defined as anyone born from roughly 1997 to 2012) grew up with some form of technology in their daily lives. Technology is part and parcel of this generation’s day-to-day experience, and as a result, they expect the company they work for to be equipped with digital tools that are appropriate for their workflow. Generation Z may also bring technological expertise into the organisation that can make operations more efficient, or communications more seamless. 

Generation Z also have a range of priorities that may differ from older generations. For instance, Generation Z are said to be a much more environmentally conscious generation than those who came before them. As consumers, three out of four Generation Z buyers prioritise sustainability over brand name when making a purchase. They often bring this environmentally-conscious preference into the workplace, meaning that organisations must consider their development accordingly. Generation Z brings both a diversity of experience and a diversity of priorities into the workplaces, and their employers should react to ensure a productive environment for all age groups.

Challenges and opportunities for young managers
Due to their varying priorities and experiences, many young managers find themselves in a difficult position. They may have been promoted due to the excellent technical skills they possessed in their initial role, but now find themselves in a situation where they have to balance execution and management. This can be overwhelming, yet at the same time, incredibly rewarding.

Generally, young managers can be found in the middle-management bracket of an organisation. They are in a leadership position, but still ultimately report to upper-management. Middle-managers have a range of different responsibilities, typically performing leadership duties such as budget planning and employee feedback, whilst also continuing to perform the job they did before they were promoted to a leadership position. It’s clear that there are a lot of responsibilities put on middle-managers, which may be especially overwhelming for younger middle-managers.

Young managers have the opportunity to shape their organisation for the first time. They may be of the same generation as their direct-reports, and will always have the experience of being a junior employee fresh in their mind. They understand the wants, needs, and goals of younger employees in a way that older employees may not, and can thus develop a management style that suits their generation’s ways of working. Integrating younger managers into a workforce should be seen as an opportunity for an organisation to grow, not something to be feared.

Investing in young managers’ growth
To support young managers in achieving their potential, organisations should consider implementing a personalised professional development programme that responds to each manager’s unique needs. Inevitably, with a new promotion onboarding is provided, but this should be complemented by additional learning and development opportunities throughout an employee’s career journey. 

Digital coaching provides opportunities for professional development at all levels of seniority and for all age groups, but can be particularly useful for young managers. When working with a coach, employees can focus on developing their leadership style, which can be particularly useful for someone entering a leadership role for the first time. 

In engaging with these kinds of learning and development opportunities, young managers can transform their workplace and life experience into a leadership methodology that increases self-confidence, creates a more welcoming environment for other young employees, and ultimately improves business success.