Rynek pracy w Europie Środkowej „First Steps into the Labour Market” 2015

First Steps into the Labour Market

Deloitte Central EuropeOctober 2015

Future Leaders

2© 2015 Deloitte Central Europe

About the survey: methodology, objectives 3

Key findings 7

The four groups 12

Regional perspective 14

Conclusion 29

Recommendations for businesses 30

Promotion plan 31

Table of contents


About the survey

© 2015 Deloitte Central Europe 4

Future LeadersFirst Steps into the Labour Market 2015

• 4th edition (last edition published in 2013)

• Focused on students from big cities, good universities, business faculties – future business leaders

• Participating countries: Albania, Croatia, Czech Rep., Hungary, Lithuania, Poland, Slovakia, Slovenia

• Main areas : leadership, diversity, mobility, entrepreneurship, career ambitions: managers vs. experts

The report gets under the skin of Central Europe’s leaders of tomorrow – those bright and ambitious young people whose educational achievements at the region’s best universities show that they are already on track to enjoy successful and rewarding careers.


MethodologySurvey period: April – June 2015


Main objectives of the project

• To serve as a key tool for employers seeking insight into how to attract the region’s best and brightest young talents

• To serve as en employer branding tool, establish relationship with students and graduates

• Important role in encouraging closer cooperation between universities, employers and policy-makers


Key findings


Leadership and competenciesKey findings

True leaders should be charismatic and inspirational strategic thinkers with great interpersonal skills.

Respondents are extremely confident in their abilities – 75 per cent of them rate their own competencies as above average.

Respondents are extremely confident in their abilities – 75 per cent of them rate their own competencies as either very good or excellent

Few respondents attribute their capabilities to what they have learned at university – just 16 per cent believe they have been prepared well for the world of work.


The importance of workKey findings

Work/life balance remains important: having a happy family life and good health are both ranked well ahead of professional success – just 30% of respondents say that their lives revolve around work.

87% would choose to work even if they didn’t need money.

87 per cent see work as key to developing human potential and social and financial advancement.


Salaries and other rewardsKey findings

The most attractive employers are those offering the opportunity to acquire and develop new skills – this is substantially ahead of an attractive salary, which is in second place.

Respondents from the states with the lowest average salaries are also the keenest to earn substantially more than average.


Celebrating differencesKey findings

Female respondents believe they are better organised, more communicative and more teamwork-oriented than their male counterparts.

Students with entrepreneurial ambitions were significantly less satisfied than others with the quality of their preparation for the world of work.

More people aiming to become managers than subject experts believe that with hard work they can outperform others.


The four groupsWe’ve broken down our respondents into four key groupings, determined by their attitude to work, family life, money, society and more.

• Work is far from the most important thing in their lives;

• believe work isn’t a foundation for self-development or learning;

• don’t want to let work get in the way of enjoying life and seeing their friends;

• would not work if they didn’t need money• they see wellbeing and affluence as

important factors.

• They feel satisfaction from a good day at the office;

• wellbeing and affluence are well down their list of life values;

• believe that they should make sacrifices in their private life to get on at work, but they never see it as an unpleasant duty;

• see work as key to their social and financial advancement, however, they also have some interests outside their jobs.

• Their career is central to their financial progress and social advancement;

• commit 100% of their potential to the job;• believe that whenever they make the

effort they can always outperform others;• not easily satisfied – because working

hard is all about that next promotion, they get little satisfaction from a day of intensive effort..

• They value the importance of professional work and their friends almost equally;

• see work not only as a way to develop personally, but it’s also how they fulfil their duties to society;

• they’d work even if they didn’t have to;• don’t want to give up outside interests

because of the demands of the job.


The four groups


Regional perspective


Attitudes towards professional workRegional average


Experience

• A very high 71% of respondents have had or are currently in an internship or job related to their field of study in their country

• Only 7% have had job or internship abroad related to their field of study

• 17% have participated in some kind of a student mobility program


Ranking competencies

• Generational sense of self-confidence

• They rate themselves most highly in areas associated with academic teaching

• The older and more experienced respondents appear to be more confident than their less experienced counterparts


The salary issue

• Salary proved to be a very powerful inducement when choosing an employer

• Respondents expect to receive a first salary that is higher than is average in the states where they live


Choosing jobs

• Opportunity to acquire and develop new skills proved to be the most important factor when choosing a job

• High starting salary is more important among male students

• Factors like a good working atmosphere and relationships and interesting/developing projects are substantially more important to graduate job-seekers


Changing employers

• Poor working atmosphere and insufficient opportunities for professional development both outrank a low salary or a better financial offer made by another employer

• The fourth most commonly cited reason for moving on was insufficient appreciation of one’s work - perceived ‘narcissism’ of the upcoming generation of graduates


Target employers

• Large international companies are identified by 42 per cent of respondents as the kind of employer they would like to work for

• 10% are considering starting their own business

• Less than 3% of students and graduates would prefer to work in a start-up


Entrepreneurship

• Entrepreneurs believe in general that they are in a worse financial position than other respondents

• The most dissatisfied group with the quality of preparation they receive at university for the world of work

• They are very keen on the idea of an adventurous life, peace, affluence and taking time away from work to get on with other things in life

Albania Croatia Czech Republic

Hungary Lithuania Poland Slovakia Slovenia0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

7.4%

15.6%

10.6%

8.2%

15.9%

10.6%9.4%

12.5%

Students/graduates with entrepreneurial ambitions


Career ambitions: managers vs experts

Female Male0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

58.3%41.7%

70.8%29.2%

Career ambitions with regards to gender

Manager Expert

Start-up

Medium-sized or small national company

Large national company

Medium-sized or small foreign company

Business of my own

I have no preference

Large international company

0% 10% 20% 30% 40% 50% 60%

2.4%

3.3%

6.5%

7.2%

11.8%

16.1%

52.7%

3.0%

8.5%

7.7%

8.9%

8.9%

27.8%

34.9%

Target employers with regards to career plans

Expert Manager


Mobility

• 50% are very positive about the idea of moving to a different city, just 9 per cent being actively against the idea

• 49% positively relish the idea of moving to another state for a job, and just 11 per cent are actively negative.

• Respondents with more work experience are happier to move to another city or to another state


Leadership: the image of a leader

• Women tended to value more highly factors such as a democratic approach, supporting new ideas and being keen on developing employees

• Men are more likely to be in favour of a charismatic and visionary leader

• Those aspiring to be subject experts see a true leader as an inspirational person who prefers a democratic approach and values strong business ethics


Leadership: Self-appraisal‘Would your friends/colleagues describe you as a leader?’

• High levels of self-confidence and belief

• Small gap between genders

• Influenced by different career aspirations: 25% of would-be experts said definitely yes/yes, while close to 1/2 of aspiring managers said definitely yes/yes

Yes / Definitely yes No / Definitely no0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

48.0%

1.0%

25.0%

9.2%

ManagerExpert


Diversity: Mind the gapsGender issues

Views on work • Keener on the expert route to career fulfilment, which does not necessarily involve achieving management responsibilities

• Aspire significantly more strongly to occupy key management positions and are more inclined towards an entrepreneurial career

• More frequently plan to study for an MBA and females for professional certifications

Bosses and leaders • Value leadership characteristics such as a democratic approach, supporting new ideas and being keen on developing employees

• More likely to be in favour of charismatic and visionary leaders

• More likely to prefer having a woman as their immediate superior

Personal strengths and weaknesses

• Rate themselves more highly in areas including self-organisation, communications skills and teamwork

• Rate their overall competencies more highly, especially stress resistance and problem solving

Family/career and work-life balance No significant difference in outlook between the genders


Diversity: Mind the gapsGenerational and age issues

• Respondents were generally very positive about the notion of working with older colleagues

• 90% see them as a valuable source of knowledge

• 80% are confident that they will find common ground with people from different generations

• However less than 2% would prefer a supervisor 50+

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

32.2%

21.0%

45.0%

1.8%

Supervisor's preferred age

Not important 26-3536-50 Above 50


Conclusion

• Millennials/Gen Y generation is not homogenous, there are significant differences within the group

• ‘Future Leaders’ have high self-esteem and they are optimistic about their careers

• Work is important to them, but so are other things in life (like friends or spare time)

• Key priorities and focus of young professionals has not changed since the last edition – they are still heavily focused on their own professional development (while choosing a job, motivating themselves for work and making decisions about leaving company)

• Their expectations towards leaders are high which can be a challenge for most of managers from other generations.

• Women are getting more and more importance as future workforce, they are committed (Eager Beavers) and willing to go extra mile but at the same time they are still held back by their own prejudices like self assessment, salary expectations or top managerial ambitions.

• For the majority diversity is highly welcome, but to some extent – although 2/3 does not have gender preferences regarding their supervisors, almost 1/3 choose man (more women choose man). Only 1/3 don’t care about their direct supervisor’s age. Hardly any would prefer to work with 50+.


Recommendations for businesses

• Companies must build workforces that contain people with the precise balance of skills and preferences that will help their employers compete best, drawing on the fullest possible range of talents

• HR actions should be even more customized and should go beyond simple generational split

• HR professionals need to identify and address individual motivating factors, and implement them at all stages – attracting, recruiting, selecting, developing and retaining talents.

• Managers must communicate rapidly, proactively and appropriately to consistently drive positive reinforcement.

• Clear expectations must be set by supervisors and managers.

• There’s no one leadership model – different firms define it differently and this should be communicated clearly and practiced by both sides in order to prepare those young talents for the real business challenges, and at the same time not to kill their somehow idealistic approach

• There still huge potential in women as future leaders that employers should identify and nurture which may lead them to build competitive advantage

31

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© 2015 Deloitte Central Europe

Rynek pracy w Europie Środkowej „First Steps into the Labour Market” 2015

Recruiting & HR

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