{"id":32638,"date":"2024-11-13T09:15:05","date_gmt":"2024-11-13T08:15:05","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=32638"},"modified":"2024-11-12T14:03:33","modified_gmt":"2024-11-12T13:03:33","slug":"30-der-gen-z-professionals-wollen-nicht-im-mittleren-management-arbeiten","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/fr\/management\/2024-11-13\/30-der-gen-z-professionals-wollen-nicht-im-mittleren-management-arbeiten\/","title":{"rendered":"30% des professionnels de la Gen Z ne veulent pas travailler dans le management interm\u00e9diaire"},"content":{"rendered":"
\"\"
Les professionnels de la g\u00e9n\u00e9ration Z ne veulent pas jouer un r\u00f4le de cadre moyen dans leur carri\u00e8re. (Image : www.depositphotos.com)<\/figcaption><\/figure>\n

L'\u00e9tude de Robert Walters montre que les professionnels de la g\u00e9n\u00e9ration Z en Suisse choisissent une voie individuelle pour faire avancer leur carri\u00e8re, ax\u00e9e sur la croissance personnelle et l'acquisition de comp\u00e9tences, plut\u00f4t que d'assumer un r\u00f4le de leader.\u00a0<\/p>\n

Christian Atkinson, Country Director chez Robert Walters Suisse, explique : \"Les Gen Z sont connus pour leur esprit d'entreprise. Ils pr\u00e9f\u00e8rent mettre tout leur \u00eatre dans les projets et se concentrer sur la construction de leur propre marque et de leur propre approche plut\u00f4t que de g\u00e9rer les autres\".\u00a0<\/p>\n

Diff\u00e9rences g\u00e9n\u00e9rationnelles dans l'appr\u00e9ciation du management interm\u00e9diaire\u00a0 <\/strong><\/h3>\n

Il est int\u00e9ressant de noter que 75 % des professionnels estiment que les g\u00e9n\u00e9rations plus \u00e2g\u00e9es accordent beaucoup plus de valeur aux t\u00e2ches de l'encadrement interm\u00e9diaire que leurs coll\u00e8gues plus jeunes. Christian constate : \"Les professionnels plus \u00e2g\u00e9s ont g\u00e9n\u00e9ralement pass\u00e9 des ann\u00e9es \u00e0 gravir les \u00e9chelons traditionnels de l'entreprise, ce qui leur vaut un plus grand respect pour le management interm\u00e9diaire. D'un autre c\u00f4t\u00e9, les professionnels plus jeunes, qui sont souvent entr\u00e9s dans la vie active \u00e0 une \u00e9poque o\u00f9 le travail \u00e0 distance ou hybride mettait l'accent sur les comp\u00e9tences num\u00e9riques, ont moins tendance \u00e0 d\u00e9velopper une forte fid\u00e9lit\u00e9 \u00e0 l'entreprise\".\u00a0<\/p>\n

Image n\u00e9gative du management interm\u00e9diaire\u00a0 <\/strong><\/h3>\n

Lorsqu'on leur a demand\u00e9 pourquoi ils \u00e9viteraient les r\u00f4les de cadres moyens, 78 % des professionnels de la Gen Z en Suisse ont mentionn\u00e9 un stress \u00e9lev\u00e9 et peu de r\u00e9compenses. D'autres facteurs \u00e9taient les pouvoirs de d\u00e9cision limit\u00e9s et les possibilit\u00e9s r\u00e9duites de d\u00e9veloppement personnel. Christian ajoute : \"Les nouveaux cadres moyens doivent faire face \u00e0 une courbe d'apprentissage abrupte, g\u00e9rer une charge de travail plus importante, \u00eatre toujours disponibles pour leur \u00e9quipe tout en atteignant leurs propres objectifs. Cela explique pourquoi beaucoup rechignent \u00e0 occuper ces postes, car ils impliquent trop de responsabilit\u00e9s.\u00a0<\/p>\n

L'avenir : une culture sans chefs\u00a0 <\/strong><\/h3>\n

Malgr\u00e9 ces tendances, les cadres interm\u00e9diaires restent indispensables pour beaucoup : 63 % des employeurs d\u00e9clarent que les cadres interm\u00e9diaires jouent un r\u00f4le crucial dans leur entreprise. Christian conclut : \"Il est clair que les cadres interm\u00e9diaires sont la pierre angulaire de toute organisation. Pour pourvoir ces postes, les employeurs doivent repenser leurs strat\u00e9gies afin de les rendre plus attrayants. Ils pourraient notamment offrir plus d'autonomie, des \u00e9valuations r\u00e9guli\u00e8res de la charge de travail et des possibilit\u00e9s claires de d\u00e9veloppement des comp\u00e9tences.\u00a0<\/p>\n

L'introduction d'une \"culture sans chef\" pourrait faire en sorte que ces fonctions ne soient plus consid\u00e9r\u00e9es comme un niveau de management inutile, mais comme des facilitateurs qui encouragent leurs \u00e9quipes \u00e0 prendre des initiatives. Les employeurs doivent d\u00e8s \u00e0 pr\u00e9sent donner la priorit\u00e9 au management interm\u00e9diaire afin d'\u00e9viter une importante p\u00e9nurie de talents \u00e0 l'avenir\".\u00a0<\/p>\n

Source : www.robertwalters.ch<\/a><\/em><\/p>","protected":false},"excerpt":{"rendered":"

Une nouvelle \u00e9tude du cabinet de recrutement suisse Robert Walters montre qu'en Suisse, les professionnels de la g\u00e9n\u00e9ration Z sont peu enclins \u00e0 assumer un r\u00f4le de cadre moyen. Alors que les entreprises misent traditionnellement sur la transition vers des postes de cadres moyens, une part consid\u00e9rable de la jeune g\u00e9n\u00e9ration n'y voit aucun avenir. Cela exige une nouvelle approche de la part des entreprises : comment rendre le r\u00f4le de cadre moyen attractif pour la prochaine g\u00e9n\u00e9ration ? <\/p>","protected":false},"author":80,"featured_media":32639,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"Generation Z","_yoast_wpseo_metadesc":"Eine neue Studie von Robert Walters zeigt, dass Fachkr\u00e4fte der Generation Z nur ungern eine Rolle im mittleren Management \u00fcbernehmen wollen.","articlekey":"","footnotes":""},"categories":[28],"tags":[4303,2926,334,424,492],"class_list":["post-32638","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management","tag-fachkraefte","tag-generation-z","tag-management","tag-schweiz","tag-unternehmen"],"acf":[],"yoast_head":"\n30% der Gen Z-Professionals wollen nicht im mittleren Management arbeiten - Organisator<\/title>\n<meta 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