| Summary: | In a dense and competitive labor market, organizations face difficulties in gathering attractive factors in recruiting and retaining young millennials, that is, meeting what these young people are looking for, both professionally and personally. This issue is important for organizations, as the higher the turnover of their professionals, the greater the effort / costs at recruitment and communication as well as at results. Such team management instability could be a problem. However, the challenge of attracting youth talent may relate not only to the profile of these young people but also to the organization's leadership structure, which may or may not meet young people's preferences. Thus, through a qualitative analysis, centered on interviews with a carefully selected panel of 8 millennial young people, it was possible to better understand the value attached to distributed leadership systems, also called holacracy, and at the same time to assess how young millennials , from different social backgrounds and backgrounds, perceive the concept of leadership and the different organizational practices, as well as value the more distributed and autonomous leadership structures. Our research study indicates a significant preference for more hierarchical leadership and for a supportive and mentoring structure.
|
|---|