A younger work force

While the average age of a CEO is 58, the workforce is seeing a shake-up in the age of leadership roles.

Although these roles have predominantly been held by older individuals, there is an emergence of younger talent being promoted to these positions. But why is this?

Joining the workplace earlier

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While the university culture is very much apparent, many young adults are favouring a more hands-on approach, joining the ‘real word’ as early as possible. With flexible learning and apprenticeships being popular, these individuals are able to increase their level of education, all while being part of the workforce.

In particular, these individuals are becoming more business savvy, in touch with what is needed to obtain a progressive career, searching out the best course of action when it comes to moving up the ranks. Most of the time these successful young individuals are tenacious, driven and goal orientated, making them the perfect potential candidate for a leadership role in the future.

Easier access to learning new skills


While the general consensus may be that young workers lack the initiative shared by their older compatriots, this isn’t necessarily the case. With the ability to search for advice online, workers are able to access the tools they require to develop a skill in more detail faster than before. From learning how to amend HTML code in an email communication to understanding Excel formulas, fillings gaps of knowledge is easy and convenient.  

Organisation optimisation of existing workers


The way in which talent is found and developed, is now happening at an earlier level. Some companies choose to hire from within, favouring the nurturing of existing talent. There are many reasons for this such as loyalty to the employees, who in turn return this ethos, another is that these individuals already understand the company culture; what is expected and the overall company objectives.

Companies have also become better at rewarding employees. By implementing talent mapping to ensure a clear path of progression is visible, as well as including a recognition software within the company. Therefore, there is a greater incentive for individuals to develop their skills. However, this can also be applied in the cases of when new individuals join the company. Due to a clearer trajectory and a clear outline of requirement, these new talents hires are more likely to be retained.

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