Generations Y and Z are no longer satisfied with good working conditions and kind-hearted management. They crave meaning, a mission, and total commitment. To win them over, companies must learn to “reach for the Moon” rather than settle for a simple orbit of attractiveness.
Generations Y and Z already make up the majority of the workforce, especially on the frontlines where economic value is created. To earn their loyalty, companies need a three-stage rocket. Yet many are still stuck on the second stage.
Stage one: the basics
The first stage is about delivering a seamless digital experience as smooth as their favourite apps. It also means flexible work arrangements—letting them work where and when they want, provided they deliver meaningful results.
But rockets with just one stage quickly fall back to Earth. Young employees soon realise that these perks are superficial and don’t truly reflect the quality of relationships or the substance of the work.
Stage two: trust and accountability
The second stage involves management built on trust and accountability. This requires training and coaching managers to become facilitators. Personal development tools—online courses, mentoring, personalised learning paths—also play a crucial role. But only if young employees can choose them freely.
With these first two stages, many companies already achieve a certain level of attractiveness. Yet they still struggle to “reach the Moon.”
Stage three: the Moon
At this space station, digital experiences, flexible work, and kind management are optimised. Employees enjoy personal development opportunities as well. And yet, many remain dissatisfied. They see through the corporate talk—HR policies, wellness programs, “impact measures”—and sense that these are designed more to keep them from leaving than to help them flourish or pursue a meaningful cause.
Generations Y and Z are ready to commit, but only to companies that serve a social or environmental purpose that truly inspires them.
Corporate social responsibility (CSR) initiatives and “mission-driven” labels are not enough. Only 30% of Gen Y and 26% of Gen Z say they are satisfied with their company’s social impact, and the numbers are even lower for environmental impact. As the Quebec saying goes, “les bottines ne suivent pas les babines” (their actions don’t match their words).
These young workers expect companies to be fully, not partially, committed to serving society and the planet.
Utopian? Not at all.
Together with Laurent Marbacher, I have studied dozens of companies of all sizes, across industries, on three continents. Their shared purpose? Unconditional care for their customers, suppliers, and local communities, delivered through their core business. The result? By focusing on this unconditional care, these companies achieve higher profits than competitors fixated solely on financial performance.
Example: Handelsbanken, a leading Swedish bank operating across Europe. It takes care of its customers’ financial health the way a good family doctor cares for physical health. It has no sales targets, no cross-selling, no call centres, no formal budgets, and no centralised strategy. Yet for 50 years, Handelsbanken has posted a return on equity higher than its Swedish competitors. In the UK, it has ranked #1 in customer satisfaction for 15 consecutive years and holds the highest global credit rating among banks.
Thanks to this vision, the company naturally attracts young talent. Handelsbanken doesn’t even need to recruit actively, as it receives far more applications than it has positions. Young people want the Moon—and those who find it choose to stay.
This is just one example, and we have many others, including in France. If a publicly listed European bank can practice unconditional care for its ecosystem and win the hearts of young generations, any company can do it.
This article was originally published in French in Les Echos. You can read the original article here.
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