Past enthusiasm for the first time the disenchantment facing

Individualistic, demanding little motivated, cynical even: it is often a portrait without concession stand institutes of surveys of the "younger generation". The great merit of study on young employees (3 to 5 years of experience) that publish today Euro RSCG C & O and TNS Sofres, is to provide a vision much more in-depth, even unpublished, this population.

That shows this study First, that young people are generally satisfied with their work. That they feel well. They are 85 to estimate that there is confidence, 85 still to appreciate the atmosphere (it is 12 more than all the employees), 82 to judge their interesting job, 71 to estimate they work for a firm deemed. They are even a short majority (51) say they are pleased with their salary. They are also more involved than other employees, according to the indicator used by TNS Sofres. Result, 59 declare their willingness to work more if they are better paid ( 13 compared to the other contributors). In other words, the now famous formula "work more to earn more" makes sense in their eyes.

It nevertheless qualify this finding. Because, after three years in the business, the commitment of young people declined heavily. Past enthusiasm for the first time, the disenchantment facing.

Second strong idea: for young people, the question of career progression is central. They are afraid of being "on a path of garage", to see their career or "blocked" remuneration (33), to have a "less interesting" work (21). They have also integrated the new situation of the labour market and less than their predecessors fear unemployment (17 only). Furthermore, 61 have already changed their employer, 80 say "standby" on the job market. Mobility not scared.

However they are a harsh judgment on the prospects offered the company: 64 say unhappy on this plan, 67 say that their HRD does cares little. In these conditions, the problem for them comes down to a simple alternative: "grow or go".

Translate into action the values

Finally, while it depicts them willingly individualistic, young people are very attached to elements and the values of class type. In their eyes, it is the behaviour of the company to all of its employees. But, in this plan, the deficit is patent. They are 49 believe that their company is "not quite careful" to its employees, and 37 that it does not offer "the values in which they could identify." Paradoxically, while enterprises have much press release on their social responsibility and commitment, they toil convinced internally.

Thus unfolds a sort of "social pact" that youth want to establish with their employer. In particular, they expect that it put in consistency in his speeches with his practice. "The social issue has evolved, notes Jean-Marie Besse, a partner at Euro RSCG C & O, in charge of the study. "It remains paramount, but it is now beyond the traditional scope of the dialogue between the social partners."

In this context, how could companies better meet these expectations 'First, nursing their integration devices, considers Jean-Marie Besse. They can also help young people create their own internal network. And in General, they should find formulas to engage in dialogue on issues of human resources, particularly in relying on managers of proximity. Finally, companies must be very attentive to the manner in which they reflect values particularly in the manner in which the created wealth were redistributed in acts. "What stopped the HRD, but also trade unions and the"communicating ".