GERMANY
GEN Y AND THE
WORLD OF WORK
A report into the workplace needs,
attitudes and aspirations of Gen Y Germany
1
GEN Y AND THE WORLD OF WORK
CONTENTS
FOREWORD
FOREWORD3
Germany’s reputation as an economic powerhouse
with a productive workforce and high standard of
living has come about in the latter decades of the
last century. The complicated politics that shaped
the first half of the 20th century have made way
for a relatively stable society and economy, which
has been visible most recently in their ability to
weather the storm of the global recession. Indeed
the country has lead the way in formulating a plan
for bailouts for the struggling Eurozone countries.
SUMMARY OF OUR RESEARCH
4
1. GEN Y GERMANY AND THE WORLD OF WORK
6
2. LEADERSHIP
10
3. ENTREPRENEURSHIP
14
4. ATTRACT
16
5. RETAIN
20
6. TECHNOLOGY AND SOCIAL MEDIA AT WORK
24
ABOUT HAYS
26
SELECT BIBLIOGRAPHY
27
However, looking further back into the last century,
the German economy has been subject to significant
fluctuation—the severe poverty experienced by
Germans in the late 1940s was in sharp contrast to the
economic miracle of 1950, where financial aid enabled
business procedures and processes in Germany to be
developed and productivity to increase.1 Conversely,
this was followed by a slowdown in the 1960s and
1970s, in some part due to the loss of workers from
East Germany following the construction of the
Berlin Wall in 1961.2 After economic reunification in
1990, the former West Germany (Federal Republic
of Germany) then experienced a boom, in part as the
result of an influx of workers from what was previously
East Germany (German Democratic Republic, or
GDR), however, experienced a deep recession.
As the difficult process of reunification progressed,
the German economy strengthened, and it has
ridden out the 2008 global recession relatively
well. Average disposable income for Germans has
increased by 0.9 per cent each year since 2006, and
the employment rate—currently 73 per cent—has
risen by an average of 0.7 percentage points since
1995.3 All this has come despite the impact on the
public purse of reintegration.4 German companies
are now synonymous with high levels of productivity,
quality and a highly educated, loyal workforce.
2
GEN Y AND THE WORLD OF WORK
And so it’s within this most recent history that Gen Y
Germany have entered the scene. Born between
1983 and 1995, the more mature amongst them will
have grown up with experience of difficult economic
conditions, especially in the East. However, on the
whole their formative years will have been lived
out within a context of relative stability, which has
become characteristic of modern Germany.
Against this backdrop, do Gen Y Germany
demonstrate traditional attitudes to work, which
have been borne out of the country’s recent history,
or do they differ from previous generations? The
responses of 1,000 members of Gen Y Germany
to our survey, upon which this report is based,
reveal a fascinating combination of the two.
We asked what attracts them to a potential
employer and what makes them stay in a job.
We asked what they look for in an ideal boss and
what they regard as markers of success in their
careers. We explored their attitudes to changing
jobs and starting their own businesses. Further,
we asked about their use of social media, which is
transforming the way people throughout the world
communicate both at work and in their leisure time.
We also look beyond the survey results and offer
practical insight and support to the HR community,
managers and business leaders as they seek to
engage and motivate this segment of the workforce.
James Cullens
Group HR Director
Hays
GEN Y AND THE WORLD OF WORK
3
SUMMARY OF OUR RESEARCH
ABOUT OUR SURVEY
GENDER SPLIT
For our sixth Hays report on the needs
and aspirations of Gen Y worldwide, we
asked young people in Germany to tell
us how they see their future at work.
30.1%
A total of 1,000 members of Gen Y
Germany took part in our survey.
The majority of our respondents are
entering the world of work much later
than in any other country we have
surveyed. There are significantly more
respondents who are either students
or in full time education (35 per cent)
than elsewhere, and just one quarter
of our respondents have more than
three years’ work experience.
The research explores what young
German people look for in the world
of work, what kind of career they
aspire to, the rewards they expect
and what gives them job satisfaction.
It throws light on the kind of working
environment they seek and the
qualities they look for in their bosses.
YEARS IN WORK
Male
51%
25.0%
Female
49%
19.7%
10.4%
9.4%
5.4%
25–36
months
13–24 months
0–12 months
Not started
working since
completing
full time
education
Over 3 years
AGE SPLIT
12.7%
4.0% 3.5%
18
5.9%
7.6%
10.1% 9.2%
CURRENT WORKING STATUS
9.0%
8.5% 7.5%
6.9% 7.7% 7.4%
35%
19 20 21 22 23 24 25 26 27 28 29 30
29%
REGIONAL
REPRESENTATION
Finally the research reveals some insights
into the way Gen Y Germany relate to
social media and technology. The findings
are invaluable for HR departments
and organisations seeking to recruit,
motivate and retain Gen Y Germany.
11%
22%
4%
8%
13%
3%
7%
4%
2%
16%
5%
2%
2%
3%
6%
2%
Student/
in full time
education
Working full
time—in first
full time job
(35 hours per
week or more)
Working full
time—not first
full time job
(35 hours per
week or more)
10%
Working
part time (up
to 35 hours
per week)
8%
Other
5%
Unemployed
and looking
for work
2%
Intern
Br
em
H
Ni am en
Sc ed
e bur
h
No lesw rsac g
rd ig hs
rh -H en
ei
n- olst
W ei
es n
tfa
le
Rh
n
H
ei
nl ess
an en
Ba
dP
de
n- Sa falz
W
a
r
ür
l
tte and
m
be
r
Ba g
M
ec
ye
kle
rn
nb Br
B
ur an erl
g- de in
Vo n
r b
Sa pom urg
ch
se me
n- rn
An
h
Sa alt
ch
Th se
ür n
in
ge
n
1%
Still in
full time
education
PROFILE OF RESPONDENTS
A total of 1,000 German 18-30-year-olds answered our survey. A large proportion—35 per cent—identified themselves
as a student/in full time education. This is well above the cross-country average of 24 per cent. Only a quarter said they
had at least three years’ work experience. We found that those in work are spread across a broad array of sectors, with
the highest proportion employed in IT and technology.
4 GEN Y AND THE WORLD OF WORK
GEN Y AND THE WORLD OF WORK
5
1. GEN Y GERMANY AND
THE WORLD OF WORK
Gen Y Germany have been born into a country
during a period of significant change. The
eldest members of this age group started
life in either West or East Germany—and
so were either part of a capitalist economic
powerhouse, or lived behind the Iron Curtain.
TOP SIX FACTORS WHEN
DECIDING ON A POTENTIAL
EMPLOYER:
FUN / SOCIAL INTERACTION
45%
FLEXIBILITY
41%
TRAINING AND DEVELOPMENT
38%
CORPORATE REPUTATION
29%
DEFINED CAREER PATH
25%
BENEFITS OFFERED
25%
MOST IMPORTANT
FACTORS IN THE
WORKING ENVIRONMENT:
The youngest members of Gen Y have
been born into a very different Germany—
one that has become one of the major
economic and political powers of the
European Union, a successful social market
economy with a highly skilled workforce.
The focus on high-quality education and
skills, hard work and innovation has a long
history in Germany. These approaches
to industry and the workplace have
arguably been shaped, in part, by actions
to address the poverty and general fall
in living standards that followed the end
of World War II. The Marshall Plan and
resultant ‘Soziale Marktwirtschaft’ or ‘social
market economy’ modernised business
procedures and helped to bring in best
practice quickly. As a result, after 1950
Germany overtook Britain in comparative
productivity levels for the whole economy.
In many ways Gen Y Germany reflect
this successful approach to work. They
appreciate the kinds of leadership,
loyalty and focus on skills that have
characterised the German workforce
for decades. They are traditional in this
sense. However, they are also beginning
to show signs of changing motivations
compared to previous generations in the
workplace. They’re looking for much closer
relationships with colleagues and bosses,
and a fun and social working environment
is increasingly important to the newest
generation in the German workforce.
A TECHNICALLY COMPETENT
BOSS WITH SOFT SKILLS
Our research shows Gen Y Germany are
looking to work for a more supportive
person who has a softer skill-set. When
6 GEN Y AND THE WORLD OF WORK
68%
INTERESTING
WORK
48%
43%
SOCIAL LIFE
AROUND WORK
FLEXIBLE
HOURS
37%
31%
WORKING IN
TEAMS
STRUCTURED
TASKS AND TIME
questioned about their ideal boss Gen Y
Germany said they wanted someone who
was a leader (preferred by 48 per cent).
And when we asked them what they saw
as the most important qualities in a leader,
they said they want fairness first (57 per
cent) and then expertise (47 per cent).
SELF-STARTERS WITH A
NEW KIND OF INNOVATION
Germany has a long history of pioneering
research and innovation, which has defined
the country’s strong economy, worldfamous manufacturing sector and high
levels of exports and imports. Innovation
has not just tended to take place within
large companies. The specialist Mittelstand
sector of small to medium-sized companies
(which comprises 70 per cent of the
workforce)5 also has entrepreneurial
roots. Our research reflects this—there are
signs that Gen Y Germany have strongly
developed entrepreneurial intentions with
more than half of respondents (56 per cent)
either already having or showing some
interest in starting up their own business.
Gen Y Germany are also self-starters
when it comes to their own personal
development, perhaps reflective of
the country’s focus on education: the
vast majority (89 per cent) are open to
ongoing study throughout their careers.
This pioneering spirit is also displayed
through the fondness Germans have for
international travel, and while the ubiquity
of German tourists around the world
perhaps reflects this, on the whole our
respondents are also keen to travel with
work—79 per cent desire international
travel in some form with their job.
CLOSER RELATIONSHIPS
IN A FLEXIBLE, SOCIAL
WORKING ENVIRONMENT
When it comes to their desired working
environment, like most of their peers
around the world, Gen Y Germany desire
interesting work more than anything.
However what makes them remarkable
GEN Y AND THE WORLD OF WORK
7
31%
1. GEN Y GERMANY AND
THE WORLD OF WORK
35%
CAN’T RESIST LOOKING
AT WORK EMAILS WHEN
ON HOLIDAY
FIND IT HARD TO
SWITCH-OFF FROM
WORK AT WEEKENDS
DUE TO CONSTANT
CONNECTIVITY
35%
FIND IT HARD TO
SWITCH-OFF FROM
WORK AT WEEKENDS
DUE TO CONSTANT
CONNECTIVITY
ENTREPRENEURIAL
INTENTIONS:
TECHNOLOGY AT WORK
SOCIAL MEDIA:
ARE SELF EMPLOYED/HAVE THEIR
OWN BUSINESS
3%
AGREE THAT HAVING THEIR
OWN BUSINESS IS THEIR
MAIN CAREER OBJECTIVE
24%
AGREE THAT
EMPLOYERS ARE
WITHIN THEIR RIGHTS
TO CHECK THE
FACEBOOK PAGES OF
FUTURE EMPLOYEES
14%
44%
ARE NOT INTERESTED IN
HAVING THEIR OWN
BUSINESS
50%
31%
39%
THINK
THAT LOOKING
CAN’T RESIST
EMPLOYERS
SHOULD
AT WORK EMAILS
WHEN
TRUST
THEIR
ON HOLIDAY
EMPLOYEES TO USE
PERSONAL SOCIAL
MEDIA AT WORK
WOULD CONSIDER
HAVING THEIR OWN
BUSINESS IN THE FUTURE
are the second and third most desired
aspects—a social life around work
and flexible hours (cited by 48 per
cent and 43 per cent respectively).
When it comes to a social life around
work, this is a lot more important to
Gen Y Germany than amongst any of
the other countries we’ve surveyed so
far (the international average is 24 per
cent). This represents a significant break
with tradition—German companies, often
characterised by their rigid hierarchies and
formality, have been reported as less than
fertile breeding grounds for developing
friendships.6 This desire for more personal
workplace relationships is also reflected
in the desire for a leader who they can
confide in—39 per cent described their
ideal boss as someone in whom they
could do just that, as well as someone
they could discuss personal matters with.
8
GEN Y AND THE WORLD OF WORK
24%
The same notion applies to Gen Y
Germany’s desire for flexible hours. Again,
flexibility has not traditionally been the
norm in German companies, but it appears
that there is a growing expectation
for it amongst Gen Y Germany.
FEELING VALUED AND
APPRECIATED
Achieving job satisfaction is the most
popular career success indicator
for Gen Y Germany, and there are a
number of ways that they seek it out.
Interesting and varied work is one, but
they also really want to feel valued and
appreciated at work as well as wanting
their bosses to motivate them. 49 per
cent of our cohort revealed that feeling
valued and appreciated is what gives
them the most satisfaction at work—a
35%
simple managerial intervention that
can make a significant difference to
how people feel and perform.
Although privacy is important to them,
FIND might
IT HARD
TO
they recognise that employers
look
SWITCH-OFF
FROM
at their employees’ social media
activity.
TRADITIONALISTS WHO ARE
ADAPTING TO SOCIAL MEDIA
IMPLICATIONS
Our research shows that Gen Y
Germany expect traditional methods
of communicating in the office and
traditional ways of finding jobs to continue
to dominate long into the future.
However, they are relatively switched on
when it comes to social media. They have
recognised that technology will intrude
into their work and social lives but have
sought to adapt to this intrusion. Gen Y
Germany tend to compartmentalise
when and where they look at work
communications and social media,
being able to turn off when necessary.
WORK AT WEEKENDS
DUE TO CONSTANT
FORCONNECTIVITY
HR
There is a shift occurring in the German
workplace away from the more formal
and traditional hierarchical approach
to work towards more supportive,
mentoring relationships with managers.
The fairness and transparency that have
THAT
become typical of GermanAGREE
companies
EMPLOYERS ARE
are still desired, but increasingly,
WITHINGen Y
THEIR RIGHTS
Germany want a boss whoTO
will
nurture
CHECK
THE
a closer relationship with them.
FACEBOOK PAGES OF
24%
FUTURE EMPLOYEES
They also want a workplace environment
that offers fun and social interaction, and
a culture geared more towards showing
that they are valued and appreciated.
AGREE THAT
EMPLOYERS ARE
WITHIN THEIR RIGHTS
TO CHECK THE
FACEBOOK PAGES OF
FUTURE EMPLOYEES
31%
50%
CAN’T RESIST
THINK
THAT LOOKING
AT WORK EMAILS
WHEN
EMPLOYERS
SHOULD
ON HOLIDAY
TRUST
THEIR
EMPLOYEES TO USE
PERSONAL SOCIAL
MEDIA AT WORK
35%
FIND IT HARD TO
SWITCH-OFF FROM
WORK AT WEEKENDS
DUE TO CONSTANT
CONNECTIVITY
24%
Gen Y Germany are both pioneering and
AGREE THAT
traditional. They are showing increasing
EMPLOYERS ARE
signs of an interest in entrepreneurialism
WITHIN
THEIR RIGHTS
and want to travel and continue to
educate
TO CHECK THE
themselves throughout their careers.
FACEBOOK PAGES OF
Understanding how Gen Y Germany’s
FUTURE EMPLOYEES
ambitions are changing will be vital to
building a leadership cadre for the future.
50%
52 per cent THINK
sayTHATthat
EMPLOYERS SHOULD
being able to
motivate
TRUST THEIR
EMPLOYEES TO USE
others is onePERSONAL
of the
top
SOCIAL
MEDIA AT WORK
three most important
leadership qualities
50%
THINK THAT
EMPLOYERS SHOULD
TRUST THEIR
EMPLOYEES TO USE
PERSONAL SOCIAL
GEN Y AND THE WORLD OF WORK
9
2. LEADERSHIP
5
In the second half of the 20th century the science of
business management influenced the approaches
of many US and UK companies. However, for many
German businesses, successful leaders have often
been technical experts with academic backgrounds,
rather than management graduates.7
GEN Y GERMANY’S
IDEAL BOSS:
48%
LEADER
43%
COACH/MENTOR
23%
PEER
39%
CONFIDANT/
DISCUSS PRIVATE &
WORK MATTERS
10%
FRIEND
24%
ADVISOR
6%
DIRECTOR/
ALLOCATOR
OF WORK
Germany is a country of deep-rooted
customs and traditions, and there is
a certain formality to both German
society and its workplaces. Punctuality
is expected and hierarchy is respected.11
Relationships between managers and
employees are typically defined by their
status within an organisation and the roles
and responsibilities that each have.12
Germany is exemplified no better than
by IG Metall which represents not only
workers in the automobile industry,
but across the manufacturing sector
as a whole—it has become the largest
union in Europe.13 More generally
speaking, workers are encouraged to
voice their views with management
and have input into decision-making.
Whilst hierarchy is important in German
companies, it is typical to find employee
or union representation on boards.
The influence of unions in corporate
Typically in Germany, each worker within
a team will have their role clearly defined
through detailed job descriptions.14 There
is an underlying assumption that people
10 GEN Y AND THE WORLD OF WORK
Looking at some of the biggest
companies in Germany, a number
of their leaders have academic
backgrounds and qualifications in
technical subjects linked to what
their organisations do. Martin
Winterkorn, chairman of the board
of management at Volkswagen
AG, was a PhD student in metal
research and metal physics
before he began his management
career.8 Over at fellow automotive
manufacturer Daimler AG, Dr.
Dieter Zetsche, chairman of the
board of management and head
of Mercedes-Benz cars, studied
electrical engineering as his first
degree, and went on to complete
a doctorate in engineering.9 The
same level of qualification is true
for other sectors. Professor Dr.
Hermann Requardt, who sits on the
board of Siemens, studied physics.10
need to know what they are doing within
their jobs and this often results in a rigid,
methodical approach to business, where
adherence to the rules is expected.15
Managers are expected to play by
the rules too, showing transparent
leadership and fairness to employees.
The latter trait is particularly valued by
our respondents—the majority say it is
a key quality they think bosses should
possess. Within this context, it is not
surprising that our respondents want
not just fairness, but also a strong and
motivating leader. However, a picture is
emerging of a desire for a more supportive
MOST IMPORTANT
QUALITIES IN A
WORKPLACE LEADER:
FAIR
ABLE TO
MOTIVATE
OTHERS
KNOWLEDGEABLE/
EXPERT
SUPPORTIVE
TRANSPARENT/
OPEN
57%
52%
47%
39%
25%
boss who acts as a coach or mentor and
can be confided in by Gen Y Germany.
A STRONG LEADER
WHO CAN MOTIVATE
With clearly defined roles at work and
the strong hierarchical nature of German
companies, it comes as little surprise that
for nearly half of our respondents (48 per
cent), their ideal boss is described as a
leader. This trait is more popular than in
any other country we have surveyed so far
(the cross-country average is 37 per cent).
With the emphasis on leadership and
formality, it would seem to follow that
German workers need and want specific
direction in what, when and how they do
their work. But with our respondents this is
not the case. A strong leader does not mean
someone who merely allocates work to their
employees. Just six per cent of respondents,
less than one third of the average of other
countries surveyed, think their ideal boss is
a director or allocator of work. That Gen Y
Germany don’t tend to want leaders who will
just tell them what to do fits with the notion
that autonomy is encouraged amongst
highly skilled employees in Germany.16
Instead, Gen Y Germany want their leaders
to be motivational. This is seen as a crucial
skill by 52 per cent of respondents. They
also want their bosses to show that they
are knowledgeable and expert at their
jobs. That 47 per cent of our respondents
want this reflects the focus in Germany
on having technical abilities at the top of
the organisation. It is also a consequence
of the German educational system in
which individuals tend to remain in full
time education for longer than their peers
in other countries. Degrees in Germany
can typically take between four and six
years, with the average age of Germans
when they graduate being 28, compared
to the European average of 26.17
FAIRNESS IN THE WORKPLACE
IS IMPORTANT
More so than their ability to motivate
others, the most popular quality of a
leader in Germany is to be fair, which 57
per cent of participants voted for. This is
a significantly higher proportion than in
the other countries we surveyed, with a
cross-country average of 35 per cent.
German financial services
multinational Allianz has
introduced its Leadership
Values to raise the quality of
the company’s leadership and
accelerate the development of
a high performance culture. The
values “convey to every manager
in the Group a clear framework
linking business targets and
desired leadership behaviour”:
• Align strategy and
communication—Great
importance is instilled in
communicating the business
strategy consistently to all
stakeholders in the organisation.
• Promote a high performance
culture—Equal importance is
attributed to assigning targets
which are aligned with the
business strategy. Employees
are provided with coaching
and feedback to ensure that
targets are being reached.
• Focus on our customers—
The focus on the customer
is “relentless” so that
strong relationships can be
developed—a pre-requisite for
which is delivering excellence
in all products, operations,
processes and behaviours.
• Develop our employees—
Transparency is championed
in the way that opportunities
are provided to employees—
all earned through personal
achievements and capabilities.
• Build on mutual trust and
feedback—Success is built
on mutual trust, fairness,
integrity, and clear and open
communication. Employees
are encouraged to innovate,
identify business opportunities,
share knowledge and ideas, and
provide constructive feedback.19
GEN Y AND THE WORLD OF WORK
11
2. LEADERSHIP
Car manufacturer Volkswagen
is amongst the many German
companies that developed works
councils before the European
Works Council Directive became
law. The 1994 directive made it
mandatory for companies with
at least 1,000 employees within
the European Union, and at
least 150 employees in at least
two member states, to inform
and consult with employees.21
According to the company, the
management’s active cooperation
with a works council enables
conflict resolution and allows
the company to discuss its
development with works council
representatives, in a model of
shared responsibility.22 The only
plant which doesn’t currently have
works council representation is
Chattonooga, Tennessee—where
as recently as February 2014
workers voted against joining.23
This emphasis on fairness makes sense in the
context of the highly structured environment
in which German companies operate, where
individuals know clearly what is required of
them and expect to be rewarded for doing it.
This focus on fairness also fits with the idea
of values-based leadership, which has been
identified by Accenture as a prerequisite
for managers within Germany’s most
successful companies.18 The country’s
top companies have recognised that
managing with an emphasis on values
helps build a strong, cohesive culture
that creates continuity and agility.
A MORE SUPPORTIVE
LEADER WITH A SOFTER
SKILL-SET IS EMERGING
Germany are also looking for leaders with a
broader skill-set. The second and third most
popular features of an ideal boss amongst
Gen Y Germany relate to softer skills and
having a closer working relationship.
After being a leader, the second most
important characteristic of an ideal boss
according to Gen Y Germany is that
they are a coach or mentor, which 43
per cent of respondents voted for.
The third most popular characteristic is that
of being someone to confide in and discuss
private as well as work matters with, which
39 per cent of respondents wanted. This
shows an interesting move away from the
traditional nature of workplace relationships
within Germany. The organisational
layers in German companies tend not to
encourage close relationships, particularly
between managers and subordinates.20
However, the newest generation in the
German workforce appear to be looking
to develop more social relationships with
the people they work with and for.
These findings suggest that Gen Y Germany
have slightly different aspirations for their
leaders than previous generations. This is
backed up by two other results. Firstly, 39
per cent of respondents think that being
supportive is one of the most important
qualities in a leader in the workplace.
Secondly, Gen Y Germany are more likely
than any other country we have surveyed
so far to want their boss to behave as a
peer—23 per cent of them described this as
one of the top three traits in their ideal boss.
One of the distinguishing features
of hierarchical structures within
German companies and indeed
a legal requirement, is the
Vorstand—the management
board of a corporation.24 It differs
significantly in nature from the
board of directors which one
would typically find in companies
across other Western countries.25
Primarily it’s more democratic in
nature. Members of the Vorstand
are expected to act collectively
and collegiately—direction is
decided by consensus, each
member having a vote on key
decisions. There is a head, or
Chairman, of the Vorstand, but
unlike a CEO they tend not to have
jurisdiction over other members.
The Chairman is more of a
speaker and ‘primus inter pares’.
However the level of authority
which is assumed by the Chairman
may vary by company.26 When
consensus is not reached within
the Vorstand, then decisions
are deferred to the Aufsichtsrat,
the supervisory board to
whom they are subordinate.
:
The Aufsichtsrat typically
comprises 20 members—and
ten employee representatives,
whose main role is to regulate the
decisions made by the Vorstand.27
IMPLICATIONS FOR HR
The Gen Y Germany workforce want
motivational leaders who are knowledgeable
and expert at what they do. Organisations
will need to ensure that development
programmes build these sorts of skills if
Gen Y are a significant proportion of the
employee base. Important too will be
building fairness and transparency into an
organisation’s culture and people processes.
This generation also desire managers who
coach and mentor them, and who they feel
they can confide in and discuss personal
matters with. This is where Gen Y Germany
differ from tradition, and companies
will need to ensure there is a balance
between leaders who have strong technical
capability as well as the softer skills needed
to support and develop employees.
While technical proficiency amongst its
leaders is important, the emphasis in
Germany is not entirely on hard skills. Gen Y
12 GEN Y AND THE WORLD OF WORK
GEN Y AND THE WORLD OF WORK
13
3. ENTREPRENEURSHIP
The fruits of Germany’s inherent culture of innovation
can be seen in the emergence of some of the world’s
biggest and best-known manufacturing companies,
such as Volkswagen and Daimler, and finance
sector giants such as Deutsche Bank and Allianz.
The country’s biggest sectors—automobile,
manufacturing, engineering, high technology
and chemicals—all put a strong emphasis
on research.28 This focus is reflected in
Germany’s status as the leading European
nation for submitting patent regulations.29
Indeed, innovation is considered important
within enterprise in Germany as uncovered
in a separate survey amongst Gen Y—65
per cent of respondents feel innovation
is essential for business growth.30
There is evidence in the form of their thriving
Mittelstand sector (small to medium-sized,
specialist companies) to suggest that
Germany’s culture of innovation extends
well beyond the largest companies. This
network of typically family-run businesses
employs 70 per cent of the German
workforce and is often attributed to the
resilience of Germany’s economy.31
However in terms of the number of
new start-ups, Germany is slightly less
entrepreneurial compared with its fellow
Western economies. In 2012, just 5.3 per cent
of the German population were engaged in
entrepreneurial activity, half that of the UK,
US and Australia.32 Additionally, Germany’s
standing as the world’s fourth largest
economy33 is slightly at odds with their
support for developing new businesses—
they are ranked 14th by Ernst & Young’s
survey for access to funding and tenth for
coordinated support amongst G20 countries.
This, to some extent, is reflected in Gen Y
Germany’s attitudes to entrepreneurship.
Although the number of respondents who
have already started their own business or
are interested in doing so is more than half of
our sample, this is lower than amongst most
of the other countries we have surveyed.
There is however, a self-starting attitude
within Gen Y Germany towards increasing
14 GEN Y AND THE WORLD OF WORK
Germany is a country renowned
for its high levels of education. Of
the entire population aged 15 and
over, 99 per cent are literate, and a
great deal of importance is placed
on educational attainment.37
As a proportion of Germany’s
total labour force in 2012, 28
per cent have a tertiary level of
education, and 58 per cent have
a secondary level of education.38
This compares to 38 per cent in
the UK.39 The quality of education
is high too. The average student
scored 510 in reading literacy,
maths and science in the OECD’s
Programme for International
Student Assessment—higher
than the average of 497.
their skills: they show a significant desire
for education and personal development.
A bigger share of our sample are still in
full time education, and they also want
to continue with their study if necessary
within their careers. 89 per cent are
willing to study for additional professional
qualifications throughout their career.
This fits with a general culture of
vocational education in Germany.
The vocational education system
provides theoretical classroom training,
which is state-funded, with practical
training on the job for an apprentice’s
salary, and is credited with keeping
Germany’s unemployment rate low.34
There is also an emphasis on training for
industry in Germany and apprenticeships
are still the route into work and further
career development for nearly two thirds of
9 OUT OF 10
ARE STUDYING OR ARE
WILLING TO STUDY FURTHER
THROUGHOUT THEIR CAREER
all young people.35 In 2007 some 1.6 million
young people were in apprenticeships in
Germany, which equates to 40 apprentices
for every 1,000 employed people.36
The level of education in Germany feeds
into a strong research culture within its
companies. Outside of higher education,
there is a strong tradition of research at
scientific institutes such as Helmholtz,
Fraunhofer, Leibniz and Max-Planck40
and the leadership of the top performing
German companies reflects this emphasis.
For example, Herr Professor Doctor
Thomas Weber, member of the board
of management with responsibility for
group research and Mercedes-Benz car
development at Daimler AG, was a scientific
associate at the Fraunhofer Institute.41
Another example is CEO of Deutsche
Post, Dr. Frank Appel, who has an MSc in
Chemistry and a PhD in neurobiology.42
A GENERATION INTERESTED
IN SELF-EMPLOYMENT
The picture of entrepreneurialism in
Germany is complicated. 56 per cent
of Gen Y Germany respondents are
interested in having or already have their
own business, but this is low compared
to other countries we have surveyed.
While there is a culture of innovation within
large German companies that has been
behind a lot of their economic success,
this entrepreneurial spirit does not extend
to being involved in start-ups. Nearly
half of our sample, 44 per cent, have no
interest in being self-employed, which is
higher than all the countries surveyed to
date other than Japan. This is probably
good news for corporate employers!
One way that a culture of innovation is
achieved by some German companies is
through focusing on social responsibility.
This provides a way to widen the skills
and experiences of employees and can
generate ideas that may be adopted
within the organisation. Deutsche Bank,
for example, offers an extensive corporate
volunteering programme to its employees,
not just to boost its own sustainability
efforts, but to engage its employees.43
Employees can volunteer for hands-on
support within social projects, mentoring
school children and immigrants, and act as
social entrepreneurs. In 2012, 27 per cent of
DB’s employees in Germany volunteered in
its own programmes, and seven per cent
volunteered in external programmes. The
effect of this has been to improve internal
brand identification among employees.
INTERNATIONAL TRAVEL IS
IMPORTANT TO THE MAJORITY
While individual start-ups may not be
something a significant proportion of
Gen Y Germany want to embark upon,
there is a pioneering trait within them
that emerges as part of the population’s
desire to explore the world.
In 2009, international tourism figures from
the World Bank show that out of c. 1 billion
international departures worldwide, there
were 72.3 million international departures
from Germany, which is second only to
Hong Kong, where there were 82 million
departures in the same year.44 This compares
with 61.4 million international departures
from the US, and 58.6 million international
departures from the UK.45 These figures
suggest that there is an inherent disposition
for travel amongst Germans that
distinguishes them from other populations.
And like the majority of the German
population, Gen Y Germany want to travel
too. Of our sample, 79 per cent want some
sort of international work opportunity.
But there are still some of Gen Y Germany
who want to stay at home—quite a
significant proportion, 21 per cent, are not
interested in any kind of international work
opportunity, which will be important to
bear in mind for some organisations.
There are high profile examples
of this focus on lifelong learning
within the German workplace.
Dr. Bernhard Reutersberg, member
of E.ON’s board of directors, is one
example of a high-profile German
businessman who studied for his
degree and doctorate while also
working as a trainee banker at
Deutsche Bank.46
The culture of learning is
underpinned by German
companies with a focus on highlevel vocational training. Siemens
and Volkswagen are amongst the
companies seeking apprentices,
in the former’s case from across
Germany and Europe, and in
the latter’s case, in applying the
German model to the company’s
operations abroad, specifically the
US, in order to up-skill people who
are out of work.47
LIFELONG LEARNERS
for a corporate employer or SME seems
to be the more likely career choice.
Lifelong learning is seen as important.
Of our respondents, significantly more
are students in full time education (35 per
cent) than in any other country we have
surveyed so far—the cross-country average
is 24 per cent. More generally though,
an emphasis on education looks set to
continue throughout their careers, with 89
per cent saying they are willing to study
for additional professional qualifications.
13 per cent are already doing so—which is
also a higher proportion than any of the
other countries we have surveyed so far.
Businesses will need to continue the
strong educational ethic started in the
school system through to the larger
corporates in Germany and ensure that
their Gen Y recruits have access to the
range of training and ongoing learning
opportunities at work that they expect.
It is important to consider how the next
generation of expert leaders can be trained
and developed more widely, particularly as
Gen Y Germany are eager to learn and now
expect broader skills from their leaders.
IMPLICATIONS FOR HR
Germany’s culture of innovation does not
translate into a culture of start-ups. When
it comes to being self-employed, our data
suggests that whilst there is an appetite for
entrepreneurship, generally Gen Y Germany
are more tentative than their international
peers in their interest in this area—working
Like many other members of German
society, Gen Y would like to travel with their
work, but there is still a significant proportion
that have no interest in this. Managers will
need to understand which employees are
motivated by the opportunity to work on
international projects, and which are not,
in order to get the best out of people.
GEN Y AND THE WORLD OF WORK
15
4. ATTRACT
German culture has often been characterised as having
individuality and competition at the core of its psyche.48
This notion has extended to the workplace.49 Aspiring
to financial success and progressing up the leadership
ranks have become synonymous with German corporate
culture. As such, the loyalty, hard work and productivity
for which Germany is also known are requisite traits in
order to succeed in this competitive environment.50
TOP SIX FACTORS WHEN
DECIDING ON A POTENTIAL
EMPLOYER:
Gen Y Germany in some senses seem
to conform with tradition when it
comes to what they desire from a
prospective employer. In keeping with
the German impetus on progression
through a company’s ranks, they value
job security highly. Over one third of
respondents say this defines career
success for them. It’s also little surprise
that, like their international peers,
interesting work is what they seek most
from their working environment.
Interestingly, flexibility is the second
most popular answer for what Gen Y
Germany look for in potential employers,
which is perhaps counter-cultural. Even
more of a divergence though is shown in
their attitude towards social life at work.
While questioning the boss is accepted
in Germany, a clear-cut hierarchy defines
management-employee relationships.
Consequently individuals do not normally
socialise with their subordinates or
managers at work.52 More common is
socialising at a peer-to-peer level.53
But for our Gen Y Germany respondents,
fun and social interaction is very
important—significantly more so than
for their peers in other countries.
16 GEN Y AND THE WORLD OF WORK
FUN AND SOCIAL WORKING
ENVIRONMENT
45%
When asked to rank what is most
important for them in a working
environment, 48 per cent of our Gen Y
sample said social life around work. This
came second only to interesting work.
This is significantly more important
than in any of the other countries that
we have surveyed so far—the crosscountry average of Gen Y ranking
social life around work as important in
a working environment is 24 per cent.
When we sought to establish from our
respondents what is most important when
deciding to work for a potential employer,
the desire for fun and social interaction
was even more apparent. The largest
proportion compared to other countries
(45 per cent) cited this a key factor.
Of those respondents who choose fun
or social interaction when deciding to
work for a potential employer, 38 per
cent also want to have variety from
their careers, suggesting a move away
from the idea of German employees
having a clearly defined position
within a team and an organisation, and
an idea in which there is little social
interaction between colleagues.
Furthermore, opportunities for fun and
social interaction are more important to
41%
German employment law tends to
favour employees.54 The average
working time tends to be 35–40
hours over a five day week, and the
daily productive working time does
not normally exceed eight hours,
with one hour for lunch. Working
on Sundays is generally prohibited
and, despite the statutory
entitlement to 20 days’ holiday per
year, typically employees get 25–30
days’ annual leave. So a work-life
balance is clearly legislated for
which might explain why it’s not
even a consideration when Gen Y
Germany are asked what defines
career success—cited less than
any other country surveyed.
In Germany, a mandatory social
security system consisting of
health insurance, home care,
nursing insurance, pension and
unemployment insurance is
typically paid for by employer
and employee equally. And in
companies with more than five
employees, they may elect a works
council that negotiates and consults
with the employer over a range
of employee relations issues.55
TRAINING AND DEVELOPMENT
THE IMPORTANCE OF
FLEXIBILITY
38%
Like many of their peers around the world,
Gen Y Germany want flexibility at work.
When asked what is most important
when deciding to work for a potential
employer, 41 per cent said flexibility,
second only to fun/social interaction.
CORPORATE REPUTATION
29%
When considered specifically in relation
to rewards and benefits, flexibility again is
key for Gen Y Germany. Being able to work
flexible hours comes second only to salary
and bonus, with 42 per cent of respondents
stating this as what they would look for in
a potential employer’s benefit offering.
DEFINED CAREER PATH
25%
BENEFITS OFFERED
25%
Gen Y Germany than benefits—just one
in four see benefits offered as the most
important factor when deciding to work
for a potential employer. But when it does
come to workplace rewards and benefits,
the most important are monetary—base
salary (63 per cent) and potential to
earn bonus (53 per cent) come ahead of
having flexibility at work for example.
They think this is achievable too—72
per cent say this, with 33 per cent
believing it to be achievable across
all areas of the job market.
This confidence in the jobs market is
unsurprising considering the positive
employment figures within Germany and
the employee-friendly legal environment.
Strong employment figures have remained
even throughout the economic crisis,
and youth unemployment in Germany
decreased by 0.1 per cent in the year
to August 2013, to 7.7 per cent of the
youth population.56 This was from a
high of 16.5 per cent in 2005.57
FUN / SOCIAL INTERACTION
FLEXIBILITY
It’s perhaps this emphasis on productivity
which has also led to another trait—that
of separating work and social spheres.
Germans have been described as often
having a closed-door policy at work.51
57 per cent voted for it. After this, they
want job security most from their careers—
voted for by 48 per cent of respondents.
INTERESTING AND SECURE
WORK IS DESIRED
When they are looking for a job, Gen Y
Germany are less likely to focus on personal
wealth as the key factor as much as they
look for interesting work and job security.
Interesting work, as it is for many of their
peers around the world, is the top aim for
Gen Y Germany’s careers more generally:
Although flexible working isn’t the norm
in Germany,58 the more progressive
and successful German companies are
introducing alternative ways of working,
with positive results. Carl Zeiss, an optical
systems maker, introduced flexible working
arrangements within its Semiconductor
Manufacturing Technology division,
following discussions with the company’s
labour representatives.59 In return,
employees have been willing to be flexible
about pay and conditions because their
long-term job security is guaranteed.60
GEN Y AND THE WORLD OF WORK
17
4. ATTRACT
IMPLICATIONS FOR HR
REWARDS & BENEFITS
FIVE MOST ATTRACTIVE
REWARDS AND BENEFITS:
63%
53%
BASE
SALARY
POTENTIAL
TO EARN
BONUS
35%
LEVEL OF
HOLIDAY
ALLOWANCE
18 GEN Y AND THE WORLD OF WORK
42%
FLEXIBLE
WORKING—
WORK FLEXIBLE
HOURS
29%
One of the main areas for German
companies to get to grips with for their
Gen Y cohort is to develop a company
culture that encourages social interaction
and a ‘fun’ side to work. Gen Y Germany
appear to want to move away from the
traditional workplace culture within the
country and desire something more
sociable than has previously been the case.
Like other Gen Y populations around the
world, monetary rewards and benefits
do not come top of the list for attracting
them to a company, but interesting work
and flexibility are extremely important.
Financial rewards must still be competitive
to attract this section of the workforce, but
any reward strategy must also consider
flexibility of hours and location of work,
given their importance to this population.
.
FLEXIBLE
WORKING—
WORK AT HOME
GEN Y AND THE WORLD OF WORK
19
17
5. RETAIN
In Germany, just 12.8 per cent of workers leave their job
before the end of their first year, compared with 28.8
per cent of US workers, according to the Organisation
for Economic Co-operation and Development.61 Further
data from the German research body, the Institute for
Employment Research (IAB), found that the average
length of service for a German employee is 11 years.62
There is little doubt that loyalty is a key component
of the German workforce, as is a sense of pride in
the quality of work completed.63 It is also one of the
reasons for the success of many German companies.
Germany’s top bosses remain in post for
longer than in other countries. Research
from Accenture revealed that chief
executives of highly successful German
companies have an average tenure of
7.6 years, compared with 6.7 years for
their peers.64 The longest CEO tenures at
the best performing German companies
average 18.5 years, compared with 10.5
years for their less well-performing peers.65
MOST IMPORTANT
FACTORS IN THE
WORKING ENVIRONMENT:
68%
INTERESTING
WORK
HOW MANY EMPLOYERS
GEN Y GERMANY EXPECT
TO HAVE IN THEIR CAREER:
48%
43%
SOCIAL LIFE
AROUND WORK
FLEXIBLE
HOURS
37%
31%
WORKING IN
TEAMS
STRUCTURED
TASKS AND TIME
There are a number of reasons mooted
for this loyalty, amongst them good
salaries and the opportunity for education
and development.66 A sense of loyalty
to an employer fits with the idea of
the hardworking, proud and ambitious
German employee, eager to progress,
highly productive and respectful of
their technically proficient bosses.67
For Gen Y Germany this loyalty can be
ensured, and employee performance
maximised, if organisations take into
account their particular needs and wants
from their career and work environment.
1–3
4–6
7–9
10+
51%
39%
8%
2%
THE IMPORTANCE OF
THE RIGHT WORKING
ENVIRONMENT
environment that offers them fun and
social interaction, but they also need to
get job satisfaction, which is important to
nearly two thirds of them (61 per cent).
Gen Y Germany are likely to be loyal
within the right environment. More
than half (51 per cent) expect to have
between one and three employers in the
course of their careers. This compares
with an average of 36 per cent across
all the countries we have surveyed.
DELIVERING JOB
SATISFACTION IS VITAL
However, the majority (55 per cent)
indicated that ‘it depends’ when asked
about how long they should spend with
their employer. This suggests that given
the right environment at work, they will
stay with an employer if the employee
value proposition is strong. This was the
most popular response of all the countries
we have surveyed so far—the crosscountry average was 44 per cent. Equally,
Gen Y Germany are the least likely to
think they should spend two years or less
with their employer (19 per cent) against
a cross-country average of 34 per cent.
There are a number of factors most
likely to help retain Gen Y Germany.
They are most likely to stay longer in an
20 GEN Y AND THE WORLD OF WORK
There are various ways to drive job
satisfaction for Gen Y. For half of them,
satisfaction comes from interesting
and varied work, which is significantly
more important than in any other
country surveyed so far. The crosscountry average is 32 per cent.
After the nature of the work that they are
engaged in, feeling valued and appreciated
is the next most popular driver of job
satisfaction, voted for by 49 per cent of
respondents. This desire fits in with the
sense of mutual respect placed on other
team members and managers within the
German workforce.68 It is also backed up
by the 34 per cent of our respondents who
see being part of a motivated team as likely
to give the most job satisfaction, more
than any other country we have surveyed
so far. This also fits with the sense of pride
that many German workers have in their
employer and their achievements.69
Germany is a major industrial
nation, and is the third biggest
exporter in the world.71 It is widely
seen as a highly productive
country, and this is reflected in
contemporary data. According
to Trading Economics, German
productivity is rated as 102.30
compared to the UK at 100.50.72
Despite shorter working hours,
their output is higher—perhaps a
reflection of their workplace culture.
While it is not the case in all German
companies,73 anecdotal evidence
suggests strict expectations around
punctuality74 and even some reports
of employees being prohibited
from talking to colleagues
(unless it’s work-related).75 This
presents an interesting contrast
to our cohort, who prefer a
more social environment.
GEN Y AND THE WORLD OF WORK
21
5. RETAIN
WATCH GEN Y THRIVE IN
A SOCIAL ENVIRONMENT
Just as a social culture will attract Gen Y
Germany to working for an organisation,
so too will it keep them there. In a clear
step away from traditional German
working environments, this younger
generation want to socialise more with
their employers and colleagues.
For 48 per cent of our respondents, social
life around work is the most popular
attribute in a working environment. This is
significantly more important than any other
country—the cross-country average for
other countries surveyed is 24 per cent.
FLEXIBILITY AND
PRODUCTIVITY
IMPLICATIONS FOR HR
Creating loyalty will mean organisations
need to invest in working environments
that Gen Y Germany want to work in,
which deliver job satisfaction through
varied and interesting work.
Gen Y Germany want to feel valued and
appreciated, which includes taking the
time to listen to them. Getting feedback
from employees and providing them with
regular appraisals, feedback and coaching
will ensure they are aware of their own
contribution and how much it is valued.
Establishing a positive social
environment will also be important,
and this will provide a simple way for
businesses to retain Gen Y Germany.
Flexibility is not a common feature of
the German workplace. Employees
tend to work their allotted eight hours
a day within the place of work.70 But
Gen Y Germany are increasingly looking
for flexibility in their working lives.
The ability of an employer to offer
flexibility at work is voted for by 41
per cent of respondents as the most
popular reason for deciding to work for
a potential employer—the second most
popular reason overall. The same is true
when it comes to preferred benefits.
Flexible hours are desired by 42 per cent
of respondents, and flexibility to work
at home is desired by 29 per cent.
22 GEN Y AND THE WORLD OF WORK
GEN Y AND THE WORLD OF WORK
23
6. TECHNOLOGY AND
SOCIAL MEDIA AT WORK
Germans have adapted to the changes that social
media and technology bring to both their working
and social lives. They have also sought to manage
the repercussions of social networking, our research
suggests. The country has led the way in policies to
address the impact of technology on working lives,
with the Ministry of Employment recently implementing
guidelines that ban managers from emailing
employees out of hours, apart from in emergencies.76
This approach has also been adopted in the
private sector, with Volkswagen, BMW and
Puma restricting the sending or receiving
of emails out of office hours.77 Among the
reasons for this is the fear that employees
will burn out if they are constantly accessing
their smartphones.78 Far from being slaves
to technology, the majority of those of Gen Y
Germany surveyed by Cisco only check
their emails, texts or social media as part
of their morning routine if there is time.79
Privacy is also an important concept
in German society. Within the German
workplace, privacy is considered vital for
both employees and managers,80 and the
country does not operate an open door
policy with managers.81 This applies to
online activity too. A higher proportion than
those surveyed by Cisco in the UK, US and
Australia (54 per cent of Gen Y Germany)
want their internet browsing to be private.82
The use of technology is still high in Germany,
however. Of 14–19-year-olds in Germany,
78 per cent had a mobile phone in 2013,
alongside 69 per cent of 20–29-year-olds.83
Of the population with a mobile phone, 62
per cent now have a smartphone.84
In relation to tablet user penetration, the
figure for Germany in 2013 was 25.9 per cent,
predicted to rise to 45.9 per cent by 2017.85
Many of these findings are reflected in our
own research, with the majority agreeing
that technology is blurring the boundaries
between work and social life.
However, Gen Y Germany still see more
traditional methods of communication at
work retaining popularity—email, for example.
And, despite the acceptance that social
media profiles will be checked during the
recruitment process, Gen Y Germany are still
following traditional application channels.
ADAPTING TO SOCIAL
NETWORKING
Gen Y Germany understand that
technology will intrude into their
social and work lives, and they have
sought to adapt to this intrusion.
The majority—57 per cent—agree that
technology is blurring the boundaries
between work life and social life. However,
more of Gen Y Germany disagree than agree
that social media makes it hard to switch
Google-commissioned research
has found that workers in Germany
are the least enthusiastic about
social media in the workplace,
with a below-average 53 per cent
of those surveyed by Millward
Brown saying social media would
improve the way they work.86
Workers in Italy, Spain and the UK
are all much more enthusiastic
than Germans about how social
tools could help them find
information and build professional
relationships, for example.87
off at weekends (41 per cent versus 35 per
cent) and on holiday (49 per cent versus
31 per cent). This is consistent with the fact
that more than any other country, Gen Y
Germany aren’t concerned about work-life
balance when it comes to what they want
to achieve from their careers—it might be
that it’s so commonplace that it’s taken for
granted. Germany seems to be a nation that
has its relationship with work and technology
under control.
TRADITIONAL COMMUNICATION
METHODS ARE STILL POPULAR
Despite their acceptance and understanding
of social networking technology,
Gen Y Germany believe that traditional
communication methods will remain
popular. This cohort are the most likely
respondents out of all of the countries we
surveyed to think that email is going to be
the most common means of communication
five years from now, at 82 per cent.
In a more surprising twist, the second
most popular choice of workplace
communication is not the mobile phone,
as with other country respondents,
82%
61%
EMAIL
OFFICE PHONE
51%
HOW GEN Y GERMANY EXPECT
TO COMMUNICATE AT WORK 5
YEARS FROM NOW:
24 GEN Y AND THE WORLD OF WORK
MOBILE PHONE
(CALL)
but the office phone—chosen by 61 per
cent of respondents vs. 51 per cent who
selected the mobile phone. It seems Gen Y
Germany do not expect much change at all
from the current status quo in this area.
Gen Y Germany are fully aware that their
social media is likely to be checked by
potential employers—a huge 73 per cent
of our respondents expect this to happen.
However, just one in ten respondents
assigned high importance to having an active
Facebook profile when looking for a new job.
For other social media recruitment channels,
the figures were lower. Perhaps because of
the prevalence of Xing, having a complete
profile on LinkedIn is only seen as important
by nine per cent of our sample, and having
recommendations by just four per cent.
Having an active Twitter profile (four per
cent) and having a Facebook CV (two per
cent) were also far less popular than a more
traditional approach to job hunting. Instead,
54 per cent of Gen Y Germany think that
having a one or two-page CV is the most
important way of looking for a new job.
This is not to say that professional networking
sites are not used by Germans. Hamburgfounded social media platform Xing is
becoming increasingly popular among
German-speaking countries for professional
networking, and is one of the few sites that
has challenged LinkedIn for dominance in
a country. Xing has six million users across
Germany, Switzerland and Austria.88 This
compares to 2.5 million LinkedIn users
in Germany at the time of writing.89
IMPLICATIONS FOR HR
Gen Y Germany appear to have a
relatively healthy relationship with social
media. Largely, they are aware of the
threat of technology to work-life balance
and manage it well. As put by the then
German labour minister, Ursula von der
Leyen, “technology should not be able
to control us and dominate our lives.
We should control technology.”90
Gen Y Germany also expect traditional
communication forms (email and office
phone) to maintain their dominance at work.
Social media is not something they see
catching hold within the workplace any time
soon, and organisations should bear this in
mind—forcing changes to their relationship
with social media will not be popular.
However, that doesn’t mean Gen Y
Germany don’t feel that it has a place in the
recruitment process. While they still expect
to provide a traditional CV, and LinkedIn
hasn’t taken off as quickly as it has in other
countries, Xing has a huge membership
in Germany for networking purposes.
Further, they are realistic about the fact
that, when applying for jobs, potential
employers are likely to look at their social
media profiles. They don’t expect them to be
used while at work, but are aware that they
provide a window into their personalities
which organisations may choose to review.
REFERENCES
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Library of Congress, http://countrystudies.us/germany/134.htm
2. Solsten passim
3. OECD (2013) ‘Better Life Index: Germany’, http://www.
oecdbetterlifeindex.org/countries/germany/
4. World Business Culture (2013) ‘Business Culture in Germany’, http://
www.worldbusinessculture.com/Business-in-Germany.html
5. UK Trade and Investment (2014) ‘All mid-sized businesses to receive
tailored trade advice’, https://www.gov.uk/government/news/
all-mid-sized-businesses-to-receive-tailored-trade-advice
6. Schmidt, Patrick L. (1999) ‘Understanding American and
German Business Cultures’, Meridian World Press
7. World Business Culture passim
8. Volkswagen AG (2013) ‘Senior Management’, http://www.volkswagenag.com/
content/vwcorp/content/en/the_group/senior_management/winterkorn.html
9. Daimler AG (2013) ‘Corporate government, bodies, board of management’,
http://www.daimler.com/company/corporate-governance/bodies/board-ofmanagement
10. Siemens (2013) ‘About Siemens, Management and corporate structure’,
http://www.siemens.com/about/en/management_structure.htm
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GEN Y AND THE WORLD OF WORK
25
ABOUT HAYS
SELECT BIBLIOGRAPHY
360 (2013) ‘Country Profiles: Germany’.
Hays is the world’s leading recruiting expert
in qualified, professional and skilled work.
We employ over 7,800 staff in 239 offices
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Baums, T. (2014) ‘Personal Liabilities of Company Directors in German Law’, University of Osnabrueck.
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Central Intelligence Agency (2014) ‘The World Factbook: Germany’.
Charkham, J. (1994) ‘Keeping Good Company: A Study of Corporate Governance in Five Countries’, Oxford University Press.
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E.ON (2013) ‘Board of management: members’.
eDiplomat (2014) ‘Germany’.
eMarketer.com (2013) ‘Mobile device usage on the rise in Germany’, eMarketer.com, September.
Our recruiting experts deal with 150,000 CVs every
month and more than 50,000 live jobs globally
at any one time. The depth and breadth of our
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Europa (1994) ‘European Works Council’.
Our job is to know about professional
employment, employers and employees.
Solsten, E. (1995) ‘Germany: A country study’, Washington: GPO for the Library of Congress.
For more information, visit hays.com
The Financial Times (2013) ‘IG Metall union calls for 5.5% pay rise’.
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Xing (2012) ‘Xing passes 6-million-member mark in German-speaking countries’.
26 GEN Y AND THE WORLD OF WORK
GEN Y AND THE WORLD OF WORK
27
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