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While good leadership is often witnessed
indirectly on a larger and sometimes
global scale by investors who keep an
eye on a company’s progress, there
is, not surprisingly, a high level of
importance placed on the way a company
approaches its employee development strategies
on a personal level. Luckily, one of
the more advantageous aspects of having
a dynamic and changing labor pool is
the availability of a high number of
younger, tech-savvy recruits who are,
more likely than not, more susceptible
to be influenced by charismatic leaders
who appeal to their ambition.
Indeed,
psychologists have found that college
grads between the ages of 21 and 28
in most major tech industries respond
incredibly
well to Human Capital Management programs
headed up by engaging and personable
leaders.
It
has
been
found that leadership success comes most
often
from those who have a certain level
of the “big brother” or “big
sister” approach to the younger
recruits, guiding them in a nurturing
manner that inspires a sense of loyalty
and trust.
It should also be mentioned
that a similarly charismatic approach
should be taken with members of the
other age groups, although adjusted
somewhat
so as not to demean them. Yet while
other age groups do also respond
well to good
leadership, the salient quality
of the younger demographic is its ability
to adapt to the constantly evolving
technology of their respective fields.
When hiring
for senior positions in HCM teams,
it is important to focus primarily
on the
level of leadership skills demonstrated.
continued on page 1,
2, 3
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