We often hear that Generation Z entering the labor market is difficult for employers. People talk about the lack of attachment to a full-time job, the desire to make quick profits and work for one’s own account. Is a young woman who is starting her career today still material for a traditional businesswoman?
It depends on how we define the concept of a businesswoman. For the generations that hold top positions today – Generation X and early millennials – this term was associated with great sacrifice. It was defined through the prism of murderous work, staying in the office for several hours a day, reconciling the role of a mother with an impeccable home and taking everything on one’s own shoulders. Young women from Generation Z see it completely differently. They don’t want to be “oppressed”. They want to pursue their ambitions, but on their own terms. Their priority is work that does not take away from their private life, passions and mental health. Does this mean they won’t be businesswomen? In my opinion, they will be a much healthier person because they can put themselves first.
This sounds like a revolution in the approach to company loyalty. Are corporations prepared for this?
This is a huge management challenge. The times when deadlines could be extended until midnight, expecting the team to work the “second shift”, are over. Employers need to understand that professional development is not a sprint, but a marathon. If we work beyond our strength, don’t get enough sleep and don’t take care of ourselves, success will be short-term. Sooner or later it will affect your health or private life. Young women care deeply about this and I deeply respect that. They want to have time for a walk, to eat something good, to meet friends. And this does not mean that they work worse.
Do you have concrete evidence of this from your own environment?
Yes, I recently had the opportunity to work in a team with a Generation Z girl. He was an incredible talent – an ambitious, well-educated person, with a clear idea for himself. What attracted me to it was the respect for one’s own time limits. She worked as much as the contract stipulated. Was her work of inferior quality? Absolutely not. During these eight hours, she was able to focus incredibly on her tasks, thanks to which she delivered projects at the highest level. She simply went out to live her life after finishing work. This is proof that it is possible to achieve great results without the “inn”, which for years was considered the only path to success.
Maybe this “inn” was necessary because the business world used to be more brutal for women?
Definitely yes. The women who are at the top today entered a market completely dominated by men. They had no choice. They had to prove their value twice as much, show that they were willing to sacrifice everything to be noticed and appreciated. Today, these young girls are taking a slightly different path, although the question of whether it is possible to make a great career without this extreme sacrifice still remains open. We will see this when Generation Z fully takes over the reins of organizations.
So, do today’s young leaders need mentoring and support programs if they are confident in their values?
They need them, but in a different form. Personally, I strongly believe in mentoring and sharing knowledge between departments, countries and, above all, between generations. Young people appreciate that someone can wisely guide their development path. Sometimes this is more important to them than the salary itself. If a manager can point out: you are here today, but if you take these two steps, you will be here in a year and I will help you, it builds incredible loyalty. At DHL, we have very developed mentoring programs. I participated in them as a mentee and was lucky to learn from wonderful women from different parts of the world. This gives great strength, especially in a huge corporation, where there are plenty of opportunities, but sometimes it is difficult to see them yourself.
I noticed that you avoid gender division in these programs. Is mentoring at DHL only for women?
Both yes and no. We are an organization that promotes complete equality, regardless of gender or nationality. Most of our programs, such as the one for new graduates, are open to anyone who has talent and willingness. This particular program lasts two years, allows you to test yourself in various departments, travel abroad and cooperate directly with top management. On the other hand, we also have initiatives dedicated specifically to women, such as a program for women managers. These are series of meetings with leaders from America, Asia and Europe, during which we share experiences. We even have a common book club where we talk about books, not only business ones. This creates a virtual space for building a network of contacts, which is crucial for women.
Do your observations show that women need such support more often than men?
This is a difficult question. Perspective changes with generations. When entering the market, my friends often had to work on believing in their own skills. We had competences, but we lacked the courage to speak about them loudly. Young Generation Z girls seem to be more aware of their self-worth. They travel the world, know languages, and are well-educated. However, everyone, regardless of age, has moments of uncertainty. The mentoring program helps you select a mentor for specific needs. One person wants to work on their confidence when presenting, another wants to understand how the global structure of the company works. Talent management selects pairs based on these individual needs.
You talk about women supporting each other, but there is an opinion that in the business world a woman is still a wolf and there is ruthless competition at the top.
Unfortunately, this stereotype did not come out of nowhere, but we are trying to break it. Women used to fight with men for a place at the table. Today some people claim that they fight both with men and with each other. However, I believe in “female power”. When a new girl joins my team, I want her to immediately feel that she has an ally in me, not a rival. This synergy benefits the entire business. If there are only men in the company, there is a lack of female perspective and energy. If we focus only on competition between women, we lose the potential for cooperation. There is a very strong female representation at DHL. In many teams we have a 50-50 split. And this is not artificial inflation of statistics. These women are simply very strong in terms of content. We have great leaders in finance, business development, and managing directors. Our group-wide CFO is a woman, which sends a message to all employees that there is no glass ceiling if you have the right skills.
Why do you as a company invest so much in mentoring and support? Is it worth it?
Of course. Above all, the company gains loyalty. An employee who feels that the organization cares about him becomes better at what he does. He feels that he will not be stuck in one position for 20 years, but can get promoted, go on a foreign project or get into a talent program. For me and my younger friends, development is key. We don’t want to stand still. If a company gives us opportunities, we want to stay there and give our best.
What is the most important message you would like to send to women in business, regardless of whether they are from generation X or Z?
Let’s stop competing and start supporting each other. Success is built by people, not gender. That’s why I would like us to stop looking at other people through the prism of gender and start noticing what they bring to the team. Each of us has different talents. Only combined forces create something unique. If you believe in people, listen to them and properly manage their talents, even their weaker sides, they can achieve amazing things. We have a lot of such talents at DHL and my dream is to have more of them.
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