In the debate about Generation Z women leaders, the question is increasingly asked: “Are they ready for leadership?” and more often: “Do organizations create conditions for building decision-making experience?” Younger women managers bring a great awareness of boundaries, mental health and the meaning of work to teams. Occupational burnout is becoming one of the key business risks (WHO, “Burn-out an occupational phenomenon”; Gallup State of the Global Workplace). Organizations that systematically take care of well-being experience lower employee turnover and greater engagement.
– We live in times of profound changes that make us rethink meaning and values. In a world full of stimuli, people are increasingly more transactional: they focus on the here and now. At the same time, we all need security and stability, which is difficult to obtain in uncertain times – describes Jolanta Bańczerowska, Chief People Officer at the Żabka Group.
Jolanta Bańczerowska, Chief People Officer at the Żabka Group / Press materials / Photo. Matt. press releases
In her opinion, well-being and ambition are not contradictory. – Companies that can give meaning, build a sense of belonging and truly support people’s well-being gain trust and loyalty – indicates.
Although many companies today declare equality and inclusion, real change only occurs when values are translated into everyday management processes. In the Żabka Group – as our interlocutor emphasizes – equality is not an image project, but a standard of operation.
– Women today are in a place they created for themselves. We are well-educated, we have competences and we are resistant to change. Equality is not a goal, but a standard. At the Żabka Group, building an equal work environment is obvious – convinces the leader.
From an organizational perspective, this means, among others: designing HR processes in a way that minimizes the risk of bias. Recruitment and promotions are based on clearly defined competence criteria, and personnel decisions are increasingly supported by data analysis, not the manager’s subjective assessment.
One of the key mechanisms supporting women’s careers is sponsorship – the active use of influence by seniors. Research shows that people who receive sponsorship advance faster than those who only benefit from mentoring (Harvard Business Review; WGEA). – My younger colleagues impress me with their courage – they don’t have the words “it’s inappropriate” in their heads, they believe that everything is possible. Those who have more professional experience can show them how important knowledge, reflection and listening to themselves are, says Jolanta Bańczerowska.
At the Żabka Group, this approach translates into a culture in which talent development is a shared responsibility of leaders. This includes both formal development programs and everyday decisions regarding project assignments, exposure to responsibility, and visibility within the organization.
Demographic changes are making multigenerational teams the norm. According to the forecasts of the European statistical office (Eurostat Labor Market Projections), the participation of people 55+ in the labor market will systematically increase. At Żabka, multigenerationality is perceived as capital and a driving force of development.
– The fact that women from different generations can draw on their experiences today is of great importance. I would like us to learn as much as possible from each other – emphasizes a member of the Żabka Group management board. This approach supports knowledge transfer, reverse mentoring and building teams with complementary competences. Numerous studies (including OECD, “Ageing and Employment Policies”) indicate that teams diverse in terms of age can achieve better innovative results if the organization is able to manage different work styles.
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