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1 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORKA report into the workplace needs, attitudes and aspirations of Gen Y Germany

GERMANY

3GEN Y AND THE WORLD OF WORK2 GEN Y AND THE WORLD OF WORK

CONTENTS FOREWORD

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.

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.

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

FOREWORD 3

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


ABOUT OUR SURVEY

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.

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.

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.

SUMMARY OF OUR RESEARCH

GENDER SPLIT

AGE SPLIT

REGIONAL REPRESENTATION

Bremen

Nieders

achs

en

Hambur

g

Nordrh

ein-W

estfa

len

Schle

swig-H

olstei

n

Hesse

n

Rheinl

and-P

falz

Saarl

and

Baden

-Wür

ttemberg

Bayern

Berlin

Branden

burg

Meckle

nbur

g-Vor

pommern

Sach

sen-

Anhalt

Sach

sen

Thür

ingen

1% 4%8%

3%7%

4% 5%2% 2% 3% 6%

2%2%

13%16%

22%

4.0%

18 19 20 21 22 23 24 25 26 27 28 29 30

3.5%

10.1%12.7%

8.5% 7.5% 6.9% 7.7% 7.4%9.0%

5.9%7.6% 9.2%

YEARS IN WORK

19.7%

0–12 months

10.4%

13–24 months

9.4%

25–36 months

25.0%

Over 3 years

5.4%

Not started working since

completing full time

education

30.1%

Still in full time

education

CURRENT WORKING STATUS35%

Student/in full time education

29%

Working full time—in first full time job

(35 hours per week or more)

10%

Working part time (up to 35 hours per week)

5%

Unemployed and looking

for work

Working full time—not first

full time job (35 hours per week or more)

11%

2%

Intern

8%

Other

PROFILE OF RESPONDENTSA 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.

Female49%

Male51%


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

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.

1. GEN Y GERMANY AND THE WORLD OF WORK

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, world-famous 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

BENEFITS OFFERED

25%

FUN / SOCIAL INTERACTION

45%

TRAINING AND DEVELOPMENT

38%

FLEXIBILITY

41%

CORPORATE REPUTATION

29%

DEFINED CAREER PATH

25%

TOP SIX FACTORS WHEN DECIDING ON A POTENTIAL EMPLOYER:

MOST IMPORTANTFACTORS IN THEWORKING ENVIRONMENT:

68% 48% 43%

37% 31%

INTERESTINGWORK

WORKING INTEAMS

STRUCTUREDTASKS AND TIME

SOCIAL LIFEAROUND WORK

FLEXIBLEHOURS


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.

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

simple managerial intervention that can make a significant difference to how people feel and perform.

TRADITIONALISTS WHO ARE ADAPTING TO SOCIAL MEDIA

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.

Although privacy is important to them, they recognise that employers might look at their employees’ social media activity.

IMPLICATIONS FOR 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 become typical of German companies are still desired, but increasingly, Gen Y Germany want a boss who will nurture a closer relationship with them.

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.

Gen Y Germany are both pioneering and traditional. They are showing increasing signs of an interest in entrepreneurialism and want to travel and continue to educate themselves throughout their careers. Understanding how Gen Y Germany’s ambitions are changing will be vital to building a leadership cadre for the future.

1. GEN Y GERMANY AND THE WORLD OF WORK

52 per cent say that being able to motivate others is one of the top three most important leadership qualities

TECHNOLOGY AT WORKSOCIAL MEDIA:

ENTREPRENEURIAL INTENTIONS:

31% CAN’T RESIST LOOKINGAT WORK EMAILS WHENON HOLIDAY

35% FIND IT HARD TO SWITCH-OFF FROM WORK AT WEEKENDS DUE TO CONSTANT CONNECTIVITY

24% AGREE THAT EMPLOYERS ARE WITHIN THEIR RIGHTS TO CHECK THE FACEBOOK PAGES OF FUTURE EMPLOYEES

50% THINK THAT EMPLOYERS SHOULD TRUST THEIR EMPLOYEES TO USE PERSONAL SOCIAL MEDIA AT WORK













ARE SELF EMPLOYED/HAVE THEIR OWN BUSINESS

44%

39%

14%

3%

AGREE THAT HAVING THEIR OWN BUSINESS IS THEIR MAIN CAREER OBJECTIVE

WOULD CONSIDER HAVING THEIR OWN BUSINESS IN THE FUTURE

ARE NOT INTERESTED IN HAVING THEIR OWN BUSINESS


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.

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

Whilst hierarchy is important in German companies, it is typical to find employee or union representation on boards. The influence of unions in corporate

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.

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

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

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

2. LEADERSHIP

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

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 GERMANY’SIDEAL BOSS:

48%LEADER

24%ADVISOR

6%DIRECTOR/ALLOCATOR

OF WORK

39%CONFIDANT/

DISCUSS PRIVATE &WORK MATTERS

FRIEND

10%PEER

23%

COACH/MENTOR

43%

MOST IMPORTANTQUALITIES IN AWORKPLACE LEADER:5

KNOWLEDGEABLE/EXPERT

47%

SUPPORTIVE

39%

ABLE TOMOTIVATE

OTHERS

52%

FAIR

57%

TRANSPARENT/OPEN

25%


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

While technical proficiency amongst its leaders is important, the emphasis in Germany is not entirely on hard skills. Gen Y

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.

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.

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

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


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

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

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.

LIFELONG LEARNERS

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.

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

for a corporate employer or SME seems to be the more likely career choice.

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.

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.

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.

3. ENTREPRENEURSHIP

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 high-level 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

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.

9 OUT OF 10ARE STUDYING OR ARE WILLING TO STUDY FURTHER THROUGHOUT THEIR CAREER


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.

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:

57 per cent voted for it. After this, they want job security most from their careers—voted for by 48 per cent of respondents.

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

THE IMPORTANCE OF FLEXIBILITY

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.

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.

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

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

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.

FUN AND SOCIAL WORKING ENVIRONMENT

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 cross-country 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

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

4. ATTRACT

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

BENEFITS OFFERED

25%

FUN / SOCIAL INTERACTION

45%

TRAINING AND DEVELOPMENT

38%

FLEXIBILITY

41%

CORPORATE REPUTATION

29%

DEFINED CAREER PATH

25%

TOP SIX FACTORS WHEN DECIDING ON A POTENTIAL EMPLOYER:

19GEN Y AND THE WORLD OF WORK18 GEN Y AND THE WORLD OF WORK 17GEN Y AND THE WORLD OF WORK

IMPLICATIONS FOR HR

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.

.

4. ATTRACT

REWARDS & BENEFITS FIVE MOST ATTRACTIVE REWARDS AND BENEFITS:

63%

BASESALARY

35%

LEVEL OFHOLIDAY

ALLOWANCE

42%

FLEXIBLE WORKING—

WORK FLEXIBLE HOURS

53%

POTENTIALTO EARNBONUS

29%

FLEXIBLE WORKING—

WORK AT HOME


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

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.

THE IMPORTANCE OF THE RIGHT WORKING ENVIRONMENT

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.

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 cross-country 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

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).

DELIVERING JOB SATISFACTION IS VITAL

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 cross-country 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

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.

5. RETAIN

HOW MANY EMPLOYERS GEN Y GERMANY EXPECT

TO HAVE IN THEIR CAREER:

10+

2%

4–6

39%

1–3

51%

7–9

8%

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.

MOST IMPORTANTFACTORS IN THEWORKING ENVIRONMENT:

68% 48% 43%

37% 31%

INTERESTINGWORK

WORKING INTEAMS

STRUCTUREDTASKS AND TIME

SOCIAL LIFEAROUND WORK

FLEXIBLEHOURS


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

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.

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.

5. RETAIN


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. Hamburg-founded 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 HRGen 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.

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 NETWORKINGGen 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

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 POPULARDespite 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,

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

6. TECHNOLOGY AND SOCIAL MEDIA AT WORK

1. Solsten, E. (1995) ‘Germany: A country study’, Washington: GPO for the Library of Congress, http://countrystudies.us/germany/134.htm

2. Solsten passim3. OECD (2013) ‘Better Life Index: Germany’, http://www.

oecdbetterlifeindex.org/countries/germany/4. World Business Culture (2013) ‘Business Culture in Germany’, http://

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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 passim8. Volkswagen AG (2013) ‘Senior Management’, http://www.volkswagenag.com/

content/vwcorp/content/en/the_group/senior_management/winterkorn.html9. Daimler AG (2013) ‘Corporate government, bodies, board of management’,

http://www.daimler.com/company/corporate-governance/bodies/board-of-management

10. Siemens (2013) ‘About Siemens, Management and corporate structure’, http://www.siemens.com/about/en/management_structure.htm

11. 360 (2013) ‘Country Profiles: Germany’, http://360.steelcase.com/articles/country-profiles-germany/

12. eDiplomat (2014) ‘Germany’, http://www.ediplomat.com/np/cultural_etiquette/ce_de.htm

13. The Financial Times (2013) ‘IG Metall union calls for 5.5% pay rise’, http://www.ft.com/cms/s/0/6e6fbe4a-80fa-11e2-9908

14. World Business Culture passim15. World Business Culture passim16. 360 passim 17. The Open University (2008) ‘Age difference in graduate employment across

Europe’, http://aces.shu.ac.uk/employability/resources/reflex_report_5.pdf18. Bruecker, M., Pfannes, P. & Riemensperger, F. (2013) ‘How Germany’s

top companies thrive in rough times’, Outlook issue no. 2, Accenture, http://www.accenture.com/us-en/outlook/Pages/outlook-journal-2013-how-germanys-top-companies-thrive.aspx

19. Allianz (2014) ‘Allianz: Strategy and Values: Leadership Values’, https://www.allianz.com/en/about_us/strategy_values/leadership_values/index.html

20. World Business Culture passim21. Europa (1994) European Works Council, http://europa.eu/legislation_

summaries/employment_and_social_policy/social_dialogue/c10805_en.htm22. Volkswagen (2013) ‘Human Resources: Basic Principles’,

http://www.volkswagenag.com/content/vwcorp/content/en/human_resources/basic_principles.html

23. Schwartz, J. & Cremer, A. (2014) ‘VW works council says will pursue labor representation at U.S. plant’, http://www.reuters.com/article/2014/02/16/us-vw-chattanooga-idUSBREA1F0A920140216

24. SGL Group (2014) ‘Fundamentals of German Corporate Governance’, https://www.sglgroup.com/cms/international/investor-relations/corporate-governance/principles-of-german-corporate-governance/index.html?__locale=en

25. World Business Culture (2014) ‘German Business Structures’, http://www.worldbusinessculture.com/German-Business-Structures.html

26. Baums, T. (2014) ‘Personal Liabilities of Company Directors in German Law’, University of Osnabrueck, http://www.jura.uni-frankfurt.de/43029388/paper35.pdf

27. Charkham, J. (1994) ‘Keeping Good Company: A Study of Corporate Governance in Five Countries’, Oxford University Press

28. Stolz passim29. Stolz passim30. Deloitte (2013) ‘Millennial Innovation Survey’, http://www2.

deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/dttl-crs-millennial-innovation-survey-2013.pdf

31. UK Trade and Investment Passim32. Global Entrepreneurship Monitor (2013) ‘GEM 2013 Global Report’, http://

www.gemconsortium.org/docs/3106/gem-2013-global-report33. CNN Money (2013) ‘World’s largest economies’, http://money.

cnn.com/news/economy/world_economies_gdp/34. Weiss, R. (2012) ‘Siemens seeks apprentices from rest of Europe’,

Bloomberg Business Week, www.businessweek.com/articles/2012-09-27/siemens-seeks-apprentices-from-the-rest-of-europe

35. Steedman, H. (2010) ‘The state of apprenticeship in 2010’, London School of Economics and Political Science, http://cep.lse.ac.uk/pubs/download/special/cepsp22.pdf

36. Steedman passim37. Central Intelligence Agency (2014) ‘The World Factbook: Germany’, https://

www.cia.gov/library/publications/the-world-factbook/geos/gm.html 38. World Bank (2012) ‘Data: Labor force with secondary education’,

http://data.worldbank.org/indicator/SL.TLF.TERT.ZS39. World Bank passim40. Stolz, M.L. (2012) ‘Work-life in Germany’, Executive Briefing

Series, Boston College Center for Work and Family41. Daimler AG passim42. Deutsche Post (2013) ‘Corporate governance, Board of

directors’, http://www.dpdhl.com/de/investoren/corporate_governance/vorstand/mitglieder/frank_appel.html

43. Deutsche Bank (2013) ‘Employee engagement: pass on your passion’, https://www.db.com/cr/en/our-people/employee-engagement.htm

44. World Bank (2009) ‘Data: international tourism, number of departures’, http://search.worldbank.org/data?qterm=tourism&language=EN

45. World Bank passim46. E.ON (2013) ‘Board of management: members’, http://www.

eon.com/en/investors/corporate-governance/board-of-management/members/dr-bernhard-reutersberg.html

47. Schneider, K. (2012) ‘Obama’s applause for a Siemens trainee’, deutschland.de, May, https://www.deutschland.de/en/topic/knowledge/education-learning/obamas-applause-for-a-siemens-trainee

48. 360 passim 49. 360 passim 50. 360 passim 51. Bruecker, M., Pfannes, P. & Riemensperger, F. passim52. World Business Culture passim53. World Business Culture passim54. Wilmer Hale (2003) ‘Features of German Labor and

Employment Law’, http://www.wilmerhale.com/pages/publicationsandNewsDetail.aspx?NewsPubId=90463

55. Wilmer Hale passim56. Trading Economics (2013) ‘Germany Youth Unemployment Rate’, http://

www.tradingeconomics.com/germany/youth-unemployment-rate57. Trading Economics passim

58. 360 passim 59. Bruecker, M., Pfannes, P. & Riemensperger, F. passim60. Bruecker, M., Pfannes, P. & Riemensperger, F. passim61. OECD (2013) ‘Employment adjustment, workers and unemployment,’

Employment Outlook 2013, http://www.oecd.org/els/emp/2080575.pdf62. OECD Passim63. 360 passim 64. Bruecker, M., Pfannes, P. & Riemensperger, F. passim65. Bruecker, M., Pfannes, P. & Riemensperger, F. passim66. The Local passim67. 360 passim 68. World Business Culture passim69. 360 passim 70. 360 passim 71. BBC (2013) ‘Make me a German’, August72. Trading Economics passim 73. Expatica (2011) ‘Understanding German Business Culture’, http://www.

expatica.com/de/essentials_moving_to/essentials/working-with-the-germans-focus-on-the-task-at-hand-23880_10093.html

74. Business Culture (2014) ‘German work-life balance’, http://businessculture.org/western-europe/business-culture-in-germany/work-life-balance-in-germany/

75. Spiegel (2008) ‘A day in the life: how Germans work and take their lunch,’ Der Spiegel, April, http://www.spiegel.de/international/germany/a-day-in-the-life-how-germans-work-and-take-their-lunch-a-550584.html

76. Vasagar, G. (2013) ‘Out of hours working banned by German Labour Ministry’, Daily Telegraph, August, http://www.telegraph.co.uk/news/worldnews/europe/germany/10276815/Out-of-hours-working-banned-by-German-labour-ministry.html

77. Vasagar passim78. Vasagar passim79. Cisco (2012) ‘Gen Y Views on Technology, Privacy and Identity’80. 360 passim 81. Kwintessential passim82. Cisco (2012) ‘Connected World Technology Report’83. eMarketer.com (2013) ‘Mobile device usage on the rise in Germany’,

eMarketer.com, September, http://www.emarketer.com/Article/Mobile-Device-Usage-on-Rise-Germany/1010236

84. Telecompaper (2013) ‘German smartphone penetration grows to 62 per cent’, http://www.telecompaper.com/news/german-smartphone-penetration-grows-to-62-nielsen--959634

85. eMarketer.com passim86. Information Age (2012) ‘German workers cold on the social

enterprise—study’, Information Age, May, http://www.information-age.com/it-management/skills-training-and-leadership/2103603/german-workers-cold-on-the-social-enterprise---study

87. Information Age passim88. Xing (2012) ‘Xing passes 6-million-member mark in German-speaking

countries’, https://corporate.xing.com/no_cache/english/press/press-releases/details/article/press-releasebrxing-passes-6-million-member-mar/572/ce97a2dfbb3faeaf1b90924be722143a/?tx_ttnews%5Bpointer%5D=3

89. Link Humans (2013) ‘LinkedIn usage by country’, http://www.slideshare.net/linkhumans/linkedin-usage-by-country-july-2013-by-link-humans

90. Vasagar, J. (2013) ‘Out of hours working banned by German labour minister’, The Telegraph, August,

REFERENCES

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

82%

EMAIL

61%

OFFICE PHONE

51%

MOBILE PHONE(CALL)

HOW GEN Y GERMANY EXPECT TO COMMUNICATE AT WORK 5 YEARS FROM NOW:


ABOUT HAYS SELECT BIBLIOGRAPHY

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For more information, visit hays.com

360 (2013) ‘Country Profiles: Germany’.

Allianz (2014) ‘Allianz: Strategy and Values: Leadership Values’.

Baums, T. (2014) ‘Personal Liabilities of Company Directors in German Law’, University of Osnabrueck.

BBC (2013) ‘Make me a German’, August.

Bruecker, M., Pfannes, P. & Riemensperger, F. (2013) ‘How Germany’s top companies thrive in rough times’, Outlook issue no. 2, Accenture.

Business Culture (2014) ‘German work-life balance’.

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.

Cisco (2012) ‘Connected World Technology Report’.

Cisco (2012) ‘Gen Y Views on Technology, Privacy and Identity’.

CNN Money (2013) ‘World’s largest economies’.

Daimler AG (2013) ‘Corporate government, bodies, board of management’.

Deloitte (2013) ‘Millennial Innovation Survey’.

Deutsche Post (2013) ‘Corporate governance, board of directors’.

Deutsche Bank (2013) ‘Employee engagement: pass on your passion’.

E.ON (2013) ‘Board of management: members’.

eDiplomat (2014) ‘Germany’.

eMarketer.com (2013) ‘Mobile device usage on the rise in Germany’, eMarketer.com, September.

Europa (1994) ‘European Works Council’.

Global Entrepreneurship Monitor (2013) ‘GEM 2013 Global Report’.

Information Age (2012) ‘German workers cold on the social enterprise—study’, Information Age, May.

Link Humans (2013) ‘LinkedIn usage by country’.

OECD (2013) ‘Better Life Index: Germany’.

OECD (2013) ‘Employment adjustment, workers and unemployment,’ Employment Outlook 2013.

Schneider, K. (2012) ‘Obama’s applause for a Siemens trainee’, deutschland.de, May.

Schwartz, J. & Cremer, A. (2014) ‘VW works council says will pursue labor representation at U.S. plant’.

SGL Group (2014) ‘Fundamentals of German Corporate Governance’.

Siemens (2013) ‘About Siemens—Management and corporate structure’.

Solsten, E. (1995) ‘Germany: A country study’, Washington: GPO for the Library of Congress.

Spiegel (2008) ‘A day in the life: how Germans work and take their lunch,’ Der Spiegel, April.

Steedman, H. (2010) ‘The state of apprenticeship in 2010’, London School of Economics and Political Science.

Stolz, M.L. (2012) ‘Work-Life in Germany’, Executive Briefing Series, Boston College Center for Work and Family.

The Financial Times (2013) ‘IG Metall union calls for 5.5% pay rise’.

The Open University (2008) ‘Age difference in graduate employment across Europe’.

Trading Economics (2013) ‘Germany Youth Unemployment Rate’.

UK Trade and Investment (2014) ‘All mid-sized businesses to receive tailored trade advice’.

Vasagar, J. (2013) ‘Out of hours working banned by German labour minister’, The Telegraph, August.

Volkswagen (2013) ‘Human Resources: Basic Principles’.

Volkswagen AG (2013) ‘Senior Management’.

Weiss, R. (2012) ‘Siemens seeks apprentices from rest of Europe’, Bloomberg Business Week.

WilmerHale (2003) ‘Features of German Labor and Employment Law’.

World Bank (2009) ‘Data: International tourism, number of departures’.

World Bank (2012) ‘Data: Labor force with secondary education’.

World Business Culture (2013) ‘Business Culture in Germany’.

World Business Culture (2014) ‘German Business Structures’.

Xing (2012) ‘Xing passes 6-million-member mark in German-speaking countries’.

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