There is no question that identifying and supporting the leaders of tomorrow is important, and part of an organised talent management strategy. Forward-looking organisations will be thinking about how they attract and keep young leaders who have the skills that they need for now and the future.

Forward-looking organisations must think strategically about attracting and retaining young leaders who possess the skills needed for both the present and the future. This process requires a delicate balance: understanding generational expectations without falling into the trap of stereotypes.

Organisations with a diverse workforce, spanning various age groups, must tailor their HR processes to meet the generational needs without bias.

Where there has been significant change of the characteristics of the workforce e.g. substantially more younger people at early stage of their careers, we also need to consider whether other employees need advice around working with early career colleagues.

Recruitment and selection

When recruiting new staff, it is tempting to simply reuse previous job advertisements and specifications. While this may sometimes suffice, it often represents a missed opportunity to reassess current and future needs.

Recruitment materials should not only outline the desired qualifications but also provide insight into the organisation’s culture, values, and the skills that are recognised and rewarded.

Empowering young employees to lead for peace and positive change must be more than lip service; the intent and language used are crucial. For value-driven candidates, this clarity can be a strong motivator to apply.

Interview questions should prompt candidates to reflect on their experiences and vision for the organization’s future.

Additional selection activities could include ‘real play’ scenarios to better gauge practical skills and attitudes.

Onboarding and induction

For young employees entering their first organisation, it is ethically imperative to provide clear expectations, potentially through realistic job previews. Discrepancies between the values espoused during recruitment and the day-to-day reality can lead to disengagement.

Once onboard, the commitment to peace and positive change should permeate all HR practices, including the induction program.

Clear communication about organisational and individual expectations is vital. For newly appointed young people, they may never have had to explicitly contribute to changes or been on either side of the fence when changes had to be implemented. Therefore, framing it around challenges and opportunities may bring a different perspective.

Cultural intelligence and change management

In a culturally diverse workforce, the concepts of peace and change may vary widely. HR teams should promote cultural intelligence and respect for differing views, potentially supported by policies on handling political sensitivities.

Learning about change management can be eye-opening but not a one-off activity. I believe oganisations should focus on helping young people to understand how change is a normal business process. As well as some of the basic theory, the training could focus on the skills that are needed and what this would look like in practice.

At this point we could reflect on the use of language, for example in referring to challenges – which may be interpreted more positively.

Leadership development and mentorship

Young leaders should have a clear vision of their future within the organisation. From day one, they should see the potential opportunities available to them.

Hearing from current leaders about their experiences, including their failures and lessons learned, can be particularly powerful. This approach underscores the importance of peace and effective change as integral to their career journeys.

Encouraging diverse perspectives

Recognising that young employees bring fresh perspectives is crucial. While not all ideas may be practical, gathering input from diverse stakeholders can foster innovative solutions. This openness to new ideas can lead to unique and effective strategies for organisational growth.

Empowering young leaders requires a comprehensive approach that encompasses thoughtful recruitment, clear communication, ongoing development, and an appreciation for diverse perspectives. I believe that by embedding these principles into their talent management strategy, organisations can cultivate a dynamic and forward-thinking leadership pipeline.