What kind of executives do the next generations want?

To the strong level, as representatives: Interior of Generation Z (born between 1997 and 2012) and Alpha (born from 2013), have to ask themselves to companies in the fashion and luxury industry: Do they have the necessary means to attract, motivate and retain these new talents?

With the strong increase of the Job hoppings In some industries, companies see themselves with a high fluctuation of their employees: confronted inside. To find solutions that enable you to keep your employees, you have to ask yourself what promotes their long -term commitment.

María Fortunes is a marketing manager at Luxe Talent and project manager of the Retail Academy.

Farewell to hierarchical management, collaborative leadership asked

According to a study by McKinsey & Company (2023), 78 percent of Generation Z employees prefer a collaborative work environment and reject authoritarian structures. While previously centralized and hierarchical decision -making was the norm, horizontal systems are now unavoidable. Four areas in particular stand out here.

Transparency: Generation Z appreciates honesty and would like to understand what is going on in the company. According to LinkedIn (2022), 73 percent of young employees value clear communication on the part of their managers.

Flexibility: Hybrids or remote work models have become a requirement. Companies like LVMH and Kering have introduced flexible guidelines to attract digital talents.

Authenticity: Employees: Looking for accessible managers. In a survey by Deloitte (2023), 80 percent of employees stated: Interior of Generation Z that their commitment to the company is increasing if they perceive their manager as authentic and obvious.

Cooperation: Several companies rethink their internal structures to facilitate the joint development of ideas between teams of different departments.

Value -based guidance: a committed fashion industry

A good salary is no longer the only crucial criterion: candidate: Inside, companies want to work with a clear mission. Diversity and well -being influence their decision to stay in a company. According to the Fashion Transparency Index 2023 of Fashion Revolution, 71 percent of young people prefer to work for brands with clear guidelines in terms of sustainability and work ethics.

Here are some initiatives taken by companies in the fashion industry to demonstrate real engagement:

Sustainability: Companies like Patagonia offer bonuses for employees: inside who use environmentally friendly transport or participate in environmental initiatives.

Diversity and inclusion: Balenciaga and Chanel have developed mentoring programs to promote female managers and the diversity in the industry.

Well -being and mental health: In 2022, Nike introduced the “Wellbeing Weeks”, rest periods for his employees: inside to improve their mental health and reduce stress.

Which competencies will be decisive for the managers of the future?

Three core competencies turn out to be particularly desirable for the managers of the future:

Be innovative: Managers must be open to changes and promote experimentation.

Have digital skills: Many brands already present virtual collections or introduce new experiences at the place of sales, which requires managers who understand the potential of digitization.

Rely on continuous learning: Competencies develop quickly and many fashion houses invest in internal training. For example, Farfetch offers programs for new technologies, but also for management and communication.

Managers of tomorrow: Payer: Inside Change

The managers of the future in the fashion industry will no longer be a traditional leadership forces, but rather companions: inside of change. You have to be able to inspire, motivate and promote creativity in an environment in which rigid structures have no place.

Companies that can change their leadership culture in such a way that they adapt to the new generations will have a competitive advantage.