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Corporate climbing traditionally means managing beginners teams and leading smaller sections before they reach a large time. But the middle administration loses its attractiveness, especially with the smallest group of employees, who see it as a thanks.

In a survey of 2000 white collar professionals by recruiter Robert Walters last year, including 800 participants called GEN Z, who reach 27 years old, half of whom did not want to be intermediate managers at all. Nearly 70 percent rejected functions such as “high pressure, low reward”.

The oldest executives sometimes describe younger workers as lazy or carry it, but in this regard, it is not difficult to understand the opinions of Gen Zers. Long hours, with endless firefighting and hard staff management are the usual signs of these roles.

Younger employees will work hard for higher salaries, greater responsibility, and job progress – but they prefer not to walk in the traditional road. Two -thirds of the respondents said they preferred individual professional growth over the management of others.

Previous generations equal success while grinding their path until the hierarchical sequence of companies. “Young people are not ready to sacrifice for an organization the way they are used to,” said Lucy Pesit, Robert Wallets Director, said. They rewrite the rules of the workplace and redefine ambition.

But not only General Zires turns against the middle administration. The epidemic forced many people of all ages to reassess whether the old ways of work are logical. Gen z staff represent a wider but only More prepared To make their preferences. “They want a balance between work and life, and they ask whether they are happy daily, so do they have freedom to work the way they want. And most importantly they are achieving their goal?” Said Pesit.

The structures of the companies have made obscurity, more capacity for independent independence, and technology -based independence is a more viable professional paths. Instead of taking over the roles of the manager, the younger workers give the priority of building individual experience and controlling their schedules.

Of course, the most stringent economic climate will force many to fall into a line like their older counterparts. “Flexibility does not mean guaranteed comfort at all times,” said Martin Reeves, president of the Hinderson Institute, President of the Hinderson Institute, President of the Henderson Institute, President of the Hinderson Institute, President of the Hinderson Institute, President of the Handerson Institute. But it is possible that many younger employees have seen aspects of blind loyalty. Watch their parents burn, be demobilized, or struggle through economic shrinkage. The promise of functional pensions and job security is not present, and the confidence in leadership and respect for power is less and they are not supposed that the ranks of the ranks will protect them.

The middle management also has the image problem. Instead of developing and developing developing talents, these presidents are seen as bureaucratic alienists, who are drowned in papers and performance reviews, which leads to the application of people, said Arvinder Deshi in Korn Ferry, an executive research company. Although artificial intelligence agents come after the tasks of the middle administration, younger candidates are not trustworthy to believe that they can redefine these administrative roles as well. The result is that companies have “vast areas of unpopular capabilities.”

If younger employees refuse to enter the roles of traditional management, companies will need to rethink the appearance of driving pipelines. Dishi said that business leaders need to expand their outlook on what the president seems and is not obsessed with the creation of “central casting” managers. Instead, instead of looking at younger employees as embarrassing and turbulent, companies must harness the boldness and new views.

Gen z staff also needs a better role model. Ann Frank, CEO of the Carted Administration Institute, says most managers today are “cross” leaders. They are not enlarged by guiding their teams or involving them. It is not surprising that some of General Z workers Set or “quit calm”.

If companies want to gain young talents, they must strengthen managers over them. This partly means training to enable presidents to be better guides, make clearer goals, and they have realistic goals, and give direct and regular observations and accountability of workers. “If younger employees are more involved, they may aspire to be managers,” Frank said.

If companies fail to adapt, the problem will not be just a thinning of the capable hands in the middle, but poor driving in all areas.

anjli.raval@ft.com