14 MGCC PERSPECTIVES MAY JUN 2018 COLUMN KEY FIGURES Year founded 1912 Sales 4 8 Billion Employees 28 000 Locations 580 CONTACT US Sten Germundsson Managing Director Rhenus Logistics Sdn Bhd Malaysia Email sten germundsson my rhenus com Phone 603 3123 1925 Chadwick Siebel Commercial Manager Rhenus Logistics Sdn Bhd Malaysia Email chadwick siebel my rhenus com Phone 603 3123 1925 AIRFREIGHT OCEAN FREIGHT TRUCKING SERVICE CUSTOMS BROKERAGE WAREHOUSING IN PLANT SERVICES PROJECTS HIGH TECH CHEMICALS LOGISTICS IS OUR LIFE WE FOCUS COMPLETELY ON CUSTOMERS As an owner managed company we at Rhenus believe it is essential to remain close to our customers We focus on our customers needs and requests in our daily business And because each customer each item and each requirement are different we not only offer standardised solutions but combine individual logistics products if required so that they are tailored to our customers individual needs 180405 Rhenus Anzeige MGCC Malysia final indd 1 05 04 2018 08 49 13 are often treated as interchangeable After all having a lot of work to do is hard But give a young person challenging work not just because there s a lot of it but because it stretches them to their limits and watch them thrive Give them lots of menial work and watch their eyes go dark Traditional companies are assuming that young people are motivated by the crawl to the top Sure some are Those who come from traditionally successful families try to take the same path But nowadays people aren t content to sit around and slog away while other people store all the knowledge make all the decisions and then make promises they can t deliver on such as the perennial just do this for a few years and I ll look after you They re looking for some meaning and purpose now not the abstract promise of meaning and purpose in 15 years and that means we need to reshape the kinds of roles we are giving them and how we make them spend their time I was born in 1987 so even though I technically qualify as a millennial I don t feel like one At the age of 30 I m lucky enough to have been in charge of an Asia wide team for an international bank I have managed people born in 1998 and people who are 25 years older than me I have heard members of both demographics share their dreams with me and tell me what they want out of life What I notice is that plenty of young people who join traditional companies stay a few years and then move on This is because the whole meta conversation of the 30 year crawl towards managing director or head of sales or whatever tickles your fancy is demotivating to a young person They want meaning now But both their experienced peers as well as those in senior management misconstrue this as being impatient and not understanding what s required Young people do understand the value of hard work They just don t confuse hard work with lots of work which in practical terms But right now Traditional companies are taking young people in and giving them low skilled jobs Young people today are intelligent well informed and know they have the capacity to do more They want to make decisions and take risks What they don t want is to wait for their manager s manager to talk to someone else s manager s manager so they can talk to their managers together when calendars have aligned three weeks later just to have them come back with an ask for more information People in traditional careers see this as impatient but young people today see the other way as wasting valuable time They simply aren t content to be left awash in adequacy when they can see how things can be more than they are now They value autonomy ownership and diversity And unfortunately OPINION Weary of high staff turnover If you keep losing good talent perhaps it s time to be more attuned to the changing needs of the new workforce By Christopher Moore Here s Why Good Companies Keep Losing Their Young Talent Ph ot o by 1 23 RF

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