There is no doubt that high-quality work requires both the drive and mindset of the ‘swipe generation’ and the experience of the veterans. That’s why we’ve been talking more and more recently about how to retain Generation Z employees and how they can work alongside their older colleagues. The answer isn’t simple, but here at Progressive, we don’t shy away from complex issues.
They’ve grown up in a different world and operate differently
Today’s twenty-somethings are children of the digital age. They don’t use their mobile phones primarily for making calls, but for messaging, using apps and multitasking. For them, a Messenger message is often a more natural form of communication than a phone call, not to mention a client meeting or a face-to-face presentation.
We don’t fight this; we work with it. I would never have thought that we’d have to teach our junior project managers, for example, how to ring a client. We help them with this too, even by sitting down with them in the meeting room so they can listen in live to how we talk to clients during a call. Because we believe that learning isn’t an expectation, but an opportunity, and if we do it skilfully, we can ensure that our young colleagues develop and stay with us at the same time.
Insta-compatibility and an immediate sense of achievement
For Generation Z, one of the most important factors is how they feel in a given situation. Do they feel valued and that the work they do is meaningful? Do they gain experience, receive feedback and find inspiration? How ‘Insta-compatible’ is the environment in which they work; will they be able to upload cool photos from there to social media? They make their decisions based on these factors – quickly, impulsively, and often immediately.
It’s just as important that young colleagues want almost immediate feedback and rapid career progression. A slow-paced career, like the one I had, is no longer an option for them. They don’t want to wait years for a promotion, as I did back in the day (I joined Progressive as an Account Manager, became Client Service Director six years later, and a Partner nine years on). That’s why we need to rethink development pathways, the internal feedback system, and managerial attitudes too.
They view a job quite differently: it is not just a source of income or a stop on the career ladder, but a means of expressing their identity. And that’s not a problem, just different. It requires understanding and flexibility on the part of managers. We cannot – nor do we wish to – ignore this. We cannot turn the whole company upside down, but we certainly can consciously adapt wherever we can.
Chemistry comes first in the selection process
Our recruitment process is thorough and consists of three rounds. At the first meeting, what matters is whether there’s chemistry. What sort of person is sitting opposite us, how they think, and what values they live by. After all, professional skills can be taught, but attitude and character won’t change, which is why we pay particular attention to these aspects.
And not just with new recruits: the development of managers is also a key issue. Because if we apply the same old patterns and the same expectations to a new generation – ones that worked 10 years ago – they’re guaranteed not to be enough today. We don’t need to be ‘more lenient’, but rather lead in a smarter, more personalised way, tailored to motivation.
We’re building bridges between the generations
Our youngest colleague is 21, the oldest is nearly 60, and yet we work well together. This is no coincidence. We work hard to build bridges between the generations – in both directions.
We approach the younger staff with mentoring, patience, and by recognising their digital mindset and strengths. As for our older colleagues, we help them to understand how the juniors work, rather than dismissing them. There’s no nostalgia here for the idea that ‘everything was better in the old days’ – just shared growth.
Our in-house coach, Diána Kontra, plays a major role in this process, and we are in constant dialogue with her. We also work with Ildikó Győri, an external organisational development consultant, to shape our managers’ mindset – something that is essential, as we cannot and must not apply the same standards to everyone.
Why do those who stay, stay?
It’s not uncommon for someone to return to us after working elsewhere. The office elsewhere might be much more colourful and stylish, or there might be a cool table football table, but what we offer is genuine: professional development, a transparent system and a supportive environment. And yes, managers who genuinely care about their staff.
Generation Z is driven by curiosity and the desire to experience new and ever-new things. We won’t deny that some of our people have left, and some have come back. We’re hearing it more and more often: ‘Nowhere else has feedback or a performance management system like yours.’
It’s not enough simply to recruit the next generation; we must also nurture and motivate them
In the advertising industry, overlooking junior staff is not an option. We simply must ensure a steady supply of new talent, and we have a responsibility not only to train young people but also to retain them. And this is only possible if, alongside their knowledge, we also recognise their values. We understand that they no longer think in terms of hierarchy, but in terms of connection.
And finally: why have I loved this place for 15 years?
Because Progressive isn’t just my workplace – it’s part of my life. Here, I’ve always been given challenges, motivation and trust. They listened to me and were open to my ideas, and after a while, not just on a professional level but on an organisational one too. When I thought there was nowhere left to go from here, they showed me that there was. I’ve been able to rely on this team blindly for 15 years, and at Progressive I’ve been able to fulfil my potential.
The advertising industry today is shaped not by one generation, but by at least three. So it’s worth us understanding one another. And that’s exactly what makes us Progressive.
What you’ve just read was part 2 of our series of articles. Our aim is to show what it means to be Progressive today – both professionally and personally. And if a client, a colleague, or even a junior project manager says, “Finally, a place where they understand that it’s not just the deadline that matters”, then it was worth getting this series off the ground.
Follow the series! The next instalment is coming soon – it’ll be worth coming back for!