They are more in the Exchange and networks

A mail box open permanently, a MSN window in a screen corner, a connection to Facebook, LinkedIn and Viadeo to click scope and scope of ear, a mobile phone or an iPod where escape songs downloaded on iTunes... This is what looks like the Office of a consultant lambda, from what were dubbed Generation Y. Namely the children of the baby boom. Aged 20 to 30 years, these young graduates come to enlarge the battalions of some 85,000 employees of the Council in France, an industry where the average age does not exceed 33 years. And in the enterprise, believers in the new technologies are flying chips codes and jostling practices. Even if, with the crisis, the turnover has dropped from 15 to 5 on average, firms set out to retain these sometimes confusing profiles. Left to recover in question to better meet their expectations. As professionals in the Council is not wrong. They need innovations generated by the generation Y to evolve and to ensure their future.

Every day, these young graduates are connected permanently, juggling one tool to another. "The goal is to increase the sources of information." "Happens to me, via Facebook or Viadeo, seek advice on business knowledge", note Coline Jean, twenty-four years, consultant for Eurogroup. A novel approach for experienced consultants. "They are a resourcefulness and agility in their mode of operation which makes them more reactive", observes Maryse Leca, "partner" at SCC. "The usual channels, internal to the company, they are not enough, said Jean-Luc Placet, President of IHRD and Syntec Council management pattern. They are more in the Exchange and networks.

The offset is sometimes blatant with clients. "Some bosses are not emails." "It must send its message to the Secretary or focus on the telephone", admits Alexis Le Moine, 27 years, consultant for Eurogroup. SMS, it is, in General, perceived as intrusive and, sometimes, makes their evil counterparts uncomfortable. In premium and "Unlike previous generations, they do not hesitate to stand up to the client, even if the age of their father." "There is more impertinence", said Vincent Mercier, "managing partner" in Roland Berger.

But Council firms adapt. They tame collaborative tools. At Accenture, CEO messages are broadcast on video while an SMS regularly reminded the young consultants to declare the hours spent with a client. For its part, PricewaterhouseCoopers (PwC) organizes training in Second Life. And Capgemini envisages, inter alia, express its offers and recommendations through the design and 3D.

Need for autonomy

Lulled by the new technologies, these young consultants also have a different report at the time. To escape, nothing such as a river from two-year mission. "They want to increase experiments in various sectors or on various issues, learn more in the shortest time possible and quickly build their professional network", summarizes Alain Guyot, CEO of Eurogroup. Evidenced by Audrey bottle in two years at Roland Berger, changed ten times for projects. In Oliver Wyman, "missions are passed, an average of six months to 10 weeks, confirmed Hanna Moukanas, Associate Director. There is a need to quickly see the results and the skills acquired. "At the risk, otherwise, demotivate them or see their interest eroded over a project.

In addition, missions should be immediately interesting and rewarding, they want to be involved in project management and understand how their contribution will be. "It is no longer possible to tell them: do that." "He must take the time to explain", note Céline Laurenceau, "senior manager" at Accenture. "If they feel that the proposals are not the height, they do not hesitate to leave." "Their commitment to merit and to currency", said Norbert Faure, a partner at Ineum Consulting. For example, PwC has implemented "smart services": these cells, in France and the Morocco, do work in low added value, such as a computer file or the return of formatted analyses.

These profiles are also much of their manager direct. As a coach, head must transmit useful information, experience and knowledge, demonstrate exemplary, be also reactive them, listening to them, set goals, leaving them a maximum of autonomy. In summary, the generation is agreed to be framed but not directed. "I don't like to be driven in the retailing, confirms Saint Raphaël - Roman, consultant at Roland Berger. Facing a manager too much policy, I am sure solutions until it does imposes me his own. "The authority of the superior must be legitimate.

Skills transfer

More remote by the company and décomplexés report to their hierarchy, these young graduates have been down the barriers. "They do not hesitate to knock on the door of the partners and to make contribution while at their age it would barely go to see the manager, observes David Balsollier," senior manager "in PwC."it does not hesitate to propose new methods of work, confirms Coline Jean. " Sometimes it just disrupts their habits, but they realize that it is advance parties.

Puzzled time, the offices of Council react. Because seduce these young graduates through the development of their skills through the development of career paths and training. In Oliver Wyman, a person there is dedicated full time. Training in the profession, of languages, personal development... In three and a half years, youngest Proisy followed in a decade. "In twenty-two years, I to have had less than five", said Hanna Moukanas, Associate Director of Olivier Wyman. Most Council offices have also introduced a system of "mentor" Ineum Consulting, Roland Berger and "referee career" Eurogroup, SCC and PwC. His role is that of an Advisor, Exchange on the accomplished projects, personal and professional goals and makes consistent collaborator career... His opinion is taken into account in the annual assessments. Maryse Leca, SCC, coaches and five consultants: "I give them three or four goals, and each quarter, it is the point."

At PwC, teams of resources human work to build bridges between the four trades (audit, Council, legal and tax services or advice to SMEs). These transfers of skills, which accelerate the crisis, are also, according to Annick Chaumartin, associate in PwC, a way of retaining consultants. Even if for the time being, "career developments remain blocked because turnover is low." "This flu model", temper Yvan Beraud, national Secretary of the Federation CFDT communication, the Council and the culture.

More flexibility

But the career is not everything. "Get involved outside of the company is a real aspiration of our generation," said Jean-Baptiste Chancerelle, PWC. Also, most Council offices offer missions of sustainability or social, in line with the values of their young consultants. Accenture has its Foundation, like PwC. Eurogroup otherwise allows consultants to devote some of their missions to associations. As Ineum, it organizes, every year, a "power day", where the voluntary employees can contribute to social and environmental activities in the service of a partner association.

Other aspiration: the balance between working life and private life. Generation is not believed to 35 hours. It is not prepared to sacrifice everything. "And especially not on weekends." I put a point of honor and I am free from the outset with managers. "Previously, employees were ready to focus exclusively on their work during their first years of professional life, it is no longer the case", said Jean-Baptiste Chancerelle, who chose PwC in part for its system of "day not worked" to compensate an overflow of overtime. Necessarily less committed than older step, these young people want to especially more flexibility. Work remotely and new technologies are appropriate. And the profession is changing.