INTERGRATING PEOPLE INTO THE WORKPLACE

Know Me To Understand Me - Integrating People Into The Workplace

Next proudly recruits from all over the world, via various talent pipelines, and from within its communities. As such many of our staff are entering the workplace for the very first time.  Entering work can bring a multitude of emotions, not only for the individual, but for line managers in terms of how best to support them with the step up into work life and the requirements that are expected when being part of the Next group. 

Workforce Mix

The demographics and landscape of work are changing at a rapid pace, and to adapt to those changes, Next has had to tap into talent from a variety of backgrounds to remain competitive. Next has a workforce ranging in age from 16 to 70+, and with that comes the challenges of managing those people. Everyone is different, and whilst the principles of management will always be the same, how you get to know your staff and tap into their motivations will help you bridge the gaps between generations and get the most out of your people.  For more information on managing a multigenerational workforce please click here.


Managing Generation Z and Alpha

Next is highly invested in both its apprenticeship schemes and employing from within its  community, in particular those who are leaving education. With this comes some particular challenges around how young people are integrated into the workplace. Although education is important, in real terms it's not the same as the working environment. Education equips people with the skills to learn, whereas training gives the skills for people to work. Education also does not necessarily prepare people for things like culture,  work expectations, discipline structure, and the potential team working element with people who are not familiar. There is a huge gap between what individuals expect they will require for work and what they have been taught in schools. How do line managers manage effectively to bridge these gaps to not only help staff to thrive but the organisation to grow?

Where Do I Start?

As a line manager you will already be engaging with a multitude of different people that fall within the spectrum of age and expectations. One of the things you can take from this is that the traits which you find in some of your staff will be reflected in those who are now just entering the labour market as the younger generation (children) of those already employed. 


One of the overarching traits that younger people have which is similar to others is their desire to learn, but using a combination of structure and flexibility. Because this specific age group is the most diverse yet within our population, how the organisation teaches these skills is key. As an organisation explaining the overarching expectations from the beginning is a key stepping stone. Next have several expectations. 


These include:



Further information about our Expectations can be found here [add link]


It is also important that in order to maintain an effective working relationship, staff are aware of their obligations as part of their contract of employment. This will include referring all to the Staff Handbook.

Learning Style

The question begins on how do you ensure as a line manager  that those who are entering the organisation following long term employment are ‘engaged’.  Many will have little idea of what to expect. Below can be used as a guide to facilitate conversations to address any gaps in knowledge.  

Bridging the softer skills and training skills gap for young people can be difficult, but achievable by allowing and facilitating a different way of coaching to establish work and cultural expectations.