Future Manager World - Scandinavia

Planning Future - Acting Present

One single simple Mission: supporting Companies HR needs Worldwide

APAC - EMEA - IMEA - LATAM - USA & North America

Scandinavia: Denmark, Norway, Sweden

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Oliver Bloom - Scandinavia Country Manager

CEPIA Member

Oliver Bloom_white

Oliver Bloom

Scandinavia Country Manager

Ready to find out more?

Contact us today and talk with our Scandinavia Global Expert!

Planning Future

Capabilities:

Corporate: Entrepreneurial Succession, Managerial Succession, Change Management, Compensation & Benefit Analysis, Management Relocation, International Employer Branding planning

Talent Acquisition: C-Level Executive Search, Middle Management Executive Search, Existing top and/or existing middle potential assessment programs, Pre-employment aptitude and personality testing programming, International Graduate Recruitment Programs

Flexibility: Temporary Management, HRPO Human Resource Process Outsourcing, RPO - Recruiting Process Outsourcing, White Collar Outsourcing, Payroll Calculating

Training - Future Manager Business School

Industries:

Financial: Private Banking, Investment Fund, Banking Technology, Corporate Banking, M&A, Consumer Financing, Mortgage

Industrial: Aeroespacial, Automotive, Agribusiness, Aviation, Chemical, Energy, Building, Manufacturing, Oli & Gas

Hi Tech: Software Networking, Telecommunications, Platforms

Roles and Functions:

Board: Ceo, Indipendent board member

Financial: Global Chief Financial Officer, Global Chief Treasury Officer, Global Chief Controlling Officer, Country Chief Financial Officer, Country Chief Treasury Officer, Country Chief Controlling Officer

Marketing: Global Chief Strategic Marketing Officer, Global Chief Operational Marketing Officer, Country Chief Strategic Marketing Officer, Country Chief Operational Marketing Officer,

Sales: Global Sales Officer, Country Sales Officer

Supply Chain: Global Chief Supply Chain Officer, Country Chief Supply Chain Officer

Human Resources: Global Human Resource Director, Global Recruiting Director, Global Development & Training Director, Country Human Resource Director, Country Recruiting Director, Country Development & Training Director

Information Technology: Global Chief Information Officer, Global Chief Digital Information Officer, Global Chief Technology Officer, Country Chief Information Officer, Country Chief Digital Information Officer, Country Chief Technology Officer

Today in Future Manager Scandinavia

Boomerang Recruitment

Author: Future Manager Research Center A boomerang employee is an employee who leaves the enterprise he/she works for but then later returns to work for the company again. Not many companies are using the boomerang recruitment, but in the consulting or IT fields it is quite common. Some of these companies have create “Alumni program” to stay in touch with the their ex employees. The reason behind these programs is that sometimes valuable people leave the company and “burning bridges” may not be the best solution. Nowadays companies are realizing that relationships don’t necessarily end when employees move on to other opportunities.  In a lifetime there are many working years and people, especially the younger generations, are now desiring the flexibility to pursue other options without burning their past employment bridges. Indeed, 46% of Millenials, and 33% of Gen X would return to their former workplace. Pros and cons of Boomerang Recruitment Hiring back boomerang employees has of course its pros and risks to be taken into consideration. The pros to consider when hiring a boomerang employee are: 33% of HR professionals and 38% of managers agree that already being familiar with the organization’s culture, and fewer training needs, are the biggest benefits to hiring back former employees The cons to consider when hiring a boomerang employee are:

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Get to know more about your future colleagues: Generation Z

Author: Future Manager Research Center The youngest members of the workplace in modern society are no longer “Millennials”,  “Gen Z” has begun to replace them. Their values ​​and habits are gradually changing the way they work in the workplace. According to the BBC News report, the modern workplace is having difficulty defining the specific age range of “Generation Z”. Different experts have their own point of views, but it is basically certain that the oldest generation is about 22 years old, some of which “Gen Z” members have left school and started working in the workplace to make a living. Perhaps in the near future, the lifestyles of “Gen Z” and their values ​​will change the workplace. A professor at New York University said that “Generation Z” has reached out to many social media, including Instagram, during their growth. They have the tendency to actively seize the opportunities of entrepreneurship in many different ways. They are also the first generation to use the micro-entrepreneurship as their main way of earning a living, and are no longer limited to a stable full-time work. For Gen Z, they grew up in the digital age, and the flexible, free, open, and inclusive working methods have always been their career choices. At the same time, more than any generation, these young professionals need a transparent workplace, fair pay, and work-life balance. They are willing to work hard for it, because they set a clear career path for themselves when they are young. They are pragmatic and motivated. They know how to calculate risk and how to magnify their talents through hard work. From any perspective, Gen Z is by far the most diverse generation. When they choose an employer, “values” are often the most critical factor. They want to join a company who they share the same values with ​​and grow with them. How companies need to do to attract Gen Z talents? Create a more flexible work culture A survey found that smartphone users check the phone on average 150 times a day, which proves that “Gen Z” is used to checking email at work anytime, anywhere. So the combination of work and life is extremely important. Companies need to invest in technologies and tools that connect employees, such as online systems that share files and information.  IT professionals must ensure that the enterprise’s network architecture can be connected for a long time, and can manage various types of high-data-volume mobile devices and manage future enterprise development. In summary, the ability to connect to the Internet directly affects work flexibility, and the increase in work flexibility can increase productivity, expand business flexibility, and reduce costs. It is important that companies continue to improve their understanding and strategically adjust corporate structure, culture, values ​​and communication strategies so Gen-Z can work and live happily in a more efficient, warm and civilized society.

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Italian Millennials and the difficulties they face

Author: Future Manager Research Center Italy, at present, is facing a multitude of challenges, such as a slow economic recovery, political instability and high unemployment. There is also a large generation gap between the wealthy and retired, with many young people struggling for employment. Interesting, also, the status of the so-called Millennials. Let’s find out more. Everyone is trying to reach Millennials out, to understand their behaviours. Big companies are observing them from some quite time now so they can understand how to attract and retain the most innovative ones; they want to collaborate with millennials in finding new ways of doing business. Millennials are a specific category, they are the ones always at the edge, always trying to find new ways to get inspired, they base their communication on images rather than words, they are fast, innovative and always informed about the latest technology or apps that can ease they life out. Even so, researches demonstrate that their situation, in Italy, is quite precarious. They feel like the “last ones” of the social stratification: they do not feel appreciated, they do not get the credits they deserve, and they feel exploited in a labour market that has the lowest salaries in Europe, in a country that does’ not offer engaging projects, and that is not innovative enough. Millennials are conscious about all this and these are the reasons why they prefer to go abroad to find new opportunities, to feel satisfied, to build up their future, to feel like they are participating somehow in changing the world and at the moment, based on their opinions, Italy cannot offer all this. There are thousands of youngs that, every year, leave Italy to go abroad and, usually, the ones that depart are the most talented ones, the ones that hope to find abroad a working environment that can stimulated their intellect. The innate characteristics of the Millennials is celebrating their success, living in a more careless way, feeling winners all the time and this is what builds up their success. However, the results of a recent research demonstrate that only 4 up to 10 young people feel this way. What affects, the most, their life-style and success are two major factors: financial difficulty (51%), lack of meritocracy in the labour market (41%), on trial also the lack of stimulus and the educational path that is too much based on factual knowledge. This is becoming a real problem for the country since the government spends time and investments in education not having than a return. Millennials leave for better perspectives and Italy loses competences, necessary for its progress What millennials are looking for is a labour market that recognises their efforts and gives them credit for their job. A labour market where meritocracy is the foundation, based on which a person can grow professionally or not. In order to attract and retain talents within the millennials category, the Italian labour market should think of innovative strategies.  It is important to keep up with the times and technology by offering on-demand solutions but it is fundamental that they are simple to use. In addition, Millennials are not so young any more, thery are not single city-dweller on the contrary, they status has changed. The government and the labour market should start to think about them as Parents (Parennials) for example. Equipping Millennials with tool to handle new challenges (like parenting) is essential for the market to remain engaged with this target audience.

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Contact Us

Future Manager Scandinavia - Denmark
Business Centre Nord, Lyngbyvej, 20
2100 København, Denmark

Future Manager Scandinavia - Norway
Haakon VII's gate, 6
0161 Oslo, Norway

Future Manager Scandinavia - Sweden
Östermalmstorg, 1
114 42 Stockholm, Sweden

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