'Generation BRAVO' Emerges

By Kim Tae-gyu

Staff Reporter

Many members of Generation Y, the technology-aware demographic born in the late 1970s and early 1980s, are evolving into "Generation BRAVO" ― late 20-somethings or early 30-somethings launching into their work careers.

The Samsung Economic Research Institute (SERI), a private think-tank affiliated with the Samsung Group, said Wednesday that Generation BRAVO accounts for almost a fourth of employees here.

Based on a survey of 4,731 people, SERI picked five outstanding characteristics of the young employees: Broad network, Reward-sensitive, Adaptable, Voice and Oriented to themselves.

"The most conspicuous feature of Generation BRAVO is that they aren't workaholics, unlike their seniors. They don't sacrifice pleasure or leisure for their careers. They put work-life balance on the front burner," Ye Ji-eun, a SERI researcher, said.

"Plus, they are highly adaptable to info-tech gadgets and the global environment in comparison to the older generation. They are also found not to hesitate expressing themselves," she said.

Other attributes are that they tend to establish human networks wider than those of their superiors and are quite responsive to incentives regardless of whether they are rewards or punishments.

However, Generation BRAVO is disproving the general belief that they are emotionally vulnerable and inclined to depend on others without trying to finish jobs on their own.

"In defiance of our long-standing prejudice, young employees are as emotionally strong as their seniors. They are just expressing their emotions while the older generation is not," Ye said.

"Furthermore, they are pretty much self-reliant. But they are willing to ask superiors when they are stuck in any hitches while their seniors are not. The difference lurks there."

SERI pointed out that companies and public corporations need to nurture tailor-made leadership customized to Generation BRAVO.

"In order to chalk up a win-win solution for both organizations and young employees, a new approach is necessary. Conventional charismatic leadership does not work for them," Ye said.

"Instead, leaders need to work like shepherds who stay behind the flock. He has to support the flock so that they can go ahead. It is this kind of leadership from behind or from within that is necessary," she said. Professor Linda Hill at Harvard University generated the concept of leading from behind.

Ye said society is required to understand the new generation in a better way.

"While analyzing the survey, I was surprised that we know little about Generation BRAVO, which grew up in an age when the nuclear family was surrounded by high-tech gizmos and yet struggled greatly to get jobs," Ye said.

"Such an environment made them independent, innovative, confident and expressive. We need to harness their innovative talent through supportive leadership rather than attempting to control them."

voc200@koreatimes.co.kr

Computer Hacker Gary Mckinnon On The Richard And Judy Show


Stereo MCs - Connected [totp2]