Given the coexistence of several generations and the high proportion of cross-border workers in Luxembourg, many companies are questioning their employer brand. Should they tailor their message to different profiles or, on the contrary, maintain a common foundation? For Magali Maillot, HR director at A&O Shearman Luxembourg, the answer is clear: whilst expectations may change, the employer brand must remain the same.
“An employer’s promise is inextricably linked to the corporate culture, the environment we aspire to build and the values we uphold. It cannot vary depending on the individuals we are dealing with,” she sums up.
In other words, the core principles must remain the same for all staff members. However, the way in which these are put into practice on a day-to-day basis can be tailored to each individual’s needs. “The specific offering and the benefits it brings can certainly be personalised. The idea is that this promise covers a broad enough range of areas to be tailored to individual needs, without ever losing its coherence.”
Expectations that change as people’s journeys unfold
Whilst the employer’s promise must remain constant, employees’ expectations have changed profoundly in recent years. “There has truly been a ‘before’ and an ‘after’ Covid.” The arrival of Generation Z on the labour market, combined with a succession of crises – the pandemic, the war in Ukraine, the economic slowdown and geopolitical instability – has reshuffled the deck.
Whilst remote working seemed to have become a permanent feature following the health crisis, some companies have backtracked, sometimes causing considerable confusion. But, beyond this issue, Magali Maillot observes a more profound shift. “Regardless of their generation, I’ve noticed that employees are seeking meaning, ethics and justice in a world they perceive as having become particularly brutal.”
Without resorting to generational stereotypes, she nevertheless identifies a number of trends. Younger employees are primarily looking for learning opportunities and rapid development of their skills. Millennials tend to favour a collaborative management style and more horizontal relationships, where legitimacy is built on competence rather than status. Conversely, more experienced staff place greater importance on stability and recognition. “After many years in their careers, they legitimately expect their experience to be valued and their contribution to be recognised at its true worth.”
That said, the HR director urges us to put these differences into perspective. “Every generation has been seen as ‘difficult to understand’ when it first entered the labour market. The real challenge lies more in our ability to adapt our management styles than in singling out any one generation in particular.”
Cross-border workers: constraints rather than differing expectations
The same logic applies to another feature of the Luxembourg labour market: the high proportion of cross-border workers. For Magali Maillot, their status does not call into question the fundamentals of the employer’s promise. Expectations remain broadly the same as those of resident employees. The differences stem primarily from the regulatory constraints governing remote working.
At A&O Shearman, the policy therefore stipulates 60% office attendance and 40% remote working, but cross-border staff are limited to 34 days of remote working per year in order to comply with the regulatory framework. “I would genuinely like to offer everyone the same level of flexibility, but regulatory constraints do not allow for this at this stage.”
This situation fuels a sense of injustice that is hard to ignore. “Working from home penalises those with long commutes even more, which creates a form of structural inequality.”
Restoring a sense of purpose to work
Regardless of differences in background or circumstances, Magali Maillot believes that companies would benefit from focusing their attention on what unites their staff rather than on what sets them apart.
“All employees, regardless of their generation or where they live, seek recognition, a sense of purpose in their work and a certain ethical standard.” In her view, it is precisely these universal expectations that must underpin the employer’s promise.
This is an issue that will only grow in importance as artificial intelligence transforms professions and organisations. “The companies that will continue to attract and retain talent in the future will be those that can restore meaning to work at a time when an unprecedented technological revolution is on the horizon,” she concludes.
