General (2S) of the French Army, Didier de Stabenrath, 62, is currently Head of People Operations at ManoMano, France's leading DIY e-commerce company. Having joined a fast-growing company, he looks at the habits of the younger generation and what a "senior" can do for them.

Didier de Stabenrath
Head of People Operations
ManoMano

What do you see as the main assets that the young, mobile and connected generation can bring to a company?

This generation has a strong attraction to the 'adventure' aspect of working for a young, hyper-growth tech company. They are very committed, seek to give "meaning to their work" and have a strong sense of belonging to a community. But from time to time I notice a 'spoilt child' syndrome: these young people, most of whom are new to the world of work, don't always realise how lucky they are to be working for a company that takes the human aspect so much into account in all its business decisions.

Conversely, what can a "senior" like you bring to the table?

"First of all, a bit of wisdom. Through my experience as a former soldier, I can show them that it's important to take a step back from events, and not confuse speed with haste, particularly in times of tension or crisis. Finally, I'm very much in demand, because this generation, which is just starting out in its career, is very keen to be listened to and given advice. "Forty is the old age of youth, but fifty is the youth of old age, so I leave you to imagine sixty! (Victor Hudo revised and corrected)

Generation Y has a different relationship with work: more pragmatic and less presentational.

Our study debunks the myth that Generation Y is "detached" from the challenges of the company or "plagued by problems with hierarchy". Is there a specific 'way' to manage the younger generation?

Management has changed, and at ManoMano this is reflected in a much less hierarchical approach. We give employees a great deal of autonomy to carry out their tasks. ManoMano's objectives and vision are then broken down into departments and teams, with quarterly targets. Regular reviews are held with managers to monitor the progress of ongoing projects. The most important thing is that everyone finds their rightful place within Manomano.

Benevolence is a core value at Manomano, but it can be misunderstood and needs to be combined with high standards, the ability to praise but also to give feedback when things aren't going well.

Generation Y has a different relationship with work: it is more pragmatic, seeks meaning in its work, and wants to feel useful... while taking care to maintain a balance between its professional and personal life. This is a generation that is less presentational than its predecessor, and will be able to say things directly to you. This young generation also has a strong need for recognition, which translates into daily celebrations of good results, for example. With them, we adapt a more participative, less directive management style. Teams are cross-functional, and projects are co-constructed".

How did they cope with the confinement?

"For this generation, the office is also a key factor in social cohesion. When we moved from the Avenue de la Grande Armée to new offices in the 17th arrondissement, we paid a great deal of attention to the quality of the offices, the decor and the neighbourhood life (restaurants, cafés)...

Of course, the confinement suddenly broke all that. Today, all our offices are open to those who want them, although given the situation, teleworking is still recommended. The return to the office is a gradual process: some, confined to small Parisian flats, were more enthusiastic than others about returning, while others needed to rediscover their social ties.

Importance of offices

"Even with the tools available to a tech start-up, it's much easier to organise small meetings without wasting time when we meet in physical offices. Teleworking has many limitations in terms of management. I'm thinking in particular of the feeling of belonging, which is crucial in a fast-growing company like ours. Between March and September, we recruited 130 people. So we had to adapt the remote onboarding process and be inventive. For example, we had a small breakfast 'kit' delivered to each new arrival for the first day. To keep in touch, every Friday the company's co-founders speak to all the employees by videoconference. But we're sensing a certain weariness linked to the distance, and we're multiplying the opportunities to break this. Didier de Stabenrath, Head of People Operations at ManoMano