The internship has not led to a Commission

In January 2008, Eric arrives at the Technocentre in Guyancourt Renault. Freshly crowned a diploma in automation, il has rejected several offers before accepting the Commission offers a consulting engineering firm. Its first mission to a revolving year: engineer quality in the constructor. "My debut in Renault were heady, reflects." I worked in a renowned company, with a responsibility for management of projects. I was an important link in the chain between suppliers and customers. "But when occurs the crisis, it is quickly amazed by the methods of the business." After the summer, the branch became very intrusive. Our superiors claimed constantly reporting, even though the cadences is accelerating. A 12 month project has been reduced to six, then to four months. Then there were a true witch hunt: each error managers, to protect themselves, wanted officials. We live in a permanent climate of insecurity. "In January, Renault freezes all contracts of the marketplace." Désoeuvré and amer, Eric is waiting with concern its second mission.

As Eric, thousands of graduates recently hired are questioning their future. Born in the 1980s, arrived on the labour market after the explosion of the 2001 dot-com bubble, will they be the first to bear the costs of the current crisis "Last in, first out", predicted the maxim... This generation "Y", deemed to be ambitious, uninhibited and unchanging to the authority, discovers the harsh reality of broken promises. What undermine its contract of confidence with the company.

It must be remembered, young graduates have been incubated as ever these last four years. With the need for rejuvenation of the age pyramid, they were the target of all human resources policies. "The training, careers, mobility..." All efforts have been concentrated on young people ", says Jean-Luc Excousseau, author of the mosaic of generations (Editions of organization)." To attract more and more early, marketing operations and integration seminars were launched at great expense. Taming their tendency to restless, the HRD promised them quick access to posts. Then is are bent to their desires by implementing the complex process of expatriation. Above all, this war of talent resulted in inflation of wages of the junior (see box p. 74). How wonder while they are still demanding more

Gold for a few months, it is the cold shower. And more graduates are not protected, far from it. Jérôme , 25 years, a graduate of Central Lille in 2006, believed to be part of the elite. After an internship in a construction company, he was understanding was that "the reduced too". The internship has not led to a Commission. Same disappointment for Hélène , 25 years, that followed the Royal sector to work in the market room: Normale sup', quantitative mathematics DEA. But it has not recruited after his internship in a major bank. "This type of CV, we received dozens in recent months, reflects Denis Marcadet, Vendôme Associates Founder, headhunting specialized in finance." Concerned young people totally call into question. It posts proposed for these surdiplômés: internships and CSD without visibility, the Commission, but in retail banking, that do not match their courses sometimes. "

Companies realize image they return "The France is the only country to practise this kind of generational policies, and this"unmitigated"is dangerous," warns Jean-Luc Excousseau. The sociologist Jean-Claude Ancelet, Director of the Adeios Consulting firm, is even more severe: "companies tried to buy youth as in a customer relationship, but this did not improve the contractual relationship, which is based on the sand." The risk Motivation, absenteeism, low performance, turnover. "Those who felt threatened or frustrated to keep for long a feeling very strong." When the market will leave, they had to go elsewhere, as happened after the crisis Internet ", anticipates Philippe Robert-Tanguy, another sociologist exercising in Orga Consultants."

For aging companies, the challenge is to size. Since 2000, Europe has lost 2.5 million of assets of less than 25 years, details Jean-Luc Excousseau." There still 20 million less in 2025. "In the service companies, is expected to a collapse of the workforce on the basis of the retirements." However the generation to replace the starters is more difficult to recruit and retain. "Some young people age 25 have already worked for three employers, and we are well aware that"

In January 2008, Eric arrives at the Technocentre in Guyancourt Renault. Freshly crowned a diploma in automation, il has rejected several offers before accepting the Commission offers a consulting engineering firm. Its first mission to a revolving year: engineer quality in the constructor. "My debut in Renault were heady, reflects." I worked in a renowned company, with a responsibility for management of projects. I was an important link in the chain between suppliers and customers. "But when occurs the crisis, it is quickly amazed by the methods of the business." After the summer, the branch became very intrusive. Our superiors claimed constantly reporting, even though the cadences is accelerating. A 12 month project has been reduced to six, then to four months. Then there were a true witch hunt: each error managers, to protect themselves, wanted officials. We live in a permanent climate of insecurity. "In January, Renault freezes all contracts of the marketplace." Désoeuvré and amer, Eric is waiting with concern its second mission.

As Eric, thousands of graduates recently hired are questioning their future. Born in the 1980s, arrived on the labour market after the explosion of the 2001 dot-com bubble, will they be the first to bear the costs of the current crisis "Last in, first out", predicted the maxim... This generation "Y", deemed to be ambitious, uninhibited and unchanging to the authority, discovers the harsh reality of broken promises. What undermine its contract of confidence with the company.

It must be remembered, young graduates have been incubated as ever these last four years. With the need for rejuvenation of the age pyramid, they were the target of all human resources policies. "The training, careers, mobility..." All efforts have been concentrated on young people ", says Jean-Luc Excousseau, author of the mosaic of generations (Editions of organization)." To attract more and more early, marketing operations and integration seminars were launched at great expense. Taming their tendency to restless, the HRD promised them quick access to posts. Then is are bent to their desires by implementing the complex process of expatriation. Above all, this war of talent resulted in inflation of wages of the junior (see box p. 74). How wonder while they are still demanding more

Gold for a few months, it is the cold shower. And more graduates are not protected, far from it. Jérôme , 25 years, a graduate of Central Lille in 2006, believed to be part of the elite. After an internship in a construction company, he was understanding was that "the reduced too". The internship has not led to a Commission. Same disappointment for Hélène , 25 years, that followed the Royal sector to work in the market room: Normale sup', quantitative mathematics DEA. But it has not recruited after his internship in a major bank. "This type of CV, we received dozens in recent months, reflects Denis Marcadet, Vendôme Associates Founder, headhunting specialized in finance." Concerned young people totally call into question. It posts proposed for these surdiplômés: internships and CSD without visibility, the Commission, but in retail banking, that do not match their courses sometimes. "

Companies realize image they return "The France is the only country to practise this kind of generational policies, and this"unmitigated"is dangerous," warns Jean-Luc Excousseau. The sociologist Jean-Claude Ancelet, Director of the Adeios Consulting firm, is even more severe: "companies tried to buy youth as in a customer relationship, but this did not improve the contractual relationship, which is based on the sand." The risk Motivation, absenteeism, low performance, turnover. "Those who felt threatened or frustrated to keep for long a feeling very strong." When the market will leave, they had to go elsewhere, as happened after the crisis Internet ", anticipates Philippe Robert-Tanguy, another sociologist exercising in Orga Consultants."

For aging companies, the challenge is to size. Since 2000, Europe has lost 2.5 million of assets of less than 25 years, details Jean-Luc Excousseau." There still 20 million less in 2025. "In the service companies, is expected to a collapse of the workforce on the basis of the retirements." However the generation to replace the starters is more difficult to recruit and retain. "Some young people age 25 have already worked for three employers, and we are well aware that"