TOP OF MIND Nick McKissack

Leading up to the general election last year, I spoke to several younger people about their voting preferences. There was a noticeable inclination to vote Green, which was later borne out in the election results. The Green Party received just over 11 per cent of the vote and won seats in both Auckland and Wellington Central. Such are the vagaries of our democracy; these young voters have no voice in the new government. This is something that we should be concerned about. I’m not talking about politics here; it’s just there is potentially a large demographic that is not being heard in today’s decisionmaking. This demographic will be the people who inherit the future outcomes of decisions made today.

The narrative of governance and decision-making has traditionally been monopolised by the older generation. Experience and wisdom have been the benchmarks for leadership, relegating the younger demographic to the sidelines. This age-old paradigm is fast losing its relevance in a world where the consequences of decisions made today will affect generations to come.

The urgency to involve rangatahi (the younger generations) in decision-making processes stems from the simple truth that they are the ones who will inherit the legacy, be it a legacy of prosperity or one of challenges and missed opportunities. Whether it’s climate change, socio-economic disparities or technological advancements, the ramifications of today’s choices will be most keenly felt by the youth of today and tomorrow.

Empowering rangatahi to take the reins of leadership is a strategic imperative. Their fresh perspectives, innovative ideas and unwavering idealism inject vitality into stagnant systems, challenging the status quo and fostering much-needed dynamism.

You’ll often hear disparaging perspectives about the characteristics of the younger generation. It’s a useful way to dismiss their opinions. My experience of working or interacting with younger people is they provide new perspectives and energy that improve any outcomes I’m trying to achieve. It’s essential to give our younger people the autonomy to lead and make decisions and not always overlay our own opinions about their choices.

This edition of Human Resources magazine is about career progression for HR professionals and the importance of professional accreditation. The HRNZ professional accreditation programme is based on our capability framework: The Path When developing the framework, our community of HR contributors was clear that this framework should reflect a bold path for the future of HR.

Young HR professionals will lead people outcomes in our workplaces in the future. It’s important that we support them fully in their career progression and make sure they have a voice in how the practice of HR evolves into the future.

The future belongs not just to those who have steered the ship thus far but also to those who will inherit the helm. Empowering young people to take leadership in deciding the future is both a moral imperative and a pragmatic necessity. Their voices must be heard, their perspectives valued and their potential unleashed. It is their right to help shape their own future.