CGMA interview: The Gen Y perspective

CGMA interview: The Gen Y perspective

Victoria Wang image
We’re interviewing leading members of the CGMA community around the world to obtain their insights into future ways of working within organisations. 

Victoria Wang is a financial management student at Huazhong University of Science and Technology in China. She was the winner of the CIMA 2014 Global Business Challenge Future Business Leader award. She sheds some light on the career expectations of Generation Y. 

What will you look for when considering which organisation to work for?
First is its management system. A big or small organisation is fine but the business should have a very strict and clear management system to achieve maximum efficiency. If the founder of a new firm is visionary, smart, well-rounded, determined and efficient, I would be drawn to working for them because I think you can learn a lot from those types of leaders. 

That’s interesting. What else will attract you? 
I could be attracted by the organisation’s working environment, which includes whether it provides staff with a comfortable workplace, and also if it has a positive culture and working atmosphere. The third most important factor for me is its ethical values.   

Do you think younger generations will hop between jobs more?
I think the reasons that younger generations constantly change working places are complicated. I’m sure this phenomenon is more likely to occur in big cities because they attract ambitious young people. I think younger generations desire success, sometimes too much so, and can be easily dissatisfied with their current circumstance. Another reason might be the growing competitive atmosphere that sometimes forces people to seek new opportunities.

And will you follow that trend?
For me, I think if you change too much you can lose your fundamental career path and it can hinder your development.

Do you expect to be in control of your personal training and development? 
I hope to have full control of my own development path. Companies usually implement very similar development plans for all their employees but people are different in so many ways that a similar plan for everyone is not the best approach. If I am in control, I will save a lot of time, as I needn’t go through some forms of development that aren’t well-suited to my progression.

How do you think organisations can motivate their external talent to uphold their values?
I would ensure a high level of performance in order to demonstrate my ability and professionalism. From an employer, I’d look for reasonable payment; a well-known brand; and a sense that the job I’m doing matters to the business.

What new skills do you think you’ll bring to the workforce?
I think my digital capabilities would add value. For instance, if I’m in sales, I can provide new ways of selling as I have access to multiple social media channels and many new apps. For example, there is a very popular app called nice for showing your looks and marking the brands you’re wearing. I can ask influential people online to wear or hold my product, and mark the brand. In this way brand recognition can be built really quickly and at a very low cost.

How might the role of management accountants evolve in future?
To be a successful management accountant today is much harder than 5, 10 or 15 years ago. You need to have more than just outstanding expertise, but also a great personality, a strong network circle, and the ability to communicate well. More and more jobs demand making connections with the outside world and management accounting is no different. 

Vivian was selected as the winner of the Future Business Leader award at the CIMA Global Business Challenge final held in Mumbai. 

Learn more about the CIMA Global Business Challenge