PEOPLE.IDEAS.PERFORMANCE

13 7+( %,* &+$//(1*(6 )25 25*$1,=$7,216 ,1 7+( ',*,7$/ (5$ &5($7,1* 9$/8( 7+528*+ (03/2<((6 'HQLVD $%58'$1 West University of Timisoara Romania $ '<1$0,& /($51,1* 25*$1,=$7,21 ,1 7+( ',*,7$/ (5$ The world around us is changing. Business models are turning. Companies are reinventing themselves. They become dynamic, team-based and interconnected. Permanent change has therefore become a normal situation rather than a particular one. Today, more than ever, different generations - the generations X, Y and Z - are able to interact directly or indirectly, to work practically together - which is not easy at all, since we are talking about values, principles, even expectations totally opposed. Technological development implies all fields so the organizational field is no exception. Technology has created a tremendous potential for organizations to interact with employees. HR software will be developed especially on mobile and will use cloud technologies as people spend more and more time connecting to the Internet from mobile devices. The sharing economy generates fundamental changes in the workforce. New jobs appear. Contracts for an indefinite period are increasingly rare, employers focusing on "on- demand" employment for certain projects for limited periods of time. Companies like Uber or AirBnB also contribute to transforming the classic hiring model. The digital revolution makes recruitment more transparent and information inside companies about payroll and employee hierarchy is much easier to achieve, and talent searches move to another level. The retention of young talent becomes a must in the human resources policies of large companies. Managers become more and more interested in employee involvement, teamwork, innovation and collaboration, leading to a reinvigoration of performance management techniques. They understand more than ever that continuous feedback and engagement of employees from different generations are crucial to the company. Currently, we are attending teams of employees from different generations: Zoomers, X, Y and Z. The existence of 4 generations in a single workspace requires the creation of new collaborative channels, bidirectional mentoring through which young people share their experience in the environment digital older colleagues, and seniors living experiences. We are therefore talking about reconfiguring the process of learning and knowledge transfer at the organization level, rethinking the way we work so that each employee can make the most of their potential, which will lead to increased satisfaction and longer-term productivity. How does the classic working model influence digitalisation? What types of activities/ processes will be replaced in companies as a result of digitization? What are the challenges managers face in managing employees in the Z generation? How should career plans of performers be rethought so that they continue to grow? But what about the career plans of the employees who are on the high-potentials list?