Advisor I Mentor

Sparring partner

Piotr

Kania

In Poland, employees are changing their expectations, and managers face the challenge of adapting to this new reality. To better understand what motivates today's Poles to work, it's useful to look at one of the most important cultural models – Geert Hofstede's model. This model has long been used to analyze how different organizational cultures approach issues of management, power, and risk.

However, while Hofstede's research results provide a valuable starting point, they don't account for the dynamic changes occurring in society. In particular, demographic changes and the new value system characteristic of younger generations are causing traditional approaches to hierarchy and stability in the workplace to gradually lose significance. How do these changes affect the Polish labor market? What conclusions should managers draw in order to effectively manage teams in a modern work environment?

Hofstede and His Results: Poland in Comparison to Other Countries

Geert Hofstede developed a model that allows for the comparison of countries along six key cultural dimensions. Poland stands out in this model with the following values:

• Power Distance (PDI): Poland has a high power distance (60/100), meaning hierarchical structures are still important, and managers are seen as authorities. In contrast, Scandinavian countries like Denmark and Sweden have a low power distance (35/100), indicating a more egalitarian approach.

• Uncertainty Avoidance (UAI): Poles are characterized by a high level of uncertainty avoidance (93/100). Employees prefer a stable work environment with clear rules. In contrast, countries like the United States (46/100) or the United Kingdom (35/100) are more open to change and risk.

• Individualism vs. Collectivism (IDV): Poland (60/100) leans more toward individualism, although it still values collective aspects. Employees expect recognition for their individual achievements but also care about relationships at work. In countries like China (20/100), more emphasis is placed on group cooperation.

• Masculinity vs. Femininity (MAS): Poland (64/100) is a country with dominant masculine traits, such as competition, a drive for results, and material success. Countries with low scores, such as Sweden (5/100), place more emphasis on well-being and collaboration.

• Long-Term vs. Short-Term Orientation (LTO): Poland (38/100) has a short-term orientation, meaning employees focus more on current results and immediate benefits than on long-term goals.

• Indulgence vs. Restraint (IVR): Poland (29/100) is a restrained society, where self-control and discipline are valued. In contrast to more "relaxed" cultures like Brazil (59/100), Poles are less likely to express spontaneous emotions at work.

More data can be found at: https://exhibition.geerthofstede.com/hofstedes-globe/

Demographic Changes and the Influence of Younger Generations

While the above Hofstede results paint a picture of the Polish worker as someone who prefers hierarchy, stability, and formality, reality is beginning to deviate from this pattern. Younger generations – Millennials and Generation Z – are introducing new values to organizations, such as:

• Flexibility and innovation: Younger employees value the ability to work remotely, flexible working hours, and openness to change.
• Autonomy and responsibility: They want more influence on decision-making and the opportunity to shape their own careers.
• Meaning of work: For the younger generation, having a sense that their work makes a real impact on the world is more important than hierarchy.
• Personal and professional growth: Companies that don't offer learning and promotion opportunities are less attractive to the new generation.
• Work-life balance: Family, health, and personal development are beginning to take precedence over financial stability.

The Growing Impact of Globalization

Globalization means that younger generations are exposed to Western work cultures, which place more emphasis on equality, autonomy, and creativity. As a result, young Poles are increasingly questioning the traditional approach to hierarchy and power.

What You, as a Manager, Need to Understand

To effectively manage teams, you need to view management through the lens of changing values. The most important actions and reasons that you should consider are:

• Flexibility is no longer an option, but a standard

  • Specific actions: Implement hybrid work models. Set flexible hours that allow employees to adjust their schedules to their needs.
  • Why it works: Employees with greater control over their time are more productive and engaged.

• The role of the leader is changing

  • Specific actions: Focus on mentoring instead of hierarchical management. Be a supportive leader who helps develop individual potential.
  • Why it works: Younger generations are not looking for an authoritarian boss but a guide who helps them find meaning in their work.

• Organizational values attract talent

  • Specific actions: Define a clear organizational mission and ensure that everyday practices align with it. Communicate your corporate social responsibility (CSR) actions.
  • Why it works: Employees are increasingly choosing employers who act ethically and address social needs.

• Feedback is key to development

  • Specific actions: Create a culture of regular feedback – both formal (quarterly reviews) and informal (daily conversations).
  • Why it works: Transparency and open communication build trust and engagement.

• Invest in skills development

  • Specific actions: Offer training and development programs tailored to individual needs. Use mentoring as a tool for strengthening leadership and specialist competencies.
  • Why it works: Employee development is organizational growth. Engagement increases when people feel they can grow.

Conclusion

The Polish worker in the 21st century is increasingly moving away from the traditional model described in Hofstede's research. Expectations around hierarchy, stability, and control are giving way to flexibility, autonomy, collaboration, and a sense of purpose. To effectively manage this new generation of workers, organizations must develop flexible structures, open communication, and systems that support both professional and personal growth.

By implementing these principles, managers can effectively navigate change and create a work environment that meets the needs of both older and younger generations. This is not only the path to organizational success but also the key to building lasting relationships within teams.

Adapting to these changes is not just a necessity but an opportunity to create more innovative, engaged, and loyal teams that will be critical to facing future business challenges.