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predecessors in terms of work ambitions and expectations. This fact isconfirmed by several studies focused on HR management in companies, amongthem the regular surveys from Cegos (2012), an international leader in vocationaland lifelong learning conducted under the name %u201cYouth and Work%u201d. In it, therespondents, managers of HR departments, expressed certain difficulties withmanaging and motivating members of the aforementioned young generations,who during the research period represented about a quarter of the activepopulation and are gradually becoming the main actors in current enterprises.Among the most interesting results of the research is the fact that the priorityof these young working people is family life (86%), but work remains relativelyimportant to them (59%). However, it is not only a source of income, but also ameans of personal development and improvement of skills. They are sensitiveto the balance of personal and professional life and to the management style intheir businesses. Those of them who already work in management have adifferent way of managing, claimed up to 96% of the interviewed managers ofHR departments. They have a closer relationship with work teams, they aremore communicative, more open to criticism, they care about the developmentof team competencies, and all this should be considered positive and effective.Young people are carriers of several paradoxes. For example, in all the surveyedcountries, they identified job stability as the most important factor in their workin current companies, but at the same time most of them are ready to changeemployers within the next 3 years.It seems that today%u2019s businesses need HR managers to be visionaries,messengers of change, and guarantors of social cohesion in addition tomanagers. As visionaries, they must be able to implement effective processesfor tracking and processing information, so that the management of thecompany can anticipate changes in legislation, work organisation, andmutations of jobs and professions. They are also expected to submit proposalsfor social innovations, be inspired by foreign experiences, and become theengine of these innovations. As messengers of change, HR managers are calledupon to accompany all necessary modifications, adapting resources to newneeds, advising the management of the company on issues of professionalmutations, and revealing employees capable of accepting them as challenges.Being the guarantor of social cohesion in a period when virtual networks anddifferent communities have replaced the long and generally valid andunquestionable verticality of relationships means that HR managers are at thecentre of a paradigmatic evolution between employees and their employers andmust listen to both sides, respect each individual, and improve social dialogue.The evolution of the contemporary world undoubtedly includes theacceleration of time, which fundamentally changes the content of the termstrategic. The time when companies based their development strategies on five1002 European Entrepreneurship