The paper aims to provide an overview of human resource management’s characteristic features in agile companies and identify the attributes preferred by Generation Y representatives in everyday work life. Detailed literature review of general agile attributes and specifics of agile HR management has shown that the phenomenon is not sufficiently examined. There is a gap in the literature research related to the agile approach applied to Generation Y. Based on a literature review and primary data analysis, the authors identified the attributes of agile organisations that correspond to Generation Y preferences in the field of working conditions. In this way, the authors have opened a discussion on the possibilities of applying the preferred agile approaches to attract Generation Y representatives, increase their work motivation and satisfaction. The paper’s findings support the information base used by HR professionals and companies to ensure that factors such as flexibility, informality, continuous learning, etc, are known by managers and companies. It realises the importance of agile principles in the working environment created for Generation Y to produce a greater added value. The literary part of the paper provides an introduction to the general agile management approach, specifics of agile HR practices and indicates key factors influencing work and supporting effective cooperation with Generation Y. Key findings of the detailed literature review were applied to empirical findings of the sample of Generation Y representatives in the Czech Republic and used for discussion and recommendations. This article aims to contribute to the debate on agile management approaches with regard to Generation Y and its leadership. The paper contributes to a gap in the literature, as key findings confirm that Generation Y is open to adopting an agile approach and prefers some of the agile factors in corporate and human resource management over traditional systems.

Dramatic changes caused by the rapid spread of the COVID-19 pandemic have emphasized the strategic importance of business agility. Companies around the globe are accelerating their agile transformation to succeed within the contemporary dynamic and complex business environment. This includes both instrumental and cultural changes. It is becoming increasingly clear that agile principles and approaches are no longer exclusively used by IT companies; it is spreading across other business functions and industries. Secondary data analysis confirms a strong ambition of companies towards becoming agile. This paper examines the extent, benefits, and concerns of using agile methodologies by selected automotive companies in the Liberec and Central Bohemian regions of the Czech Republic. The in-depth interviews provide a better understanding of the lower agile maturity of the surveyed companies compared to global statistics. None of the surveyed automotive manufacturers assessed their agile maturity at a high level, nor did they consider agile transformation an urgent strategic priority. Research and Development, Program and Project management stood out as the most agile business functions. At the same time, respondents are clearly aware of the need to increase flexibility and the ability to respond quickly to market changes. Some of the surveyed companies have already successfully incorporated Lean, Kanban and Scrum into their operating models, which are the basics of agile. The primary research findings, combined with secondary data analysis, enable recommendations for those pursuing agile transformation. The paper means to stimulate further in-depth research on the agile management approaches in the manufacturing environment.