Dealing with Generation Y

There has been a lot of talk around Millennials lately; what motivates them and what turns them off. Here are some tips and tidbits to make dealing with Generation Y easier from a “recognition" point of view.

 

·         Gen Y workers change jobs around eight times in their first five years of employment. However studies show that if you can buck that trend and get them to stick with you in the early years (first 2-3 years), they are more likely to morph into high-loyal employees. 

 

·         Generation Y is very technologically comfortable (No surprises here).  Computer-based contests with interactive elements including blogs, wikis, mash-ups, RSS, and podcasts can all be used to make a recognition activity more meaningful.

 

·         This is the first generation to receive "participation" trophies, which is why they tend to want more pats on the back more frequently than other work groups.  This social orientation has allowed them to see teams as non-competitive structures. If you can let them work on a team or a shared project, and recognize their involvement as part of a group, they will value that experience as much if not more than an individual acknowledgement. A hint with teams: set the goals but don’t dictate the process and you will get better buy-in and outcomes.    

 

·         Generation Y is very family centric. One way to win them over is to involve their families in the recognition process. Letters/email home to mom and dad or their brothers or sisters is a nice touch.

 

·         Some managers lament that you can’t get this worker to do more. But taking on more responsibility is often perceived as a negative with Generation Y. Instead companies that position additional work assignments as a puzzle or challenge that needs to be solved get more involvement.

 

·         Generation Y likes to be mentored by Boomers. They have a higher respect for people their parent’s age then most generations before them. And while the lines between authority and co-worker can get blurred, they appreciate that the byproduct of experience is wisdom and take advice from older colleagues eagerly.

 

·         Generation Y equates a curiosity for learning and being socially conscious as two highly desired attributes.  Conversely, they see the desire to get ahead for the sake of climbing the corporate ladder as unattractive qualities. As a consequence, accomplishments and achievement should be celebrated in the context of bettering oneself as a “more complete person” without too much reference to an individual’s professional gain or standing.    

 

·         Long term awards like stock equity have little motivational value. Generation Y has no interest in long -term investments and vesting schedules. Not yet anyway. Instead they respond to awards that are more immediate and perhaps open up opportunities to experience new things.

Comments

[Brett Hummel]

Touching on your point about family, I believe that young professionals will also gravitate to companies that make them feel like part of a family. A family is a place to connect and share ideas in a safe environment, which is exactly what Gen Yers naturally tend towards.

Already in places like Japan, companies have set up corporate housing units so that young professionals can bond with each other outside of the workplace. I think this trend to integrate the next generation of workers will only accelerate as time progresses.

Also I was wondering where you got the information on your first point. If you could email me your source, I would greatly appreciate it.

[Howard]

It really is because command and control management thinking has turned work into the most dissatisfying management factory.

Systems Thinking organisations have lower turnover, higher morale and amazing results! Results achieved by THIS generation!

The Systems Thinking Review:

http://www.thesystemsthinkingreview.co.uk/