Taming restless Generation Ys in the workplace

Engage millennials’ passion to get them make their mark. Start by embracing and leveraging Generation Ys differing career aspirations. PHOTO | FILE 

By ALICE WAMBUA and DEBBIE HOLLIS

Talent savvy organisations are leveraging their intergenerational knowledge to get ahead of competition, particularly in attracting, engaging and retaining Generation Y (millennials).

While there are similarities between the drivers of employee satisfaction across the generational divides, understanding the differences is pivotal to future business success.

Research shows that Generation Y currently makes up over 50 per cent of the global workforce and their numbers are set to swell to 75 per cent by 2025.

As the fastest growing workforce demographic, no employer can afford to ignore Generation Ys differing needs, expectations and values.

Start by embracing and leveraging Generation Ys differing career aspirations. As described in research conducted by Deloitte, millennials will sign up for a “tour of duty” with an organisation but they are not thinking in terms of becoming part of the permanent force.

Up to 82 per cent of millennials in emerging markets indicated that they see themselves as working independently at some point in their careers rather than being employed within a traditional organisational structure.

Generation Ys career aspirations leap-frog beyond job security to centre on securing their employability for the future.

Leading practice employers are enticing Generation Y to “enlist” with their organisation and to keep “re-enlisting” each day by providing learning and development opportunities that will help accelerate achievement of their personal and professional goals, aligned to the performance goals of the business.

Firms are also adapting their training models to resonate with this tech savvy and hyperconnected generation by including mobile and social learning tools, combined with prized coaching and mentoring and real world assignments that have a demonstrable impact on the bottomline.

In turn, the appreciation and engagement of Generation Y employees comes from interesting, worthy and challenging learning assignments that emphasise output.

These include crosstraining and partnerships on projects with those from older generations and with those they view as credible and positive role models.

Generation Y aspire to work for organisations that will help them develop the skill sets they need to stay relevant, securing their ongoing employability.

Move away from a “command-and-control” mindset to give Generation Y a voice. Also be accessible.

As the youngest men and women on the totem pole, Generation Y are not always privy to the rationale behind management’s decisions.

Their desire to be heard, to receive feedback and to be kept in the loop is greater than their generational counterparts. More loyal to people versus an organisation, management have a key role to play in keeping doors open and engaging millennials.

To avoid disconnect, organisations ahead of the talent curve are creating networking platforms (on-line and face-to-face) designed to keep Generation Ys in the loop and help them understand why changes are taking place and how the changes fit into the team’s overall objectives.

These platforms are also working to harness Generation Ys fresh perspective, driving innovation and improvements and building stronger inter-generational understanding, appreciation and collaboration.

Engage millennials’ passion to get them make their mark. As noted by Forrester, for millennials particularly, the boundaries between community concerns and corporate social responsibility do not exist— work and life blend.

Millennials expect organisations to step up to the plate and make a difference in the communities they serve.

With their strong affinity for teamwork, networking and collaboration, Generation Y have shown themselves to be more than willing to enlist enmasse to make good things happen.

Organisations that are cultivating a culture that values a sense of community, “giving back” and enabling positive societal change are engaging Generation Ys deeper desire to make a difference.

Organisations must put in place inclusive strategies to promote harmony and stronger talent retention of Generation Y and the older generation.

Tapping into what makes each generation tick will help your organisation to unlock the multifaceted benefits that come from embracing diversity and an inclusive approach.

Ms Wambua is a senior consultant and Ms Hollis is a senior manager at Deloitte East Africa.