The values of generation Y Bashny.Net

The business still haven't learned how to motivate, inspire, and retain younger employees belonging to generation Y, argues consultant on leadership and author of the book Lead From The Heart mark Crowley. Here's how it really needs to be done.

According to a new Gallup survey, employees aged 20-36 years — the most disinterested generation of workers. Last year I got a new job 21% of them, and 60%, send out a resume right now. And companies, who are trying to keep them by paying their student debt by providing free energy drinks and agreeing to casual clothing in the office, probably annoyed. Maybe it is time to just admit that it is too demanding people who believe that all they have that will never be loyal and happy at work?

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No. The Gallup survey reminds us that the workers of generation Y grew up in a totally new environment, and they have a unique set of values, needs and views of the world. But they wrongly called lazy, and wrong to think that they are programmed for loyalty.

They are really demanding. They clearly know what they want in exchange for their work, and are willing to look for it until you find. This generation of workers, which rejects the traditional path and expects that their bosses and their employers adapt to it.

In the US generation Y already accounts for 40% of the workforce, and over the next 10 years this percentage will double. Some of us have to resist these changes and do not want to change their approach to management. But research shows we must act now. And the most progressive organizations are doing this already.

How did the values of generation Y

A few weeks ago, Gallup published a study of How Millennials Want To Work And Live — a thorough analysis of what defines the professional activity of generation Y. having Studied all 150 pages, I talked with Jim Harter, the Director of research Gallup, and asked him to talk about the main life experience that defines the character of the people of this generation. Here are the three main components:

1. They saw their parents experience stress about work

In childhood many of them were returning after school to an empty house and a long time not seen their parents. They are seen as organizations require their employees to work significantly more than 40 hours a week. They see the stress their parents are poisoning the life of the family. Therefore, the generation Y — a generation that doesn't want to sacrifice your life for work. They wish to be judged by results, not by the time that they spent in the office.

2. Overload and excessive protection

The parents of many members of generation Y downloaded children for the full program. They were recorded in sports camps, Taekwondo, music lessons, water Polo and so on. Perhaps as compensation for the absence during the working week these parents diligently attended all the events that have sent children on weekends, constantly praised and encouraged them. The result: a generation that much more needs feedback and approval, expects a personal relationship from his superiors.

3. The most technologically savvy generation

This is the first generation that from childhood had immediate and extensive access to information thanks to new technologies. And thanks to social networks, they are not only well imagine how thoughts of others, but much better to know what other people in their work. They know what other possibilities there are in the labour market, what is the corporate culture in other companies. They can also be idealistic, waiting to get what they want quickly.

 

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Generation Y redefines approaches to leadership and management

Gallup indicates several important changes that managers need to implement to influence employees of the generation Y. This is the first generation that insists on such things.

1. They want to see meaning in their work

"Deep down we all have a primitive desire to achieve in life for something important" — said the head of Oracle, Larry Ellison. And this need is the basis of motivation of generation Y. Gallup Data show that this generation does not want all of them served on a silver platter, and they do not prefer the fun growth and development. According to Harter, they want their work made sense. "They want accountability and a sense of importance, which is achieved through their own efforts".

HR Director at Google, Laszlo Bock, who runs an army of workers-generation Y, put it this way: "In future decades the most talented, the most hardworking people on the planet will move to places where they can do meaningful work and participate in determining the fate of their companies."

2. They want to have no boss, and mentor

Once the business was considered that people don't want to work, and that they should continue to force to something to maintain productivity. But generation Y has a deep desire to give his life meaning through work. So they set themselves very ambitious goals and want the personal responsibility. So, they push the heads of the traditional type that only know how to shout orders or to manage all the same way.

"This generation expects to be not just a good boss, says Harter, but a good coach, mentor. Such leaders achieve results due to the fact that it is easy to handle. They try to get to know their employees as people. They find their strengths, guide their growth and constantly give feedback. They are the protectors of their employees." And interest in the work of most people are small because few people today have such leaders.

3. They want frequent feedback

Many large companies, employees are evaluated only once a year. But generation Y, says Harter, expect much more frequent contact with management. And what they want to hear? In addition to the recognition, they want clarity. On the correct tasks they work? Are they? Is it benefiting? Generation Y needs constant rewards, but needs expressions of love.

4. Attention to strengths

In a recent study, Gallup asked participants again to "experience" the previous day. The researchers found that employees who worked uvlechenie other more often could use their strengths and not weaknesses. "In many cases, the work that we give to people who are not in line with how we advertise, says Harter. And in this case, people instantly lose interest in the work. Of course, we cannot ignore the weaknesses of the employees, but truly wise leaders know how to see what makes each person special, and to adapt its task to its strengths".

5. Growth and development

When people feel that they are continually expanding their own capacity, they are extremely passionate about their work. Generation Y is the most educated generation in the current workforce, and so they are sharply focused on their needs for growth, they think a lot about my future. They want to know what stage had been reached where they're going, and that will support them along the way. "Now the Manager's job is to think about the development of no less than about the impact of people, says Harter. — The development will provide results and more detailed feedback strengthens relationships."

 



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Some organizations still think that generation Y are some kind of mercenaries who are constantly looking for where it is. But the Gallup survey shows that they are actually looking for a convincing reason to stay. And employees of the previous generation at this stage of life changed even more often. But at some point they decided on a long-term loyalty to one organization. Today generation Y is gradually approaching this decision. Where they will be, depends on how you will lead them.published 

 



Source: ideanomics.ru/articles/6852