A lot has been discussed and written about today’s workforce –popularly known as Gen-Y. Their attitude towards work, their proclivity for independence, their somewhat strong reliance on social media, their desire for work-life balance and their strong emphasis on the pursuit of their dreams and life goals have been in focus. There are many myths about the Gen-Y. Managers generally make mistakes in understanding this workforce in right perspective. Unless today’s managers understand them well, it may be like experimenting with the unknown. Managers fail to recognize their strength in technology and perceiving the nuances of their work habits.
They are perceived as job hoppers because of hardly sticking to organization for more than one to two years. Keeping them engaged is the biggest challenge for managers. They are not going to change. Managers and organizations have to change and take initiatives to align with their thought process.
Actually this workforce is impatient, logical and analytical. They are tomorrow’s managers. They look for immediate recognition and pay off. Most of them take job as an opportunity to learn, grow and fulfil aspirations. They are self centered, less bonded with organization and don’t appreciate strong emphasis on corporate hierarchical structures and authoritative leadership. They have little loyalty to organization. They are not intimidated by authority. They are tech savvy. Remaining connected with social media is their life line. They are practical. They live in present. They learn quickly, get engaged and deliver.
Managers need to provide them a sort of result driven work environment where emphasis should be on results and on spending work hours. The key is in approaching this workforce differently, providing constructive criticism that reflects confidence in them, offering flexible work schedules, adjusting the belief that they need to "put in the hours at the desk" to be effective, and developing a work culture that is pleasant and positive and realizing that asking questions can often lead to answers and solutions that are actually more efficient and effective unlike with any other set of employees in the past. Managers must also provide them more autonomy and trust Gen Y workforce to complete the work, to redesign and rebuild some of the old career ladders. Here, reverse mentoring makes sense.
There is a need for the Generation Y also to learn to pace them and gain the necessary experience and skills before expecting too much from organization. Sometimes unrealistic expectations may land them in a place leaving no point of return for them.
Cover story of this issue centred around decoding this workforce, understanding the reality vs perception and the possible way forward to take them along to make part of organization success.
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699
Business Manager :: HR Magazine
From India, Delhi
181They are perceived as job hoppers because of hardly sticking to organization for more than one to two years. Keeping them engaged is the biggest challenge for managers. They are not going to change. Managers and organizations have to change and take initiatives to align with their thought process.
Actually this workforce is impatient, logical and analytical. They are tomorrow’s managers. They look for immediate recognition and pay off. Most of them take job as an opportunity to learn, grow and fulfil aspirations. They are self centered, less bonded with organization and don’t appreciate strong emphasis on corporate hierarchical structures and authoritative leadership. They have little loyalty to organization. They are not intimidated by authority. They are tech savvy. Remaining connected with social media is their life line. They are practical. They live in present. They learn quickly, get engaged and deliver.
Managers need to provide them a sort of result driven work environment where emphasis should be on results and on spending work hours. The key is in approaching this workforce differently, providing constructive criticism that reflects confidence in them, offering flexible work schedules, adjusting the belief that they need to "put in the hours at the desk" to be effective, and developing a work culture that is pleasant and positive and realizing that asking questions can often lead to answers and solutions that are actually more efficient and effective unlike with any other set of employees in the past. Managers must also provide them more autonomy and trust Gen Y workforce to complete the work, to redesign and rebuild some of the old career ladders. Here, reverse mentoring makes sense.
There is a need for the Generation Y also to learn to pace them and gain the necessary experience and skills before expecting too much from organization. Sometimes unrealistic expectations may land them in a place leaving no point of return for them.
Cover story of this issue centred around decoding this workforce, understanding the reality vs perception and the possible way forward to take them along to make part of organization success.
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699
Business Manager :: HR Magazine
From India, Delhi
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