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After JobFox.com announced the results of its poll of recruiters finding that Millennials were judged to be the least effective performers of the four generations in the workplace, CEO Rob McGovern stated what he believes are the four “major motivators” of Gen Y/Millennials at work. They are:

• First is “balance,” that Gen Yers work best when they can set their own hours. I might add that “balance” is not just about hours but also balance in the type and variety of work, so that, for example, entry-level workers don’t just get stuck with a steady diet of drudgery.
• Second is that members of the Gen Y cohort want to be on the leading edge. Not only do they want the latest, rapidly changing technology, but also they want to stay marketable with opportunities to learn the latest skills. If their employer doesn’t provide learning experiences, they will look elsewhere.
• So many members of the generation have confidence resulting from extensive praise as children and students. Accordingly, they don’t want to be treated “as junior anything.” They feel they can contribute as soon as they hit the workplace. To engage them, it is important for employers to paint them the big picture and emphasize how what they are doing, even the entry-level routine work, is meaningful and contributes to the organizational mission and the bottom line.
• While they seem to be ready to move whenever things are not to their liking, Gen Yers are looking for stability. Employers who want to retain them can gain their loyalty if they permit flexibility, provide learning opportunities and enable them to feel they are doing meaningful work to support organizational goals.

Some flexing of attitudes and behavior on all sides is required, even putting aside the current disastrous economy. Why to my mind is this not happening to a large degree?

 

• Short-term thinking tied to immediate profits rather than long-term investment in human capital.
• Busy and stressed people not taking the time to understand both the older and younger views and making reasonable adjustments in expectations and modes of operating and communicating.
• Resentments about changing the rules for “newbies.”
• Neglecting to draw the big picture for Gen Yers and emphasize how their work, even when mundane, is meaningful to the goals or mission.

To quote from a lead article in January’s The Economist (Managing the Facebookers), “In fact, compromise will be necessary on both sides. Net Geners [still another name for the Gen Y/Millennial generation] will certainly have to temper some of their expectations and take the world as it is, not as they would like it to be. But their older bosses should also be prepared to make concessions. The economy will eventually recover – and demographic trends in most rich countries will make clever young workers even more valuable.”

Change is accelerating. Gen Yers understand and adapt better than their seniors. They are the most technologically savvy and most educated (though not the most endowed with interpersonal skills and workplace savvy) generation ever. Some of the rules need to change, and flexibility in many forms is central to long term success. Contact me for some low cost-high value actions your organization can take.

Please continue to send your thoughts, comments and stories my way.

Phyllis

© Phyllis Weiss Haserot, 2010. All rights reserved. 

For coaching, training and special programs on inter-generational relations and maximizing the potential of young professionals, call Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549.

Phyllis is available to speak at your organization or at firm retreats on inter-generational relations and organizational effectiveness topics. Call or e-mail for a list of topics or to custom-tailor your own.