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While all generations have influenced their workplaces to some degree, the Millennial (or Gen Y) generation is the first in which associates are having a significant impact on culture shift from the time they enter the organization if not before.

Culture seems to be a hotter topic than ever, and it’s not all good news. According to a Deloitte study across many industries, only 12% of employees think their organization is driving the desired culture. It’s not a secret that many workers are unhappy and are looking to leave, and firms are beginning to pay attention. Different generations at work have different wants and expectations. A 2014-15 study by Aon Hewitt as well as other research shows the gap is widening between what employees actually want and what employers think they want.

Millennials say the qualities that differentiate employers for them are: fun place to work; flexible work environment; providing stimulating work; good fit with their values; innovative; market leader/financially successful. They report they would most like to see changed in their current workplace in addition to pay and benefits: good career or development opportunities; recognition of their performance; open/transparent communication; flexible environment; fun; and a strong leadership team. They want a “human” workplace with enjoyable work and recognition and appreciation for the long hours they put in. Yet employers still seem to think it’s mostly about money. 

Culture of Engagement

The degree and quality of employee engagement directly influences the firm culture.  Across all industries, engagement is currently the top concern of HR executives and senior management. Lack of engagement should be addressed as a cultural issue. In order to achieve more engaged working relationships, higher productivity and tenure across the firm, here are some actions to consider and implement, particularly with the younger generations in mind.  

• Don’t assume all generations have the same expectations, wants and definition of success as you do. Ask, listen and observe.
• Develop an employer-employee relationship model based on mutual expectations. Keep people engaged and talking openly about career path at the firm or subsequently elsewhere.
• Establish “Councils” of Gen Y employees to provide input to everything from workplace policies to hiring strategy to marketing campaigns.
• Understand that “mobile” is more than technology; it’s a way of life. Make a cultural mind shift to accommodate and capitalize on mobile life.
• Provide junior and senior colleagues networking opportunities to meet possible mentors and allow relationships to develop.
• Encourage Gen Y/Millennials to use their networks, and don’t discourage them because sizable business from them isn’t there yet. Let them see a future for themselves as connectors and rainmakers.
• Train people to dialogue effectively as that is becoming more important again to coordinate, collaborate and build trusting relationships.
• Support all the generations in impactful participation in the community and causes that align with their values as well as goodwill for the firm/organization.
• Measure and reward impact. Gen Y wants to be recognized as the Boomers always have, though possibly in different ways.

Recognize that there is little choice for long-term success but to adopt a flexible, multi-generational mindset. The rewards of doing so will enrich the firm/organization and the individuals who comprise it with more at-work satisfaction, better decision-making, essential mentoring and sponsoring and critical understanding of client, employee and other stakeholder perspectives and needs.

Please forward and share this with your colleagues and friends and send your comments to pwhaserot@pdcounsel.com.  How will understanding each generation’s perspectives create a more desirable culture for everyone?

Keep the conversation going on the Cross-Generational Conversation group on LinkedIn. Let’s spread cross-generational conversation about these issues toward making more workplaces “best places to work.”

© Phyllis Weiss Haserot, 2015. All rights reserved.

* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were growing up. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:

Traditionalists:                                  born 1925-1942   

Baby Boomers                                  born 1943-1962

Generation X                                     born 1963-1978