Expecting young people to function like older employees at work is absurd as older workers complain about lack of dedication, understanding and appropriateness of younger workers. Organizations need younger workers, more than ever. Balancing organizational needs to attract and retain younger employees is essential for success. Some workplace factors relevant for younger workers, who express opinions freely to be acted on, are: They loudly ask for things wanted and are intolerant on being turned down; they flout cultural norms like waiting your turn or paying dues before gaining access to power. They cannot suppress their needs for organizational harmony and are more likely to leave, if dis-satisfied.
Explain connects between assigned activities and employee responsibilities and organizational goals. Glitzy, cool initiatives and green-washing, or race-washing don’t work now. Instead, invite comments and show how their inputs were applied. Improve communications to develop skilful managers at all levels to do missionary work on values and purposes and achieve consistency. They seek shared experience but different specifics. Their team schedules are organized around the same preferences they have. However, their individual needs and lives are different, as some prefer ample pay, others need prestige /status while some desire flexible jobs to support personal interests. Unfortunately, employers lack structures or decisions to satisfy all employees, every time.
If leaders are clear about plans to accomplish, workers do self-select and commit deeply to larger goals rather than personal preferences. Plan team experiments for testing various approaches from scheduling to meeting processes, and select options that work. Consider reducing career-long trajectories and structure jobs for younger people working for one or two years, using their experience to move to new roles within the organization. Today’s youngsters seek happy lives and work places and expect work experiences to support such goals. Earlier generation workers focused on climbing the career ladder for status, compensation and power, besides tolerating work-place inadequacies to go home and be happy there. Adapting workplaces to suit youngsters’ demand for experience render workplaces, resilient and supportive for all employees.
Norm of Rapid Job Changes
In a recent survey of job seekers, 67% of respondents would change jobs within a year, and their job criteria needed work-life balance, learning and growth opportunities. Inquire early to learn concerns, and expectations, to counteract negative experiences. Don’t write them off as young, inexperienced, and vocal, and help older colleagues express their own concerns rather than resent younger people who express concerns. Tech companies create seamless, easy to use products and so younger workers want work/ workplace to be more personalized and tools to apply for jobs, interviews and frictionless induction.
Continuous re-designing of Job Profiles
Unnecessary turnover and insufficient performance is reduced by redesigning candidate experiences during the employment, work, and career process by showing potential candidates what is possible as part of the team. Enhance your employment brand value by getting great employees who stay to become culture carriers, and advocates. All employees care deeply about meaningful jobs. Younger employees are willing to work hard to reach meaningful goals and achievements, but are less likely to follow orders or continue in unfulfilling /disrespectful environments. They want to be heard and treated respectfully, and follow rules if they understand the reasons why.