Notwithstanding these—which may be genuine—Gen Y is here to stay longer than their managers and so their managers will do well to keep the following principles in mind.
Unwinding: A file photo of Convergys employees in Gurgaon. The generation that’s in its 20s today perceives an employer’s unwillingess to permit flexible hours or telecommute as archaic and uncaring. Madhu Kapparath / Mint
Give them feedback. Overcommunicate. Having been used to feedback throughout their lives, be it from schools or from their computer games, they expect managers to make the time to track their performances. By extension, they are not happy to sink or swim on their own. They will not believe that it is logical for an organization to hire people and allow them to endlessly find their feet as was perhaps true several years ago.
Tap into their creativity. As a generation that has been brought up on meritocracy, Gen Y has been encouraged to find creative solutions to problems. Expecting them to demonstrate acceptance of a problem with no effort to provide a solution goes against their grain. Since Gen Y brings tech-savviness and multi-tasking to the fore, they are natural solution providers if given a chance.
Give meaning to their work. In contrast to their parents, who viewed work as a means to a livelihood and no more, this generation typically has a greater sense of the larger significance of their work. They need to understand how their work impacts others and want to participate in decision making. Gen Y who cannot see how their work fits into the goals of the organization will likely remain demotivated.
Not surprisingly, the recent best places to work for study found that of the top 50 companies, 18 were from IT and ITeS. Roles in these sectors are by their very nature likely to require greater clarity about inputs, deliverables, etc.
There is a lesson here for employers. However much the HR gurus may claim employees like flexibility and autonomy, clarity of deliverables wins hands down in the war for employee engagement.
Tell Gen Y the truth. Gen Y employees have the benefit of having seen through the spin through years of watching 24x7 cable. They have seen the unfolding of the dot-com bust, the shabby truth behind Enron and the irresponsible actions which led to the current crisis. They will be far less accepting of spin than their senior cohorts. This intolerance for untruth is one of the greatest virtues of this group. Companies that cannot convince their employees of their strategy will lose the war for talent and, subsequently, the war for the customer.
Consistent with generally higher levels of wealth, Gen Y does seek a better work-life balance. Growing up with mobile phones and BlackBerrys, they believe that the workplace is not necessarily a specific location but wherever they are. An employer’s unwillingess to permit flexible hours, telecommute, etc., is seen, quite rightly, as archaic and uncaring. Providing Gen Y with various lifestyle benefits—sabbaticals, supporting civic causes, etc.—can keep them motivated.