Talent or war between the talents
Employers are finding it harder to understand and motivate younger workers, according to global management consulting firm Novations. The latest generation to enter the workforce is singularly disengaged and getting them motivated is now one of management's most urgent challenges according the work done by Novations.
The crux of the problem, many would argue, is that younger employees have sharply different values and goals than earlier generations.
Many believe that newer employees, those under 30, seem to reject the corporate system and have little interest in a lifetime career, and even less in organisation loyalty. Top management doesn't seem to grasp the values of younger workers or know how to leverage their knowledge. What's more traditional motivators such as money or authority no longer hold much sway among younger workers.
For those of us in HR we have seen certain behaviours that are typical of today's younger workers. They change jobs at the first sign of discomfort, or blow all their money on a vacation. They look for self-happiness, not self-sacrifice, and certainly not if the sacrifice is supposed to be for the company. But most difficult for employers, senior management in particular is accepting that the younger generation does not view their job or organisation as a source of their happiness. For them, a job is disposable.
Novations feels that a key insight into the problem is for the company to recognise that management tends to be a generation older and younger employees are their figurative children.
More than 15 percent of today's employees are under 25, three-fifths are under 45, but baby boomers dominate top management. The gap isn't a passing problem and unless management deals with it effectively intergenerational conflict will undermine organisational cohesion and job performance.
Those of us who can influence the decisions makers need to help management to remember that younger workers' perspective has been shaped by the often-negative corporate experience of their parents. Many saw their fathers or mothers used by the corporation and then discarded. Younger people have seen the cost to their parents' livelihood and emotional well-being, and are determined not to get caught in the same trap. So they put their own happiness and contentment first.
Many HR professionals believe that the workplace generation gap is a variant of the classic organisational diversity challenge. How does management mobilise the human capital in an organisation when everyone's motivating factors are different? How does management deal with everyone as individuals and align their values with corporate objectives?
Diversity is no longer an issue of race, ethnicity and gender. Diversity has many faces. The issues, values, motives and goals of employees are also very diverse, so the workplace solutions have to be even more creative. But it all starts with recognising there is a problem and not letting the organisation ignore it until it is too late.
Adapted from GL Now
