Managing Gen Y

Impatient, disloyal and disrespectful or enthusiastic, creative and ambitious?  No matter what your view, opinion or experience, Generation Y (Gen Y) has never been more influential in the workplace.   As the first wave hit their mid to late 20’s the generation is heavily influencing workplace culture and causing some headaches for managers along the way.

As we are aware factors such as culture, gender, nationality, personality and religion are integral parts of a person’s behavioural make up.  In addition to these traits we now understand that a person’s generation can heavily influence human behaviour.

I was left speechless during an interview recently when the candidate asked ‘…why should I come and work for you?’  Now I’ve always maintained that recruitment is a two way street, it’s not just you assessing the candidate but also them assessing your business.  However this situation really stretched my philosophy!  To be clear the question was not driven by an overinflated ego but rather the needs and priorities of a generation.

For Gen Y a good job is a right and not a privilege. Social responsibility is real and valued.  If they don’t like a job they get a new one.  If they aren’t stimulated at work, they leave.  Respect must be earned; decisions must be ethical, communication frequent and personable.  Whatever the situation or circumstance – it must be convenient for them!  So as you can see the question ‘…why should I work for you?’ is very real and relevant to them.

I’m not trying to beat up Gen Y.  Actually quite the opposite, I love this group and what they bring to the workplace – my entire team (albeit a small one) is Gen Y.  But to leverage the full potential of these employees we must first understand their characteristics and also how we, as managers must adapt our management and leadership style.  Michael McQueen in his book “The ‘new’ rules of engagement” highlights a number of interesting characteristic of Gen Y.   I believe the most important of these are:

1. Respect must be earned. It's no longer an entitlement obtained with age or through job title.

2. Patience is not a virtue, it's pointless and frustrating. The future is fluid and not a five year plan. Commitment is guarenteed provided something better doesn't come along.

3. Obsessive about communication. There is never enough, mobile phones are no longer about making calls. They will read a text message, they might read a memo.

4. Loyal to themselves and their family. Growing up in economic prosperity they have been spoilt by choice and have not experienced tough times.  Will the GFC positively impact on loyalty and tenure? I suspect not but only time will tell.

5. Work Ethic - to label the generation as lazy is unfair.  It’s about priorities and the events which have shaped their work life balance.  Many have lived through broken marriages, experienced firsthand their parents stress and health problems, witnessed thousands perish at work on 9/11. These events in addition to a multitude of natural disasters have shaped the prioritization of life over work.

In many respects, identifying these characteristics and understanding them is the easy part.  Knowing how to relate to this group, manage them, and gain their respect and trust is the real challenge.  Whilst everyone will approach Gen Y in their own style, in my experience a focus on staff engagement, flexibility, environment, effective communication and individual performance management and development will support you in your endeavour.

To engage with Gen Y show interest and be genuine in your interaction.  In my experience the easiest way to show that you care is to promote dialogue which focuses on events outside of work.  Leverage from shared interests or previously obtained knowledge about an employee.  Sporting teams, movies, social events and the like are great examples where relaxed two way conversation will assist in building rapport.  If need be, record your observations and knowledge about staff for future reference.  Like it or not work for Gen Y is a social activity, so use this knowledge to engage with staff - create an environment where two way conversations can start and develop naturally.  The Managing Director of a Melbourne based client has recently started playing table tennis with staff once a week after work.  Since then he has commented on the positive change in his interactions with staff around the office.

Be mindful of the environment which is conducive to maximizing Gen Y productivity.  Generally the group will rebel against process and crave flexibility.   The less you tell them what to do the better!  Instead focus on output and not process.  So wherever possible be creative and flexible on dress codes, work hours, and work locations.  Now I’m not for one instant suggesting a compromise on professional presentation when client facing, or allowing staff to come and go as they please.  I am however suggesting that Gen Y will respond favorably to an approach such as; if you’re late - get your job done, if you take a long lunch - get your job done, if you need to leave early - arrive early.  You’ll gain far greater respect from monitoring quality and output rather than watching the clock.

Gen Y’s ‘work to live’ - the order of these words is important!  Travel is a rite of passage.  Whilst unpaid leave creates operational strain and must be carefully considered it is also a very powerful retention tool.

This group will often think and approach tasks differently, sometimes just to be different.  If it’s not inefficient and the process remains compliant then what’s the harm?  Just because it’s not your way, that doesn’t mean that it’s flawed.

It is imperative that you communicate openly and honestly with Gen Y.  Often as leaders become more experienced they develop an extremely professional, composed and at times sterile demeanor.  My experience suggests that Gen Y respond more favorably to ‘real’ people.  So prepare adequately for meetings but avoid scripting, show emotion as the situation warrants and don’t be scared of being vulnerable to this group, they will engage with it.

The more you walk the talk, the greater trust and loyalty you will build.  Be upfront about making mistakes, Gen Y will respond to a leader who is willing to admit when they are wrong. Be certain to follow your words with action.  If you disappoint them, you will quickly lose their respect.

Gen Y respond to personable people and relationships as identified above.  They also require and respond positively to both individual and team recognition.   The group is both ambitious and impatient as we have learned.  Therefore a key to retention will be performance and career planning and the provision of individual recognition and public praise.

It is critical to set short term challenges, monitor progress and provide feedback.  The delivery of feedback will drive the level of trust and respect you receive as a manager.  Ensure feedback is specific, honest and constructive.

So remember salary increases and promotion isn’t always the primary motivation for Gen Y.  They want and need to enjoy what they do.  Only time will tell if the job losses and tight market conditions of 2009 will change Gen Y’s perception of commitment and loyalty.  I will be surprised if much or anything actually changes this perception however markets have improved and so too job opportunity.  Don’t let your talent walk out the door, understand and engage with Gen Y.