MILLENNIALS IN ORGANIZATIONS
In recent years, companies are in a stage of permanent changes of generations: traditional, Baby Boomers, Generation X, Generation Y or Millennials and finally Generation Z or Centennials, not yet in the job market.
Referring to this change that companies are going through, we are in a position to confirm the departure of the Baby Boomers and the incorporation of the Millennials. Generation X begins to occupy leadership positions within organizations and must manage teams made up of young people.
How can they achieve successful management? What do Millennials care?? What good practices can apply?
Then, We will try to solve these questions...
We are going to trace 4 variables that the leaders of Generation X must take into account:
- Giving meaning to work.
- give participation.
- Give clear and precise instructions.
- Give feedback with impact.
After having seen different bibliographies and authors on the subject, it seemed logical to me to define these 4 points. It should be noted that it is not a magic recipe nor does it ensure the success of each team.
But before starting with the development of our variables, let's expand the context…
Let's understand a little about Generation Y by making a list of the main aspects that characterize it:
- They have a very high academic training at the undergraduate and postgraduate level.
- They are oriented to the technological sector within the labor and academic environment.
- Digital management is part of all their daily tasks and they handle digital tools and devices very easily..
- Management of time effectively, for the fulfillment of all your daily activities.
- They are self-taught and constantly seek new learning mechanisms.
- They work for objectives and have a good command of interpersonal relationships.
- I also consider it important to understand behavior patterns, since this will give us a greater range when it comes to understanding the "how" we manage:
- They are autonomous and like to make their own decisions in the work environment. This behavior requires constant training and updating in multiple areas of knowledge..
- They like to be taken into account through participatory management processes, providing innovative arguments.
- Quickly climb the hierarchical levels within the organization, reaching management positions.
- Methodically obtain new knowledge through courses, seminars and workshops, in face-to-face and online modality.
And now if we can delve into our variables... Let's begin.
Variable 1: Giving meaning to work
For Millennials it is very important to know the "Why" and "For what" of each task that is carried out within their work orbit.
Generation Y doesn't act just because, act in search of value. This search is the engine for Millennials. Therefore, leaders have the responsibility to carry out this mission.: convey the meaning of work carried out by each team member.
In conclusion, what matters to Millennials?? Knowing where they are in the chain of work, how their work impacts the final product and how they add value to the work of their colleagues. Sometimes it is very difficult for leaders to carry out this philosophy because they are absolutely oriented towards the result and do not stop to think about how to get there.. But like I said at the beginning, Generation Y doesn't just act.
A good practice from H. R. is to have a good description of the position and right there to include a section that is "Impact Level" where its scope is detailed, besides of course, of having a successful communication with the collaborator.
Variable 2: give participation
Generation Y as well as how they look for meaning in their work and how they can generate impact, he also wants to be a protagonist, participate in moments and stages that are high-flying for them.
Participation can be in decision making, in the independence or in the autonomy in the management; It is a way of giving him participation in a work team.
Leaders must balance the moments in which they will be given the necessary participation and the right moment. when a manager (let's assume it's Generation X) Take a collaborator from your team (let's assume it's Generation Y) in front of the director of the company (Let's assume a Baby Boomers) and gives you the opportunity to present or defend a project or idea that can be applied in the organization, that manager is perfectly managing the “give participation”; and at the same time that Millennials are experiencing a very nervous moment that at the same time is enjoying the space to be able to show their potential and capacity for what they were chosen for..
Variable 3: Give clear and precise instructions.
Leaders are going to have to refine their communication skills and acquire a greater capacity for synthesis when giving any instructions to their team..
Ambiguity is the worst scenario to work in the teams made up of Generation Y. Marches and counter-marches only cause discomfort and demotivation and there is no worse team than one that is without motivation.
For Millennials, being concrete is the central axis of their task. For example, In the area of human resources we are going to explain 2 examples that show what has been said:
- 1st ambiguous scenario: “I need to know why employees are demotivated”
- 2nd stage clear and precise: “I need a survey where we evaluate the motivation of the collaborators, focus on detecting training needs and level of satisfaction with the benefits offered in the company, We will start with the Marketing and Commercial area, then we will continue by Operations and H. R.”
Here are two different instructions, but with the same objective, where does the difference lie?? In the precision and clarity of what I want and need as a result. Millennials feel much more comfortable working in fields like the second scenario, that does not seek to make the work easier but rather that the work that is done has value and impact on the organization.
Variable 4: Give feedback with impact
After many studies carried out by specialists in the field, we can determine that Generation Y tirelessly seeks feedback. You want to know where you can improve and how you can do your job better.
Aligning expectations for Millennials is a process that can take minutes., when in other generations it can turn into long negotiations that have no end. Generation Y evaluates the values of the organization when choosing which position to apply for.
The impact is linked to constructive criticism, are those observations of the leaders that allow collaborators to grow and, many times, This growth is not only professional but personal, learning that they carry and apply in their daily life.
what do i conclude?
Those leaders who have teams made up of Generation Y must have strongly developed the ability to:
- Communicate verbally and in writing
- Active listening
- Delegate
- and empathy
Each of these skills are essential to lead., but with equipment of this style they must be highly strengthened.
Let's get ready! Millennials are joining organizations and bringing with them many ideas and a much more human business imprint and, above all, digital transformation.
The leadership of the Millennial generation is very particular, It is more humanistic, and is aimed at enhancing technological capabilities.