THE DYNAMIC MILLENNIALS

Very recently I was addressing a group of mid-size company owners and senior HR executives. The attrition of employees and the availability of trained manpower emerged as the main heartburn of all. To many employers, millennials (born between 1981-96) remained a mystery who walk into offices expecting high pay, perquisites and rewarding work ethics without blinking an eye lid. Yet, it was felt that there is no guarantee that they will not leave in a couple of years for reasons best known to them.

While the old school management and corporate leaders describe this generation as self-entitled and even at times crazy and lazy, its not the correct reflection of the youth. We need to acknowledge that today, millennials make up 46% of India’s workforce, and the numbers will grow every year as Baby Boomers (born before 1946- 64) and Gen X (born between 1965-80) continue to retire. My survey and understanding of the youth confirm that contrary to the stereotype belief, Millennials don’t prefer to hop jobs every few years. The reality, if I may say, is that GenY/ millennials want to grow, learn, and become leaders in the very organization they join.

An acclaimed book ‘What Millennials Want from Work’ gives a strange revelation emphasising that while 69% are satisfied with their job, 76% say they prefer working for their current organization. My interactions have revealed that Millennials consider that the people they work with are an incredibly important part of their work experience as they add a significant value to their role as team members, superiors, mentors, and friends in the workplace. Therefore, the need to create an environment conducive enough to retain this work force.

So, the guru mantra is to create a friendly healthy organizational culture which impedes the bottlenecks and escape routes like a bad boss, office politics, or a stuffy culture. Overload of work and underpaid situations best be avoided. Remember that Millennials are looking to “level up” to a better situation, even if they are generally satisfied with their current organization.

Keeping the above in mind, employers need to examine what makes Gen Y tick. For one, materialism is secondary to gaining experience; and two, passion is a must for involvement. Actually, the paradigms of work have shifted the goal post since this age group has joined the industry. They care in equal terms about purpose and the money and the employers who have recognized this change are the ones who are successfully operating businesses in current environment.

Therefore, as a corporate coach, mentor or trainer as you may call me, I would suggest a few guiding principles to attract and then retain these work horses for a profitable operation of industries.

First and foremost, its time to forget the traditional 9-to-5 schedule of shift unless you need run of the mill work. That old time-sheet way of life will only encourage clock watchers and not output generators.

Secondly, I would suggest increased use of social media in selection and understanding the candidates. Since millennials roam on the social media most of their time, companies in need of them need job listings on LinkedIn, Facebook, or Twitter. Not only will candidates see the listings, but applying for jobs is also influenced on the recommendations of peers and family. They indeed trust social media reviews for not only great places to eat and dance, but for great places to join for work as well.

My next recommendation will be to promote diversity and inclusion in identities like gender, ethnicity, colour, cast and disability. This shows that companies value uniqueness in their employees, a quality, Gen Y workforce is looking for.

Pandemic in last two years have made all companies realize that flexibility of communication allows people to work from the cosy environment of their homes. Millennials have liked and preferred this style of work. The double income single child syndrome allows them opportunities of flexi work hours and to bring up their child at home thus, cutting down on unnecessary expenditure of baby sitters and travel time.

Therefore, leaders of our industry must present a diverse and inclusive environment which is collaborative & not competitive. Foster a spirit in their teams that promotes mutual respect and a right work life balance a lucrative magnet for the young corporate work force. Organizations that create a conducive work culture will not only be able to retain them for a futuristic sustainable growth but also help them become intrinsic factor in their global rise.

THE VIEWS EXPRESSED BY THE AUTHOR ARE PERSONAL

COL ANUPAM JAITLY (RETD) The writer is Defence expert, Motivational Speaker & Corporate Trainer