We recently came across an article entitled ‘How Millennials want to Live and Work’. It’s key findings were that there are six functional changes that ‘Millennials’ now want.
They don’t just work for a pay check - they want a purpose. For millennials, work must have meaning.
They are not pursuing job satisfaction - they are pursuing development.
They don’t want bosses - they want coaches. The role of an old-style boss is command and control.
They don’t want annual reviews - they want ongoing conversations.
They don’t want to fix their weaknesses - they want to develop their strengths.
It’s not just my job - it’s my life.
To say only millennials want these things at work is also saying anyone that was born before 1980 wants the something different, which we feel is hard to believe. This article plays to the stereotype of a ‘Millennial’ and we know from experience that stereotyping is almost always a dangerous pastime.
Reflecting on the six points above, what becomes immediately obvious is that most people would flourish in organisations that embraced this approach to managing their staff; who wouldn’t strive for job satisfaction or regular reviews and good development opportunities?
Richard Branson is quoted as saying, ‘Train people well enough so they can leave, but treat them well enough so they don't want to’.
Giving people the appropriate training for them to develop in their role and treating them well, we feel, will have a better impact on employee engagement and loyalty irrespective of their age. To get the best from people we need to ignore the stereotypes associated with their age or generation and manage beyond these. This goes for all other stereotypes as well.
For more information on how to get the best from you team, give us a call.