Getting the best out of Gen Y

Also called Millennials, Generation Y (those born from the start of the 1980s decade to mid-1990s) commands a strong equity of the global workforce. By 2020 they were already 40 per cent of the employed and by 2025 they are expected to have a share of 75 per cent across the world.

Being one of the youngest nations in the world, Pakistan too has a majority workforce — both blue and white collar — that is 40 years or younger. They come with quite a different mindset to the generation that preceded them and have a completely different view of life and work balance, even as they work as hard, if not harder, than the ones before them. You might say they look more casual in both working habits and appearance but bear in mind they are connected to work 24×7 due to mobile phone network and social media.

They work smarter too brought about due to enhanced technology, which allows them to analyse from far more angles than we could and have a lot more data at their disposal and at phenomenal speed.

A larger percentage of them, especially at the corporate level, have a better work balance, despite longer hours than say, 40 years ago.

The younger lot within this generation Y has also become used to flexible hours and adaptation with the universities allowing them to study online and be in-charge of their study schedule. As such, they come to work with a totally different paradigm than the 9 to 5 routine their seniors had to follow. Naturally, with the elder of that generation getting into senior positions that work ethic and norm is prevalent in the workplace, as well. They also ask more questions about their rights and privileges at work. They expect more and often demand more. As such, they expect to be learning differently too. Training Millennials/Gen Y; therefore, requires a completely new approach than what the executives working in the closing years of the last century found acceptable, even exciting.

Considering that this generation wants meaning out of their work and are hooked on the technology and carry far less biases than their predecessors, you have to work with their minds with these factors in consideration, whether you are in the board and getting a Millennials CEO to chase corporate goals or an old school CEO getting work out of senior and middle management.

You also have to understand how they are different to get the best out of them and to accept some of their terms. I have become aware of this difference not just because I can recall my 25 years in the corporate sector from the management trainee to the CEO but also because my consulting allows me interaction with the board of directors of large companies at one extreme and young entrepreneurs leading startups at the other. Gen Y in both leadership and trainee level has many traits that are vastly different to the board members of large corporations who started out in the 1980s.

Wired to the world

They are extremely well-wired to the outside world. Whereas we, working in the 1980s onwards, had limited exposure to what was happening in the workplaces across the world (unless you were in a senior position in a large MNC), Millennials even as the management Trainee can quote examples from a small company in Peru if it comes to that. In fact, even before they land their first job, they have reasonable knowledge in their university years of what the world is offering to fresh entrants, whether it is facilities or perks or management approach.

Early adopters of technology

Though the current technology available has really sped up in the last decade but the advantage that Gen Y had was that they grew up just as social media was opening up and for the later part of this generation, smart

phones had arrived. They were; therefore, tuned to manoeuver through
the tech world far more seamlessly
than the previous generation some
of whom prided themselves on being adept at Excel. With the advent of the apps options of doing work quicker and smarter broadened beyond imagination and this generation was the first to master it.

More demanding

They are more demanding when it comes to learning. While their previous generation would take what they got when it comes to exposure, Gen Y executives start demanding for greater access to learning and access to data. They can also be more demanding when it comes to facilities at work and be quite upfront when it comes to discussing their increments. They are not just listeners; they want to be part of the conversation.

Self-centered in their ambitions

They can be very selfish to their needs and wants. While we would think twice even thrice of leaving our employer in the lurch at a crucial time by choosing another job, Gen Y can do it at a toss. Not that they are being disrespectful or uncaring. They firmly believe that they have to look out for themselves and their career and that every opportunity has a smaller window now than it used to have. On top of this, they just have to explore a new idea to start something
of their own, even parallel to their job that can eventually make them independent.

Previously, the lack of capital would limit the number of people who stayed in their jobs even if they had a good idea. Now, with the access to capital through venture capitalists everyone can leave to start his own business.

Seek challenges

They are more challenge seeking than those who came before them. They even demand it. There is also peer pressure to that effect. If you are in a boring job you will be found out. So there is a greater urgency to do something that has a bigger purpose; that is worth talking about. It is not just to show friends and family. The challenge is within.

They are so exposed to what is happening around the world and at a speed of light pace that they want to be on the same bullet train of achievements in their careers.

More freedom and flexibility at work

I have written previously here about remote working and even workation. This generation wants to work on their own terms whenever they can. They want to construct their own work patterns. I have seen a few of this generation turning up for work in the afternoon and no one bats an eyelid, especially if those in supervisory positions are themselves in the upper cog of Gen Y.

Work — enjoyment balance

Lastly, make sure they have a balance between work and enjoyment in the office. They are far removed from the regimental mode. They are not assembly line executives. Have a pizza day or pick a retreat to work midweek say at the beach. If you win a contract or a client approves a proposal, celebrate by going around the office bursting confetti. If there is a match on put a TV set on the wall; I have seen offices where a music channel is on a lot of the time.

Yes, there are industries where the above traits cannot be given too much leeway, like in the banking industry and in factories where work is interlinked at all levels and delay in approvals can impact productivity.

To get the best out of them, be aware of what they know and keep them engaged on your future plans for them. Give them the satisfaction that they are in-charge of their own lives. Offer them technology at work. Above all throw them a challenge. They are far more ambitious and impatient to get ahead nor necessarily in corporate hierarchy but in terms of exposure and learning.

(The writer is a corporate consultant and coach and former CEO with over 35 years of experience in leadership, building brands and organisational strategy. He now advises on business strategy, marketing, HR and media management)