By Sanjil Garg
Majority of the workforce today encompasses millennials; people born between 80’s and mid-90’s. A good number of them are working as supervisors or middle-management employees with organizations, leading a plush lifestyle. Notwithstanding this ascent in rank and the affluence, they seem to be detached at core. Most of them seemingly miss the very connect they should be having with their organizations or contentment with their job-roles. This may primarily lead to a detachment from the goals and objectives of a cause and of a direction driven work. With this divergence, organizations are faced with an impending risk of retaining their young employees, who are a supposed powerhouse of ideation and development. The scope of this article is to investigate and find plausible solutions to the millennial-detachment problems.
With the current global scenario exposed to newer challenges and a dynamic business environment, college graduates about to enter the workforce hold a rather sceptical perspective towards corporations. During an examination, millennials showed that agreeability and straightforwardness were mere basics in the present business conditions; its high levels of individualism that rules the game. Further, 33% of respondents detailed that a more open communitarian culture might be a solution to cater to the growing individualism, while simultaneously taking care of the necessities of the millennials.
This said, what are these necessities of rising millennial pioneers? The social components that constitute the professional as well as personal needs of millennials are:
- Being reason driven in their work
- Invent better approaches for working together/co-working
- Create adaptable professions that take advantage of their natural abilities and abstain them from being “over-channeled” into one part of a business
- Collaborating transparently, utilizing devices that permit them to acknowledge permeability with others, trade thoughts, and develop arrangements
Even with numerous millennial olds holding places of power, there seem to be a widening gap between those already into workforce with those who are about to enter the workforce. Be it in terms of skills or the basic work-values, new college grads are rooted too much in social events. Progress of the latter group will include seeing how these recent college grads learn and pick up their work assignments, take cues from them in mixing work with reason, and establishing conditions that best empower cooperation.
AUTHORITATIVE QUALITIES LEAD TOWARDS GOALS
It’s necessary to examine the criticality of direction or the degree to which authoritative qualities lead the goals, which organizations try to frame, in a significant way.
There are pointers that show millennials do not feel directly upheld to the immense number of positions of authority. This calls for associations to gauge their hierarchical culture and examine the powerful ways to incentivize positions of responsibility with commensurate rewards and remuneration.
The gap between reason driven recent college grads and current business is further obvious in sentiments. This is basically due to their varying degrees of differences over hierarchical structures and business expectations. While millennials accept the quest for benefit is fundamental to them, however, most of them believe that there should be significant accomplishments in business which they can associate with and show it as a feather in their hat. For the millennial age, a company exists as an instrument or a step of ladder to move to a higher one. The motto all this while remains on having a business deliberate effect first, which is beneficial to building the career trajectory.
PROPOSED NEXT STEPS OF ACTION
Firms at this juncture of time should take into consideration, steps that would mainstream the generation of millennials who are entering into the work force, Along with this the expectations and work ethics of those already in work force and those entering it now or in future need to be aligned. This can be done by following series of actions:
1. Frequent discourses of firms and millennial pioneers (holding offices) about the firm’s culture, history, growth, and prospects. This will give a sense of belongingness to the new college graduates and they will feel connected with the purpose of the firms
2. Incentivizing lateral and divergent thinking and out-of-the box ideas proposed by the college graduates. This will motivate them to participate proactively and treat each problem of the firm as theirs.
3. Taking care of the personal and social needs of today’s generation by organizing events like quarterly fairs, conclaves which not only promote trading of thoughts and ideas but also project the thoughtfulness of firms towards their employees
4. Higher degree of rewards and remuneration to the performing and retained employees that instils a culture of firm-loyalty over firm-switching
The author is an MBA student from the Great Lakes Institute of Management