Critical, dynamic, demanding and self-taught. Millennials , or digital natives , are the generation that has changed the relationship with work. They expect their jobs to be flexible, just like they are. The issue of hierarchy bothers them and they even give up a promotion in exchange for maintaining a balanced personal and professional life.
Management expert Joanna Barsh basically sums up this generation's idea of work: "When faced with a challenge, millennials think , 'Maybe I should quit and try something else. Maybe I should become an entrepreneur.' They feel that if they are not growing and developing, they will leave the company. This comes from a very strong sense of self-dependence."
There are certainly digital natives in your company, right? And pakistan whatsapp data how are you dealing with them? This is a big dilemma for many organizations.
After all, the big question is knowing how to adapt to receive workers with this mentality. Stay with us and we will give you valuable tips on how to deal with the employees of the future !
What do employees of the future want?
If this generation of workers is not willing to accept conditions that do not satisfy them, it is necessary to know what and how to do to please them. And a good start is to offer a job that has meaning, both for millennials and for generation Z.
They need to feel capable of learning, growing and advancing in their careers. A job in which speaking directly to the company's president is something that comes naturally.
Saint Paul CEO José Securato explains that getting people to work within a common purpose is a good start:
“The big gain is the idea that together they are stronger and that they can solve problems better. If, in people management, the organization has a culture of breaking down walls and bringing people together to work, it can be something interesting,” he comments.
Securato cites the example of Saint Paul itself, which, after renovating its space, adopted measures to “tear down walls.” At the school, all professionals work in the same space, without doors or partitions. This includes the principal’s office.
“What’s behind this is precisely to make it possible for people to live together more, work together more and collaboratively to solve problems. The idea of lowering walls involves a physical issue; you can help with a space that is more suitable for this, but we can help by not hierarchizing the company so much.”
The issue of having multiple levels of leadership and management, where it is necessary to report to each of them, creates a huge communication gap. For digital natives, this model no longer holds up.
At Saint Paul itself, the issue of hierarchy has been flattened. There, the academic board no longer has positions based on specialty.
“Our example of having an academic area where people are not area leaders is because we believe that we have incredible people working together,” argues Securato.
Be aware of the differences
Another important issue to consider is that the generation gap between employees in a company creates prejudices. And knowing how to deal with this is essential. It is necessary to avoid thinking that some colleagues are old-fashioned or too old for the job.
At this point, Professor Securato's advice is that people managers encourage interaction between generations. "They should work together and get to know each other, so that they can understand their potential and ask each other for help with things they have less knowledge about."
Although dealing with all this is complex, the truth is that breaking down barriers between generations does not require absurd efforts. And this can start with a good conversation. You may be surprised by what you discover!
Finally, organizations need to know how to deal with this generation that seeks answers now. Millennials expect quick returns. And this does not matter if it is positive, in the case of a promotion, or negative, such as a dismissal. The key word here is flexibility. And managers need to be prepared to know how to deal with such skill.