Managing Gen Y in the Workplace

One of the topics that I’m interested in and passionate about is Gen Y (Millennials) in the workplace. Being a Gen Yer myself, it is interesting to read about some of the qualities that I possess that seem to be the norm. It’s also been interesting to see how my fellow Gen Yers are challenging the current practices and procedures that workplaces have been doing for years. Many companies are starting to realize that Gen Y will be dominating the workplace and have started to restructure in a way that will work well with this generation.  Therefore, today’s post will discuss how to manage Gen Y.

Last month, I wrote a post about what Gen Y wants from an employer. As a refresher, the main points I made were as follows:

  • Gen Y values company culture.
  • Gen Y strives to grow professionally and wants feedback.
  • Gen Y wants workplace options.
  • Gen Y wants an employer that has integrity and makes a social impact.

Although those are only a few off of the long list of qualities that this generation hopes that their employer has, these seem to be the most common. In order for a company to know how to properly manage this generation of workers, they must know and understand these. Additionally, they must find a way to tie them into their restructured management style. Here are some tips on how to manage Gen Y effectively:

  • Show them a connection: Gen Yers know that more often than not, they are bound to leave their employers within the first few years of employment. One of the main reasons they leave is because they do not feel that the company culture (something they value) is aligned with their own personal values. To ensure you are hiring and retaining quality talent, be sure to discuss the culture and what the company has to offer. Ask the candidate what they highly regard and what would be a deal breaker down the line. Determining the connection of company offerings against candidate values can help reduce turn-over in the long run and increase employee engagement if the candidate is hired.
  • Set clear rules and expectations: Gen Yers can be extremely self-sufficient and driven; however, gray areas can hinder some of their performance. The best thing a manager can do is to let the employees know what the rules, expectations, and goals are straight out of the gate. Additionally, they should place this information in an area that is easily accessible for employees’ reference.  Having these clearly defined can help the employees know exactly what they can and cannot do, and go from there without second guessing themselves.
  • Provide useful feedback on a regular-basis: Receiving regular feedback is not just expected by Gen Y, but it is demanded. This generation of workers is focused on finding solutions and making improvements. In order to get valuable insight and discover resources to do so, they rely heavily on the feedback from their peers, clients, and managers. Making this a routine task of management can prove to have significant benefits for the organization.
  • Get your scheduling done ASAP: Gen Y is an expert at multi-tasking. They grew up in the technology era, which makes doing three things simultaneously a breeze. However, they are only able to take on this much work by learning how to schedule things properly. In order to ensure that your employees are keeping up with their abundant workload, be sure to stay on a set schedule for meetings, quotas, goals, and so on. Also, if you need to schedule something that isn’t part of the norm, try to give them a time and date as soon as possible so they can reschedule and plan accordingly.
  • Track their performance: This generation wants to know that their efforts and contributions are making a difference. They want work to be meaningful and feel like they’re doing something for a reason. One way to make them feel that way is by keeping track of their performance and incorporating those details into the regular feedback you provide. Gen Y is also goal-driven so be sure to show them how their performance ties in to their career path and goals. If necessary, give them additional mentoring in areas they need to improve. Showing that you are invested in their professional growth will help gain their commitment and trust.

Gen Y can be tricky to manage if you don’t take the time to understand how they think and why they do the things they do. In order to manage this generation effectively, managers must create an open, two-way communication with employees. Participative leadership style may be key in keeping up with them. This can help managers learn what the employees need from them in order to get the best response and performance. Lastly, please listen and try to follow through with any promises you make. Trust me; they’ll hold you to it.

More links on the subject:

Manage Gen Y and Interns.

Managing Gen Y Infograph.

NBC- Managing Gen Y Effectively.

Leadership Development for Gen Y.

Micromanagement Kills Productivity

The other day I had posted a conversation on Ted.com and was delighted to get an interesting comment. This individual had mentioned that her ideal employer would be one that explains why we do certain processes. Also, another ideal quality would be an employer that does not micromanage. I was so glad that these things were brought up because it is a subject that my peers have passionately discussed in the past. Why do managers think that micromanaging is actually helping? In reality, it does more harm than good.

To start, I’m going to dive into this post by discussing the first part of this person’s comment: why the company exists and why do we do the procedures. Nothing is worse than being trained by someone who only shows you how to go through the motions but doesn’t give an explanation. It is important for employers to train in a way that allows employees to get a full understanding of why they do certain things and how it impacts the business. If all an employer does is train an employee how to do “A. B. and C.” and nothing further, then the employee’s thought process most likely will end there.

A good training program should almost be like a story. For example, a trainer should show an employee how to do “function A.” but also explain what that function’s purpose is and why it’s important to the company. Giving this background and additional information will allow employees to have a clearer picture and retain information easier. Additionally, giving employees those details can allow them to be innovative. If an employee truly understands why they do specific tasks, they may be able to figure out a better and more efficient way to get to the end result. Essentially, you’re allowing employees to have the knowledge and ability to take their job duties a step further.

Once the employees get the swing of things, managers need to learn how to loosen up on their micromanagement. It is perfectly OK to mentor them this way in the beginning since new hires are bound to make a few mistakes through the first few months, but managers need to eventually give them room to do their job without breathing down their necks. Micromanagers feel like they need to be in control of things because they believe that is the only way they can ensure results. Contrary to their belief, it actually kills productivity rather than helps.

These employees were hired for a reason: they are competent; they are educated; and they have experience. In other words, this isn’t their first rodeo. Once they learn the basics of how your company works, what the processes are, and what the expectations are, then they should be good go. If they are micromanaged after that point, it can cause a few issues:

• Employees will be distracted by constant monitoring.
• Employees will feel like they aren’t trusted by the employer.
• It will cause stress and frustration.
• It will limit employees’ feelings of empowerment, accountability, and responsibility.
• Micromanaged timelines may actually slow down efficient employees.
• Constant updates and status meetings will take time away from the actual task at hand.
• It will kill employees’ drives to be creative, innovative, and find better solutions.
• It will make employees question their abilities and limit their professional growth.
• It will make employees feel disrespected.
• And—it’ s just generally suffocating.

When I was recruiting, I used to hate it when I received a job order alert, and within a minute my manager was hounding me about filling the order. At that point, I had barely even got time to read the job requirements before she was down my back. (I often wondered if she had some sort of super power to read the e-mail and get to my desk that fast). Anyway, she started to come off hostile by doing this and employee morale went down tremendously. The stress from being micromanaged caused employees to be unhappy at work to the point where absenteeism and turnover became high. Without these employees present, the company lost a lot of business because there wasn’t enough manpower to keep them competitive.

If you want employees to be happy and engaged, then give them the freedom to do their work. They are capable professionals. The best thing a manager can do is to give employees clear goals and timelines then allow them to work on it without having their every move observed. Even without micromanaging, managers can still make themselves available to the employees if they have questions or need guidance. Perhaps this is a suggestion to keep both ends happy?

If you’re a micromanager, please try to loosen up the control a bit. Your employees will appreciate you for it and you may end up discovering that giving them the empowerment will allow them to be more productive. Giving them the “why” in their training can allow them to be exceptional employees without the need for hand-holding.

Links:
Ted.com
Forbes-How to Manage a Micromanager