Post from: MAPpingCompanySuccess
Bosses across the spectrum are wringing their hands and worrying about creating an environment that will attract and retain young workers, while still motivating and retaining the rest.
It would be amusing to watch them try and jump through the required hoops if it wasn’t so sad.
Sad because so many of the required behaviors aren’t new.
The Millennials are demanding what people have wanted all along.
Yes, there are differences between what Millennials, Gen-X and Boomers want, but the important cultural basics are the same.
The biggest difference is patience, i.e., how long they will stay when not getting what they want?
Millennials want their work to matter; they want to be heard, recognized, challenged, mentored and grow.
Correcting for descriptive language, there is nothing new on that list from what good workers have wanted for decades.
So what changed; why is it so imperative now?
Partly the numbers.
In America its staff are young: 62% are from Generation Y, 29% are from Generation X and just 9% are baby-boomers.
But mostly the impatience. The young vote with their feet far more easily than older workers because they have less to lose—no mortgage, no kids and responsible only for themselves—and the economy improves Gen-X and the Boomers will also vote more quickly with their feet.
Google is often portrayed as the embodiment of millennial-friendly work practices. But Laszlo Bock, a human-resources chief at the internet firm, points out that it has workers as old as 83. And he argues that the only thing different about Generation Y is that it is actually asking for the things that everybody else wants.
The improving economy is a sword over every boss who considers talent replaceable and, therefore, expendable.
Bosses don’t need Google-style perks to hire and keep great talent, but they do need to create a culture that provides the intangible wants, whether in synergy with or in spite of what their company does.
Flickr image credit: Bitchin’ Ol’ Boomer Babe