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Millennials in Management

For the past several years, companies were focused on how to adapt to the youngest generation’s work habits. This group, called “Millennials,” had their own unique personal quirks on the whole that were very different from past the employees of past generations. They were more tech oriented. They were more focused on freedom. They were less married to their jobs. They were showing tendencies that no other generation before them had shown, and it affected recruitment, productivity, and more.

But time has passed. Those same incoming Millennials that companies have been trying to figure out for years are now in their late 20s and early 30s. They’re already a part of the workforce, and not only that – they are now experienced enough that they are not just entering the economy, but leading it, becoming managers and supervisors for some of the most popular companies in Australia and New Zealand.

What it Means to Have Millennials in Management

The term “Millennials” doesn’t necessarily refer to a specific age range, but most people tag Millennials as those born sometime in the mid to late 1980s, all the way until the early 2000s. That means a large percentage are now old enough to take on management positions.

Just as companies needed to adapt to Millennials in the workforce, so too do they now need to recognise the differences that Millennials are about to show as managers and leaders within the company. How will their management style differ from previous generations? What does it mean for your company? How can you best recruit them? What are their strengths?

The following are some of the notes and strategies that you should pay attention to as you hire and promote Millennials to management roles in your company:

  • Many Common But Debatable Business Practices May Be Eliminated

Millennials, as a generation, are sceptical of anything that doesn’t have a clear purpose and value. There are many examples of this in business. Meetings are one example. Millennials believe that meetings only occasionally have value, and often a meeting could have simply been an email. Expect fewer meetings, at least for discussing simple tasks.

Another is performance reviews. Performance reviews, at least in their current form, are largely becoming obsolete, and Millennials are a big part of that. They are considered too subjective and do not necessarily have much effect on productivity. Expect replacements, such as verifiable performance metrics – or perhaps no performance evaluations at all.

  • Just Get the Job Done

Millennial managers are less likely to care about hours, and more likely to care about what work has been completed. This was a common trend when Millennials were younger – they would seek out positions that had a strong work/life balance. As managers, they are going to be far more likely to let someone leave early if they finished their task early, or let them run an errand during the day, or try to initiate policies that allow for a stronger home life.

But they do care about getting the job done. You can also expect Millennials to be frustrated easily with those that do not finish the projects that they were expected to do, and not very tolerant about those that do not meet deadlines – especially if they do not communicate with them first.

  • Different But Equal

Millennials are less impressed by leadership and authority. Which is why when they are actually managers, they are unlikely to treat it like a position of power. Although some fall victim to the “tell people what to do” mentality of managers (which is simply difficult to avoid regardless of generation among managers that have not yet held those positions), many others are going to treat all employees within the company as though they are equal in status, and that they – as manager – are simply expected to make the final decision.

  • Integration of New Technologies

Millennials love their tech. They are a bit more likely to be hung up on finding new tech ways of improving efficiency or productivity, in some cases to the detriment of the company but in other ways as an asset.

For example, a millennial manager may find that they want to try a program like Slack for collaborating between staff members, only to then find that they like Contriber, or eXo Platform, or Fleep, or any of the other Slack-like competitors. They may take the time to initiate it within the company, train the staff, only to switch a few weeks later.

On the one hand, adapting to new technology frequently can be time-consuming, costly, and make organisation difficult. On the other hand, they are more likely to find a new technology that does improve efficiency and helps your company thrive.

  • Almost Overwhelming Support

Within the workplace, relationships matter. You are more likely to find that a millennial manager is almost unfailingly supportive of employees and their work, giving constant praise, building relationships, and doing whatever they can to build a community within the workplace. They may be more likely to ask employees to spend extra time with them, have inside jokes, and create a more friendly environment as well.

  • Recruitment is Similar, But with Key Difference

Millennial manager recruitment is not that different from millennial recruitment for non-management roles. You still need to show that you’re a company that’s fun and interesting, and one that has a strong work/life balance. Indeed, if someone is talented enough to be a manager, you may have to offer even more – flexible vacations and scheduling, fun activities, a relaxed work environment, etc.

But there are some key differences. First, you’ll be more likely to find these candidates on websites like LinkedIn, so you’ll have to integrate that into your job advertisements. Second, you may have to overlook certain features that usually exclude candidates. For example, Millennials are a bit more likely to jump between jobs when their needs are not being met, with the average person staying at a job for only about 2 years.

You’ll need to recognise that even though they may have jumped around, they may still be someone that will make an excellent manager. Some of the indicators of a great manager that companies used to look for, most notably employee loyalty (but also the types of companies they worked for, whether they have always been employed, their experiences with a certain company type, etc.) may not be as relevant, and you’ll need to adapt for this as you consider who to hire for the position.

Adapting to Millennial Management

Just because someone is a Millennial doesn’t mean that they are necessarily going to be that different from other employees of generations past. Yes, Millennials as a whole tend to be generationally different, but every individual is still an individual, and some may find that the more they’re in the workplace, the more they adapt to how the workplace acts.

But millennial managers are coming, and that can mean some key differences in how they act and how they operate. Be prepared for what it may mean, and change your recruitment, training, and expectation accordingly.

The Struggle with Recruiting Restaurant Staff

The restaurant industry right now is booming. More and more Aussies are becoming too busy to cook, attracted to the idea of new tastes and new dining experiences, and more inclined to spend time out with friends than try to handle hosting at home.

Yet the restaurant world is struggling. It’s not the food that is the problem, nor is it the experience for consumers. The problem is in restaurant recruitment. Despite the attraction to new culinary experiences, there is a lack of interest from within the restaurant workforce – especially at lower levels.

No Attraction to an Entry Level Job

Even though there is an immense lack of talent at the top, many experts believe the problem is actually at the bottom – there are fewer people that are interested in entry-level restaurant jobs, and even fewer that are interested in committing to restaurant work in order to grow in the industry.

Last year, an article on ABC News blamed the issue on what they call “MasterChef-itis.” Their belief is that those that are entering the workforce and may consider a career in food services are unwilling to start from the bottom and work their way up to a more managerial position. Most want to start at the higher positions and be right in the heart of the decision making and cooking process – a position that usually requires years of restaurant experience first.

However, the issue may also be related to other factors of the modern workplace, including:

  • Need for Freedom – More and more young candidates are looking for careers that offer some degree of freedom, such as work-from-home potential or the ability to leave to handle any needs/appointments. That is not possible at restaurant jobs.
  • Employer Commitment – In the past, waiters and junior kitchen staff were expected to be the “slaves” of the restaurant – doing the work that the boss told them to do. But the new economy is one of equality, where young candidates are looking for jobs that treat them like valued staff members.
  • Pay/Status – Another issue may simply be related to pay and status. The more young workers are trained in technology, the more the idea of working in a low tech job that requires a lot of hard work, like a restaurant, may not have as much appeal.

Whether it’s TV, Millennial economic trends, or something else, it does appear to be a challenge to recruit restaurant staff in Australia right now. If you need help with your restaurant recruitment, contact Recruit Shop today.

44% of Millennials Plan to Leave Jobs in 2 Years or Less – Here’s How to Get Them to Stay

A recent survey by Deloitte Touche Tohmatsu, a research company based in the United States, found that as many as 44% of all young workers plan to leave their current employers within the next two years. The survey found that by 2020, that number balloons even higher – to as much as 66%.

The economy has changed dramatically. Not long ago, loyalty among employees was almost expected, as workers were simply happy to have a job. Now, not only do most young workers know that they’re in high demand – most simply do not feel that there is a connection to the company that makes it necessary to stay.

How to Reduce Turnover Among Millennials

Young workers are harder to keep on staff than ever before. But that also means that your company can benefit greatly by initiating processes that keep them interested in working for you in the long term.

According to the survey, the main reason young workers leave is that they want their job to have a purpose, whether it’s a purpose for the company or a place for them in it. They want the company to give back much of what they put into it, not necessarily financially, but with growth, potential, learning, and more.

The following are some policies that are very likely to appeal to young workers, and could help you maintain young workers for longer.

  • Give Employees Growth Plans – If you don’t want your employees to leave, you have to show them that you’re as committed to them moving up in the company as they are. You can do this by offering growth plans, such as role changes and promotions every 2 to 4 years, financial compensation, and tools that they can use to further their education and abilities.
  • Give Freedom – Young workers have big dreams. While in the past there were many that lived to work, these days even the hardest working young people want to work to live. They don’t want to be held back like they feel their parents were from enjoying life. So consider various options that improve that freedom, such as options to work remotely (as well as working vacations), no set hours, and/or more vacation and leave time.
  • Create Connections – Give your young workers something that they can use to feel like they are connected to the workplace. For example, let them name the breakroom, or have them on papers published by your company. If their name can be out there for others to see as though they are connected to your business, they’ll be more likely to feel they are a part of it.
  • Provide Valuable Feedback (Or None At All) – Young workers know that they are valued. So if you tell them they are not or criticise them more than they feel they deserve, they may react poorly. That’s why objective performance metrics are important, as is making sure that when you provide feedback it is genuinely useful, and not based on a bias or generic. They want to know you appreciate them, and don’t want to be criticised without good reason.
  • Train and Onboard – Despite the value that young workers have, they are also… well… young. They aren’t necessarily going to have the experience they need to thrive, even if they know they have the skills to do so. Onboarding – introducing them to the staff, training them thoroughly in the role, making sure they have all of the information they need to do their best – is a great way to make sure that each and every new employee that you bring in is as productive as possible, and feels like they are confident in themselves.

You should also look for ways to have people bond, and feel like they are part of a team and community. Millennials tend to thrive on interpersonal connections, and so if you have ways for your team to really feel connected, you’re more likely to keep them from seeking work elsewhere.

Reducing Turnover – Training Rockstars

Young workers do leave, and you should be prepared for that with a great list of candidates that you can hold on to. But you should also look for strategies that increase engagement by Millennials in your work place. If you find the right formula, you’ll be able to retain a lot more individuals.