In the previous article, based on material published on the mckinsey.com website, we explored some changes within companies. Now we will have a look at the young generation in terms of job mobility and motivation.
Social-networking analyses can help you identify hidden influencers. These are people whose attitudes command respect among other colleagues; therefore, their role is often critical for the success of any change programmes. Identify influencers in your company, across regions, functions and roles, then support them to help communicate the changes. Use them as role models who will promote the desired mindsets and behaviour.
Increased job mobility
Millennials typically look out for reviews on social media from accounts that have many followers. These young employees may be open to persuasion through the collective voice. They expect real-time communication from everyone, not just top management.
A more transparent environment has also taken the mystery out of salaries. Employees nowadays can simply move on if they are unhappy with the direction of their company. The psychological contract that previously always bound employees to their employers is now gone. Job hopping is considered the “new norm”. Millennials are expected to hold 15-20 positions during their working lives. Remember that extra flexibility and telework may mean much more than a larger salary.
Skill building and development
Offer learning opportunities, be they entrepreneurial challenges or traditional rotational programmes. Discounted education is now being tested as an employee benefit by some companies. Starbucks, for example, has a college achievement plan which pays tuition fees for its workers in Arizona.
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