CSR: Career Management involves knowing Generational Motivators
The design and structure of the global workforce is undergoing a major shift. In four years Millennialsâthe people born between 1977 and 1997âwill account for nearly half the employees in the world. In some companies, they already constitute a majority. What is your company like now? How do you see this impacting your ability to manage your career?
A dynamic change from a Baby Boomer, people born between 1944-1964- who have rejected a more traditional perspective than their parents, and who grew up with privilege and have more discretional money to spend as they age is a significant factor. As we have more than 4 different types of generations working together in the work place that awareness of diversity and perspective helps with career management and may sound challenging to the managers charged with coaching this diverse work force. What is important to know is that these young workers the Millennials, who have a reputation for needing and expecting constant contact, attention and new opportunities are different to serve than those who came before and who are now managing them.
Recent research done and written about in Harvard Business Review, May 2010 polled 2,200 professionals involved in a wide range of industries, asking about their values, their behavior at work, and what they wanted from their employers. The Millennials, as uncovered, did want a constant stream of feedback and were in a hurry for success, but their expectations were not as daunting as many people assumed. Baby Boomers are retiring, and Gen X may not be a large enough group of employed professionals to shoulder the responsibility. In the U.S., for instance, the 88 million Millennials vastly outnumber Gen Xers, who are just 50 million strong.
Millennials view work as a key motivating factor in career management, not a separate activity that needs to be âbalancedâ by it. For that reason, they place a strong emphasis on finding work thatâs personally rewarding. These people want to in situations where they can easily make new friends, learn new skills, and connect to a larger purpose. That sense of purpose is a key factor in their job satisfaction; according to Harvard Review research, theyâre the most socially conscious generation since the 1960s.
This generation of employees, Millennials have high expectations of their employer and set high standards for themselves. Theyâve been working on their resumes and adding value since they were children. With competition being so harsh and so many more people that spots in good schools or at promising companies they have had to find ways to be unique and stand out. What is important is to keep them engaged, help them career manage and they will be happy to accomplish high standards and results for you.
Keep in mind that as an employer or as an employee the Millennials usually want a road map to success, and they expect their companies to provide it. A key factor for career management involve engaging the mobile, collaborative lifestyle and need for immediacy in areas of their careers.