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Сложный возраст: как заставить молодежь работать на крупную корпорацию
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Chats, trust and time are the priorities of generation Y, which must remember the largest employers in the world not to go to the dustbin of history

Generation Y is the main source of personnel on the launch pad for business in the present time. Young people who were born in the 90’s and the Millennials graduate and come to the interview, grandiose career plans. The youth of Russia does not differ from the representatives of generation Y from the Western countries. They want to perform interesting and meaningful work for the society, share the company’s values, continually learn and develop, to work in a team and get honest feedback from management.

The way to the heart is through chat rooms and messengers

Rigid hierarchical structure, a clear chain of command and unilateral orders do not work. This management style discourages young talents who want to communicate with top management directly and receive regular feedback.

In the past it was possible to write information letter for the employees to print on A3 and hang it in the lobby. Currently, no one will notice. Communication has transformed and became digital. To attract the attention of young employees and to acquaint them with ideas and values, to engage in social projects generation Y is possible only through social networks or online resources.

Downside — because of the widespread digitalization and high pace of work, people began to communicate less in person, including in the office. I like the project Garage by Microsoft, when in a separate room employees in their spare time working on personal creative projects. There employees are like-minded and communicate with colleagues in an informal setting.

Another way to use offline communication — personal meetings of top management with employees. So you can understand the issues of concern to the team, and to identify the processes that require improvements. I hold regular meetings in the format Team Talks in Moscow and in the regions. Within these meetings, everyone can ask me questions, discuss exciting problem for him. Such meetings make the company’s management to keep yourself in shape — to be aware of the changes and also to explain to the team the essence of those or other decisions. Meeting with the staff require leaders with good training, you need to be sure of the correctness of decisions and to be completely open and honest. Insincerity immediately noticeable.

Listen to the youth

One of the advantages of generation Y — they are active and ready to offer innovation. It is important not to ignore this initiative. You must either accept the offer or arguments to explain why it is impractical to implement. Young professionals love working in project teams. Thus, they maintain the freshness of perception and learn from your colleagues. A great idea is to assemble a project team of one age to the young people worked side-by-side and energized each other.

Trust creative people (generation Y in the bulk and refers to them). Aerospace engineer Donna Shirley worked on the Mars Rover in 1997, said: “Managing brilliant and creative people are beginning to realize that they can not control. When they go beyond the limit of your understanding, you, as a Manager, you have to make a choice. You can limit their creativity and project their understanding or to trust them and give use the full potential, so they are not distracted from the goal.” Remember that the second way is the only correct one.

Give future business leaders the opportunity to do interesting and useful work, to be responsible for the result. Yes, mistakes are made. However, the first mistake is a lesson for the future. Perfectly normal to make a mistake the first time, but it is absolutely impermissible to repeat the same mistake in the future. Their mistakes to learn.

The cult of development

According to PWC, 67% of generation Y is not willing to stay in the starting position longer than two years. The question of management of career a lift and adequate assessment of talent in the company.

At General Electric the first who thought about this and created a system of “Session”. It included an examination of “prodigality” of subordinates and evaluating the performance of employees. The company has divided the employees at best (20%), valuable (70%) and least effective (10%). Information on results has always been open, which encouraged young people to work even better.

Approach General Electric helped to spur competition, but did not show what specifically you need to work, and the big players went on (in some companies conduct annual evaluation of employees, which includes three parameters). We have, for example, there is an annual individual development plans for all employees and a comprehensive online system for setting goals and evaluating results. For newly joined managers in key positions we also organize feedback sessions and 360°. Employees spend up to 7% of their time on training and development. The ability to learn and flexibility — one of the most important criteria by which managers search for talent select employees. Although there are examples of companies (Apple), when the responsibility for career development is vested in employees themselves (the concept of “own their career”) — do not support career advancement, so as not to give rise to unreasonable expectations, but I respect the right of employees to continuous growth.

Before you work with the level of engagement Millennials in the work, they first need to help find themselves within the company. One of the methods of the program of training future managers, where an employee can go from graduate to project Manager in just two years. Participants in the program have time to develop several projects, having donned the role of a Manager, show your best side and get the job offer. Selection into these programs is tough, the competition could reach a few hundred people in the place. Thus, participants learn to navigate in the structure of the company, study the functions of each Department, and it helps them to decide where they want to work and what will be useful for a particular company.

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