Generation Y Challenges Indicate Urgent Need for Modernizing the Existing Organizational Culture, Else…

How your organization relates with Generation Y employees has never been as crucial as it is today. In Kenya particularly, the Youth comprise more than 70% of the national population. Naturally, the same group forms the larger chunk of organizational employees. It is no wonder then that there have been incessant media reports mostly highlighting the challenges associated with generation Y that is largely in this category of the population. Apparently, many interested parties are concerned especially on how this generation is influencing the workplace direction. This is so especially in seemingly complacent organizations, yet to embrace the dynamics of new global organizational culture. Nothing demonstrates this more than some recent interactions with some two HR practitioners.

The first case is rather interesting. Listening to Francesca a forty something years HR Manager, brings out a rather worrying impression. That is, if her organization that employs about 90 staff was to be modeled by others.  Just like has numerously been reported in the press, she feels that there are real challenges of dealing with the generation Y. In her view, organizations including hers are at crossroads courtesy of the said generation.

Based on Francesca’s experience, these youngsters are highly sensitive and ready to pack off at short notice. Further, their performance depends on how much they are pampered. Worse still, the slightest provocation or career growth opportunity elsewhere, is all it takes to get them on their feet. So, she has been finding it rather tough, not only keeping them aligned to organizational requirements, but also consistently retaining them.

However, this is a complete contrast with Shalom who is similarly in her 40s. Her larger organization, which is endowed with a workforce of about 400 or so employees, has no distinction between the generations that work there. In fact, Shalom thinks that the issue of generations in the workplace is just a mindset. But, is that really the case?

Wikipedia Dictionary indicates that generation Y largely refers to the global population born between the 80s and 90s and even up to year 2000.   In common with the generation is that they embrace high level of communications technology of all forms. Such include the internet, Twitter, Face book, Yu-tube, Linked, email and many other different aspects of the social media.

Ideally, generation Y is largely up-to date with not only information circulating in the social media, but also the requisite mediums of communications. This means that they are in tune with social cultural changes driven by the global trends. In fact, generation Y is plying in the global village arena, where there are no barriers to accessing whatever information. Could we also say that they are exposed to ensuing global culture?   But then, what differentiates Francesca’s and Shalom’s work environment?

Inquiries into the two companies bring out some interesting scenarios. Whereas, employee learning is embraced at Francesca’s company, it is generally restricted to improving technical skills. Attending courses related to soft skills is habitually intermittent and mostly involve only a few seemingly selected employees, who the company reluctantly accepts to release and sponsor at the same time. Ideally, the company deems it unnecessary to adopt a generous staff training policy, lest they are lost to the competition. What?

On the other hand Shalom’s company has limitless budgets set for employee empowerment. As groups, employees not only attend soft skills oriented courses, but also technical and academic learning, depending on personal choices and orientations. The company’s policy recognizes the globally held view that there can be no worthwhile organizational growth, when the employees are not achieving personal growth, within the workplace and their careers as well.

Moreover, every employee is encouraged to be tech savvy whatever the age bracket. As a result, all employees are focused, stress free and therefore continually productive. Through training, the company is also able to moderate their behaviors, therefore control of the entire organizational culture. Perhaps, that is why there is not much distinction between the different generations working in the company. In that context, Shalom’s feelings that the generation Y phenomenon is a mindset, rather than a genuine challenge to organizations could be understandable.

Consequently, it is easy to deduce that Shalom’s company could be experiencing fewer challenges on soft or behavior skills compared to that of Francesca, which could most likely be a be prone to stress and crises management. Notably, Andrew Carnegie wrote that our successes result from 15 % of our technical skills, whereas the balance of 85% is derived from soft skills. This could explain why Francesca and Shalom have different ideas about generation Y. Actually, we cannot agree more.

Our views are supported by insights into organizational behavior that borrow widely from hands on, theoretical and research exploits.  We are further backed by several years experience on best organizational practices, especially through company of the year award consulting know-how. The experiences have taken us to both local and regional top-notch companies that are continually modeling the best business practices. That is besides interactions with numerous organizations, particularly during the delivery of organizational culture change/employee re-branding, as well as business leadership and performance management training solutions.

Accordingly, it may be rewarding if each of us could on purpose choose to be part of the dynamic social cultural changes, only through continued acquisition of never ending knowledge. That way, we will probably appreciate and easily adapt to generational changes. By the way, did you know that a youthful mind radiates the same benefits to the rest of the body? Further, K.C. Freeman says that “the more you learn, the more you realize how little you know.” Inevitably, the result is more likelihood of being continually creative and innovative.

Likewise, we can all choose to remain youthful, even as the years continue counting. Henry Ford, the inventor of the first motor vehicle in the world, insinuated thus, “you are old at 20 if you stop learning, but young at 80 if you continue challenging your mind through learning.” Still having issues with generation Y? We can help your organization as well, to fast-track the process of embracing new global organizational culture that is aligned to ongoing trends. For now, please enjoy a youthful week whatever your situation, won’t you?

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