Milk round to milk churn

communications gap exists between young workers and managers

Siemens and The Work Foundation Uncover the Great Expectations of the Dynamic Generation Y* Workforce

There is clear evidence of a damaging communications gap between young workers and their managers according to the results of a study Siemens has supported in conjunction with The Work Foundation. It partly explains why up to half of young workers recruited via ëMilk roundsí leave UK firms within only two years ñ a ëmilk churní effect. The study, ëGreat Expectations? Understanding the Motivation of Young Workersí, has also highlighted that young workers seek to ëGold Dustí themselves and that the best way to keep young talent is, paradoxically, to help it leave.

ìWe recognise the importance of not only attracting talented people to work for us but also the problem of ensuring that talent is nurtured within the company. The Work Foundation research has helped us identify key motivators for young employees and we are keen to make sure the diverse opportunities available at Siemens are realised for those who join us,î said Alan Wood chief executive Siemens plc.

Businesses in the UK recognise the dynamism of young workers (18-25 year olds in this study). One senior manager interviewed said: ìItís a cultural benefit, they bring fresh enthusiasm, new ideas, theyíre people in touch with our new consumers and keep us in touch with our marketî. While another enthused: ìThe younger workforce is more vibrant, it creates a more happening workplace with a very social and networking culture.î Yet conflicts have been uncovered and a highly pragmatic new generation of workers revealed.

ìThere are two sides divided by a common languageî, explained Will Hutton, Chief Executive, The Work Foundation. ìFalling numbers mean that companies are going to have to compete harder and harder to attract and retain young talent. This is not about money, but about understanding their views and needs and working hard to establish a common language. Honesty underpins all of this, which is why it is so sad to see so many young workers claiming that their jobs had been significantly oversold.î
The report highlights the danger of a clear communications gap combined with an increasingly sophisticated generation of workers. Managers talk about the fact that young people were not concerned about job security; yet the majority were. Young workers do not view security as being guaranteed the current job, but rather having skills and experience that would make them attractive to the market. So clearly their thinking is more complex, but there is no mutual understanding with their line managers. This results in individuals wanting to exit an organisation and eventually doing so.

Unfortunately there were many such examples - managers are clear that they are stretching the best performers, but the young workers were less convinced that this was actually what happened. Development plans, apparently mutually agreed, do not seem to fulfil many of the young workersí promises.

íGold Dustingí - Young workers are highly motivated and keen to acquire new skills and personal development in order give themselves a lustre that will make them attractive to other employers. This is perhaps the most obvious difference distinguishing young workers today from their predecessors. In short, the Generation Y worker joins a high profile company thinking ëIím building up my skills and my network and looking for the next opportunityí. Young workers are distinguished by their rejection of the ’civil service’ attitude and their expectation of a more meritocratic approach that values talent.

The report reveals the ëTerrible Paradoxí, the high risk strategy whereby companies need to invest in the development and training of employees, ultimately making them highly attractive candidates for other employers to poach. The unfortunate reality is that by making younger workers more attractive to the market, the employer is creating a sense of security and so is rewarded with loyalty.

At best, older workers recognise that younger workers bring a challenge to the status quo, are refreshing acting as ’catalysts for change’, forward thinking and a manifestation of the faith the company has in its long-term viability. There were also other positive benefits in that managing young workers can be a useful learning experience for potential managers.

However, the question of ’discipline’ divides the older workers. Some feel that younger workers are not as disciplined or committed as older workers with a rather blas attitude. In addition older workers sometimes perceive the younger generation as pushy because, according to young workers, they ’don’t recognise times have changed’.
There are an increasing number of management terms to describe best practice in attracting, progressing and keeping young talent. This research suggests two key attributes ñ honesty and understanding, which are intimately linked. Any successful relationship needs a solid foundation and ongoing reassessment. The only way to give that talent what it craves is to understand what that is in the first place. All of this requires good communication.

www.siemens.co.uk