I was recently in a meeting with a client who pulled out the resume of an executive-level job candidate. As I glanced at the resume, I noticed a 15-year history of jobs lasting only one to two years each.
Interested, I asked her, “How do you feel about this?” Her reply? “It doesn’t bother me in the least. This guy is top-notch, he’s worked for fantastic companies, and there is a story behind every change. I’m intrigued.”
You will not be surprised that this response is atypical. In fact, not too long ago, this resume would have gone swiftly and directly into the circular file. No job hoppers wanted. Well, we have news for you if you’re a member of this group of thinkers: times, they are a’changin’!
I received an e-mail from a Gen Yer recently. This is what he said: “I have been with my company for a few months and, I am finding myself disappointed with their infrastructure and approach to the market. With your network, would you have a good headhunter that you could refer me to?” He wants something that matches his philosophy. Like many young professionals, he is demonstrating loyalty to his personal career priorities. You see, he’s not thinking about the gold watch that he is going to receive 35 years from now. Or the pension that is not in his future.
I recently talked with a TEC chair whose daughter calls him on a regular basis, frustrated AND saddened by her situation. She has shared with him, “When I got here, I was so excited. Yet, three months later, I continue to get no attention or direction from my boss. This is not what I expected.” She is planning to leave.
A typical baby boomer response to these situations is: “The problem with this generation is …”
I encourage you to rethink this mindset. Gen Yers, more than any generation that has preceded them, are challenging the baby boomer protocols that shape our businesses today. They will not do business the same way. Ultimately, the answers to your daily business challenges will lie somewhere in the middle. It is perfectly fine for you to help them grow in their professionalism around corporate life. It is acceptable to have a set of clearly-defined expectations and to help redirect some of their assumptions. In fact, young professionals, perhaps counter to some of the messages they send, want expectations! At the same time, though, challenging your own mindset is a strategic priority.
A 2009 survey for Deloitte Consulting LLP found that nearly two-thirds of executives at large companies were concerned about losing Gen Y employees, whom they considered the least loyal and most mobile. This concern is valid. According to a companion employee survey, a Deloitte representative reported that only 44 percent of Gen Yers plan to remain in their jobs as the economy continues to recover.
The question is: What are organizations going to do about this? Understanding these facts and doing nothing will lead to an unfavorable position five to ten years from now.
Here are some considerations to help strengthen the loyalty of your Gen Y workforce, hence the bench strength of your company for years to come:
- Create an onboarding process that welcomes them intentionally and gets them up to speed swiftly.
- Provide them with meaningful work that makes a difference.
- Create opportunities for your Gen Yers to collaborate with committed co-workers.
- Learn what their personal goals are, and commit to helping them meet those goals.
- Meet with them on a regular basis (we suggest weekly), and provide them with feedback about the positive things you’re seeing. Additionally, give them well-intended improvement-oriented feedback.
- Touch base with them daily. Ask them “What do you need from me so that you are successful today?”
- Tell them you value them on your team, and ask them what they need so that they’ll stay.
Gen Yers want to have an impact. If you’re feeling a lack of loyalty, it won’t hurt you to look in the mirror first.
