SOLUTIONS
HUMAN RESOURCES
In collaboration with
THE KEY TO MANAGING
YOUNG PEOPLE With human capital being one of the most valuable — and costly — assets of any company, it is not always easy to know how to get the most out of your employees and the challenge can be even greater when it comes to a younger workforce. Mark Dickinson of DONE! Hospitality Training Solutions offers some age-targeted solutions. Hierarchical authority is an outdated concept. Managing anyone requires kindness, decency and self-discipline. It demands that those who manage are exemplary in their own work and are masters at talking with others. Young people are divided into two main cohorts: Millennials, also known as Generation Y (or simply Gen Y), are the demographic cohort whose birth years are between 1981 and 1996, a widely accepted defining range for the generation, i.e. those aged between 24 and 39 (Wikipedia). Generation Z (or Gen Z) is the demographic cohort succeeding Millennials and preceding Generation Alpha. Researchers and popular media use 1995 to 2015 as the commonly accepted birth range, i.e. those aged between 5 and 25 (Wikipedia). It is important for those who manage others to understand these generations and the ways they perceive life. A broad summary of the differences are found in the common thoughts associated
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with each of the groups: Millennials being labeled as lazy, entitled, self-absorbed and always looking for experiences, while Gen Z are born with the Internet and are digital natives, tech-savvy, realistic, prefer authenticity, enjoy dialogue and are debt-averse. Millennials have witnessed the advent of the Internet and the emergence of technology. They are a generation attached to their mobiles. Gen Z, on the other hand, have always been connected. Millennials will frequently be glued to their devices, while Gen Z can flit between devices and even go without any device just as easily.
Managing Gen Z Challenge them: Offer genuine support and follow up so that they do not feel lost or alone on the project. Engage in dialogue: Get them to talk, to share their ideas and the evolution of their thoughts. Keep them busy: They are resourceful and look for answers online. Accept that they have a different way of seeing things.
Recognize their work. Gen Z employees enjoy being appreciated, but they move on quickly. Avoid devaluing them as an individual. Care and nurture will get the results.
Managing Millennials The 25 to 39 category is the most fragile, and even more so if they are in management roles themselves. So how do we manage these folks? Millennials need a title that they feel reflects their value. Let them choose their own title; it will accelerate results. They expect precise compensation. Reporting systems should be set up agreed upon to ensure that you have clear reporting for progress and delivery. Give them some latitude, and allow things to be done their way. Certificates, awards, trophies and other forms of public recognition work well with this group. It builds self-esteem and establishes their value to the group and to others.
