As we make our final plans for the "Next Generation of Government Summit" event at the JW Marriott in DC on July 28th and 29th, I thought it would be good to share these 5 tips for managing generation Y employees, especially in the private sector. There is still space available for you to send your team members to this great event. Click here for more information or to get them registered: nextgengovt.com
1) Help them GROW fast: In a 2006 Council for Excellence in Government survey of Gen Y government employees, 55% of respondents rated "growth potential" as their highest workplace value. What public sector managers need to do is find out the personal and professional goals of Gen Y employees and work with them create a plan and a clear path to its achievement. Put them on special rotational assignments every six months to have a sense that they are moving toward something and gaining a variety of experiences. Challenge them to come up with new ways to streamline processes and to exercise creativity.
2) Let them KNOW how they're doing: Gen Y prefers to receive frequent feedback. Unlike the past where people received annual reviews, Gen Y wants to know how they're doing much more regularly. You might even consider a short, weekly session where you catch up on their project status and give them honest input regarding their performance.
In another forum on GovLoop, a Gen Y gentleman said:
"...as a Gen Y, I can tell you that we look for challenge and opportunity in their work. We are open to feedback and to hearing how we are performing and how we can improve. With no feedback at all, or even untimely or non-meaningful feedback, an employee may adopt a negative assumption, and feel lack of opportunity for growth and development... and end up leaving."
This doesn't mean they need to be coddled. I manage a team of four Gen Y employees. I try to give them honest feedback in real time — and every day I try to say "thank you" for a positive contribution or a demonstration of improvement in a key growth area.
3) Let them GO wherever they need to be productive: Gen Y wants flexibility. They work well with clear instructions and concrete target dates. If you know what you want done by when, why does it matter where and how they complete the task? Give them the freedom to have a flexible work schedule — come in a bit later or leave a bit earlier. Let them work from home or a coffee shop or wherever it is that they are most productive. And this isn't just allowing them to work from alternative locations...it's also about letting them go to the Web while at work.
In March 2010, the consulting firm Accenture released the results of a survey of 5,595 employees and students ages 14 to 27 in 13 countries. They learned that 45 percent of Gen Y respondents said they access social media at work, whether prohibited or not, and nearly one-half access online collaborative tools and open source technologies from free public Web sites when those technologies are not available at work or when versions offered at work do not meet expectations.
The survey also found that communication is shifting away from e-mail towards instant alternatives. While older Gen Y (ages 23-27) still spend an average of 6.8 hours per week writing or receiving work-related e-mails, younger Gen Y already in the workforce spend just 4.2 hours per week on e-mail and more time on text messaging via mobile phone (3 hours) or instant messaging (3.2 hours).
And I've already mentioned the Partnership for Public Service report in which Gen Y indicated that work-life balance is a top factor in choosing an employer.
Here's how I like to say this: "If an employee, especially Gen Y, knows what they are supposed to accomplish by when, does the how and where really matter?" Let's open the doors for Gen Y to get work done. Set deadlines and if they meet them, don't worry so much about their tactics and the time they clock in and out..
4) Let them LEARN: In another study by the Partnership for Public Service, Gen Y respondents indicated that they wanted to experience as much training as possible. Now when I say training, what do you think? Let me guess: a traditional classroom like what we're doing today? Yes, that kind of training will always have value. But I'd also say that learning includes the use of online tools like GovLoop, LinkedIn, Twitter and, yes, even Facebook and YouTube. Many government agencies think social networks are nothing more than distractions. Let's be honest: sometimes they are. But most often, Gen Y uses these tools like Boomers used the phone and email — they contact their colleagues to get quick information. It's also part of their stress relief from the pressure of work. Take these tools away from them, and they won't stick around very long. Moreover, they'll likely find a way to work around your restrictions anyway, so you might as well establish sound policy (let them write it!) and harness their energy.
5) Let them EARN advancement faster then previous generations: Historically, career advancement in government has been built upon seniority and time of service. Public sector employees are rewarded for longevity and loyalty. Gen Y does not think that way. They value results over tenure and are sometimes frustrated with the amount of time it takes to work up the career ladder. With their constant use of the internet, they are are accustomed to finding information from a quick Google search. This accelerated timeframe makes them want career advancement much quicker than older generations are accustomed to. So for the high achievers who do show the potential to rise up the ranks quickly, why not let them?
I look forward to meeting many of you at the HCI Government Talent Summit, September 26–28th at the Hyatt Regency Reston where I'll be presenting a session titled "What Does Gov 2.0 Mean to HR?".