個案資料

In the workplace, the very mention of Millennials can strike fear into the heart of the most seasoned manager. After all, we are talking about the “me” generation of employees who feel entitled and expect their opinion to be valued above all others, while also apparently being unwilling to work as hard as their parents. But, alas, broad generalizations are wrong a great deal of the time. We recognize this, and go out of our way to reject it in most cases. But how do we apply this same sensibility to Millennials? The first step is to recognize three important principles that apply to working with any individual or group: 1) Don’t assume that you know what motivates another person based solely on knowing his or her birthdate. 2) What motivates you is not necessarily what motivates others. 3) There are only two ways to find out what motivates another individual: asking and observing. We need to take this knowledge and incorporate it into our performance management process, aligning the individual’s rewards with their objectives, and with the objectives of the team. The process is simple but not easy. The biggest barrier is the time it takes. Ultimately, it’s much more expensive to have unproductive team members, high turnover on your team, and a demotivated workforce than to invest in how you manage performance.

• generation gap
• millennial management
• employee motivation
• human resources