How to cultivate millennials' trust in leaders?

Millennials refer to the generation at the end of the 20th century. They almost grew up with the formation and development of computers/Internet.

Walking into the workplace with the arrogant conversation of "the boss standing aside", they are used to multitasking, flexible in mind and skilled in using high-tech products to extend their strength. More importantly, they are real "workplace aliens". You can't ask them to share the hardships with the company because they only share the hardships with themselves.

Aon's research on millennials found that 83% of the respondents regarded "trust in management" as the most important consideration in their work, which greatly influenced their work attitude and way. If employees don't trust company leaders, they can't have high productivity or professionalism. To improve the credibility of the organization, you can follow the following suggestions:

Promote open communication between executives and millennials.

Millennials want leaders to match words with deeds and communicate sincerely. Organizations must guide leaders to give honest and transparent feedback and ensure that leaders practice organizational culture. If you don't understand your corporate culture or can't provide effective feedback, you need to do some homework.

Open some doors of opportunity.

Millennials don't want to wait and won't wait. Hierarchy means nothing to millennials. They don't want to wait until they are promoted step by step to get an interview with senior leaders. This doesn't mean they have a sense of superiority, they just want the organization to be more open and transparent. The company needs to arrange some opportunities and seminars so that millennial employees can communicate directly with senior leaders.

At the same time, in view of the extremely straightforward characteristics of millennials, companies also need to cultivate leaders' coping ability. This may be a cultural shock to the older generation of leaders because they expect to keep a certain distance from their subordinates.

Try reverse tutoring.

This is the idea of an advanced organization trying to give one-on-one help to executives and millennials. Managers can take this opportunity to test new ideas and learn to apply the latest technology in their work.

Recognize the change of employment contract

Unlike previous generations, millennials are not interested in serving a company for life. There is no pension, lack of career growth opportunities, and the salary increase is negligible. Millennials may want to change jobs after working for a few years. What enterprises should think about is not acting against the trend or criticizing a generation, but how to retain key talents or high-potential employees, focusing on care rather than "sunshine." Enterprises should also establish a strong "old classmates" contact group to make it easier for former employees to return to work.

Understand millennials' different understanding of working hours.

They tend to work freely, which means that their personal life may be integrated with their work. On the other hand, they may be used to checking email late at night. They are the first generation of "always-on" people, and technology makes contact easy.

In addition, in the next three years, the transition from managing millennials to hiring millennials as managers will become an important measure for enterprises of all sizes. It shouldn't be a bad idea to make millennials managers in organizations. After all, the next generation of employees (sometimes called Generation Z) will follow closely, and millennials will bring their own views on employee management. If you want to train high-potential millennial employees to play a key role in the organization, please remember the following points:

Human resources keep pace with the times and laugh at the Millennium.

In the whole intergenerational alternation, human resources, as business partners, will continue to play its strategic value, and at the same time, it is necessary to rely on measuring and analyzing data to ensure that the information provided is relevant and useful. In terms of data utilization, human resources may adopt a method similar to that of the financial department and apply it to the following functional areas:

Labor force and organizational design

Advanced organizations will try to integrate customer feedback from the whole organization. Taking customers as the center helps to build an organization with the same desire. In addition, human resources can learn from the preferences of millennials, establish flexible organizations, and solve problems and carry out projects based on mobile teams. In addition, human capital analysis will guide the organization how to deploy these flexible teams to meet the changing business needs.

enlist

Drawing lessons from the customer-centered model, the human resources department will create a candidate-centered experience when recruiting talents. Millennials will certainly carry forward social media, pushing it from the auxiliary position in recruitment methods to the dominant position and becoming the mainstream of recruitment.

Performance management

As managers conduct regular surveys and provide more frequent performance evaluation basis, the feedback culture favored by millennials will become the norm.

Total salary

As the attractiveness of employee benefits declines and benefits become more transparent, recognition and rewards become more and more important. As part of the feedback culture, organizations will be more aware of the importance of recognition and seek to show the value of employees through personalized rewards. Millennials' preference for flexibility and their tendency to combine work and private life will promote the rise of flexible working system, compressed weekly working hours, home office and other flexible working arrangements.

leadership

Millennials are unlikely to serve the same employer for a long time, but wherever they are, they are always seeking to develop their careers. As millennials enter management positions, new leadership training methods such as application-based training, solution-oriented courses and mindfulness training are expected to develop further.

culture

As more and more organizations understand the relationship between business growth and corporate culture, they will try to promote the interaction and cooperation among employees across departments, regions and generations. In addition, millennial employees, like customers, are concerned about the impact of the organization on employees' lives, markets and environment. With the gradual rise of millennials in the organization, the importance of values and missions will continue to strengthen.

Like all of us, millennials are growing up. Understanding their world outlook and the challenges they face when entering management positions will help them organize training and training, and help them prepare for managing the next generation.

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This article comes from Si Qi Club and is authorized by the entrepreneurial family. It has been slightly edited and modified, and the copyright belongs to the author. The content only represents the author's independent views.