how to lead and manage the multi generational workforce at workplace.

1. ALL THINGS TALENT42 May 2018 iimjobs.com | hirist.com 43May 2018
Manoeuvring a Multigenerational
Workforce
W
hile questions in inter-
views haven’t changed
drastically, the kind of an-
swers they elicit have been changing
over generations. The following is an
extract from an interview done by a
generation X manager for an open
position in his team.
HR Head:
Where do you see yourself, five years
from now?
Management Fresher:
I want to be sitting on your chair, to
be the HR Head of this company or
some other company.
For people who come from Gen X
and some part of Gen Y, they may
find this response to be impractical
and may even label the candidate
with having an attitude and unreal-
istic aspiration. But when one looks
at this from the current generation’s
perspective, they find it normal
as they are pretty confident about
themselves. They believe in them-
selves and have bigger aspirations.
For them, the job does not mean a
monthly paycheck, it is the means to
fulfill and live their purpose.
Very recently I had met a young
fresher who had quit his company
within few months of his joining, as
he could not find the alignment of
purpose with the job he was offered.
This was a big loss for the company.
After digging deeper into this issue,
it was discovered that his functional
leader who belongs to Generation X
was not able to appreciate his aspira-
tional need and wanted him to learn
and contribute in what was offered
to him.
This difference of thinking and
mental functioning among gener-
ations requires a good amount of
orientation and sensitization. India
has over 65% of its population as
either Generation Y/Millennials or
Generation Z. What does it mean for
the workforce?
It means that this generation will be
commanding the future. They are
redrawing the rules of society, the
corporate world, and indeed poli-
tics. Generation Z is about to enter
the corporate world. With this new
generation entering organizations,
the rules of organizations need to be
redefined as well. Some of the sug-
gestive changes are listed below –
1. Purpose-based Job:
With the enhanced employability
focus on the academia and exposure
to ‘learn by doing’ and ‘e-learning
opportunities from across the world’,
Millennials and Gen Z have become
more aware and clear of their needs
and aspirations. Unlike their par-
ents, the job does not mean a source
of monthly income to them; Instead,
they look at the alignment of their
purpose with the job being offered.
RAJIV NAITHANI
There is a need for organizations
to understand and appreciate the
different thinking and thought a
process of the new generation and
offer them alternatives where they
may find alignment to their aspirations.
2. Empowerment on Job:
Micromanagement will not excite
or engage the new generation. They
will soon become disengaged and the
price organizations will pay for this
would be huge. Managers need to
be orientated and trained to become
empowering managers. Account-
ability shift with responsibility is
imminent. The new generation does
not appreciate Bossy terms, they
need somebody who can coach them,
empower them and mentor them so
that they are successful.
3. Regular Performance
Dialogues:
Regular performance dialogues
are essential today. This means, no
surprise feedback conversation at
the end of the year. New generation
appreciates constant conversations
on their performance. They need
instant feedback.
4. Feedback vs. Feed forward:
Most of the times, performance dis-
cussions are based on what went well
or bad in the past which is feeding the
‘back’ and it rarely moves to feeding
the ‘forward’. The new generation
requires developmental discussion
where the discussions are happening
around how to enable them to reach
their aspiration. What are the key
and critical expectations of their job
and role in the future? How can their
strengths be further leveraged and
what developmental support is to be
provided to enable them to overcome
their improvement opportunities?
5. Promotion vs. Growth:
Mere career progression/promotions
would not make an individual feel
happy or satisfied. Growth means
continuous learning and hence com-
panies need to detach title progres-
sion with growth alone. Limiting
people to the same job for long will
not help, providing opportunities to
people to rotate their jobs, providing
newer assignments, attending ca-
reer-focused learning programs and
conferences will rather be looked as
Growth by them.
6. Listening vs. Active Listen-
ing:
Sound listening through engage-
ment surveys once in a year is not
sufficient. They are a vocal lot, with
enormous opinions, hence would
prefer an environment where their
voice matters and is heard. So com-
panies need to become creative in
lending their ear out to them through
various platforms and initiatives which
would definitely make them feel wanted.
Rajiv Naithani is a seasoned HR Leader who
leads the R&D and Services business of Dassault
Systems in India. Rajiv has also received multiple
HR Excellence awards including “Outstanding
HR Leader” Award at Conference Asia and the
“Young HR Professional of the Year 2014” Award
at the 5th Asia’s Best Employer Brands Awards
in Singapore.
About the Author:
With the new
generation
entering
organizations, the
rules of organiza-
tions need to be
redefined as well.
Organizations
must gear up, to
make changes in
order to make the
workforce future
ready for its own
benefit and
advantage.
“The new generation
requires developmen-
tal discussion where
the discussions are
happening around
how to enable them to
reach their
aspiration”
CoverStory
CoverStory