Millennials are no longer the generation of quick fixes

One of the great challenges that we face today, especially in the technological field, is how to motivate and retain the famous Millennial generation. Companies are trying to implement all kinds of remedies but it seems that “quick fixes” (billiards, table football, relaxation area, pastries and fruit, terrace, recreational games, etc.) despite being the most widespread, no longer work.

Even with actions of employer branding aimed at improving mental and physical health it is not enough: gym, yoga, mind-fullness, massage, teleworking … Nothing satisfies them! The trend indicates that the rotation of this type of professional is increasingly high.

So … what does this very spoiled generation want?

Look what it cost a while ago; the simple fact of having some work flexibility or that we had a coffee machine was enough, even if we had to pay for the coffee! How times have changed!

If being in the office is more cool than being at home, why do they want to change so often?

Si estar en la oficina mola más que estar en casa, ¿por qué quieren un cambio con tanta frecuencia?

Those who think that their company isn’t modern and that they don’t offer so many attractive benefits, take a look at this infographic on the rotation of some of the most popular companies in the world:

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If these examples, which have all the existing resources, are not able to reach an average of more than 2 years, what is the problem?

In my opinion, the main stumbling block is that they don’t focus on the top of our old friend Maslow’s pyramid: self-actualization, self- esteem and belonging.

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Throughout our life we ​​are linked and we relate to other people according to our activities, interests, hobbies, etc. The human being could not live without relating to others, since he is a social being and needs to feel that he belongs to a group. We all know that it is true and we give it importance, but …

  • What plan do we have from a conscious leadership approach to create this feeling of “belonging”?
  • How do we create an emotional connection between peers and even the leader?
  • How many tools do we use in our day-to-day tasks to get the most out of each team member?

I put forward that afterwork drinks and team building exercises are not enough!

Lately we have talked a lot about recognition and feedback, but it turns out that in most cases we have never stopped to think about what is a job well done for us and what exactly we expect from our team. What we do have clear, though we can’t explain why, is what we don’t like

As far as feedback is concerned, do you think that you are able to give well structured and constructive feedback whilst letting the other person talk for 70% of the time the conversation lasts? It seems a simple task, but it is a skill that very few possess.

In competent teams practically all the members want to grow personally and professionally; Do you think that you dedicate enough time and effort to cover this need?

Leadership is not about the leader, it’s about the team, but it starts with the leader. Therefore, we should never stop training and striving to achieve greater self-awareness and thus respond to the last three needs at the top of the pyramid.

If you are an HR manager, manage a team or lead your own company, this may interest you:

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