The new generation of workers
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The document discusses the need for new leadership styles to manage the new generation of workers. It notes that Generation Z workers function differently than previous generations as they are more social, flexible, and expect flexibility and instant rewards from employers. Leaders need to change their style from micro-management and demands and recognize that workers now desire constant salary increases, benefits, and training opportunities. It also states that human resources is now expected to ensure a safe, respected workplace and help with both career growth and personal issues for employees. New leadership styles are needed that engage and empower workers by allowing creativity and involvement in the business's future.
The new generation of workers
- 1. THE NEW GENERATION OF WORKERS NEED NEW LEADERSHIP STYLES As we continue to actualize our production or service, we tend to make every attempt to hit our commitments and goals. What makes us unique as leaders is the ability to manage success. There is always a pattern of accomplishing our goals during our careers but we need to reflect on just what we are doing to accomplish those goals. There are several ways of meeting our deliverables and unfortunately we grew up in a society where leadership was recognized for "block and tackle" techniques . This methodology worked in years past and still can yield results on a short term basis today, but there are several elements that limits the success of this management technique in our present culture. If you haven't noticed, the world has changed. The mentality of the worker, the philosophy or labor, and the expectationsof human resources are different than in the baby boomer days. Today's workers have evolved, especially with Generation Z . The baby boomers strong work ethic was rewarded by companies by giving lucrative pensions and benefits . Companies revered loyalty and long term employment with one company. As global competition evolved, companies have been forced to pull back on benefits and have learned that employees that switch jobs and companies bring forth new diversityintoaworkforce. GenerationZfunctions differentastheyare social creaturesthat are flexible innature and expect flexibility frominstitutions andcompanies. Theyare soflexible thatemployers are challengedtoretainthemif demandsare toohigh. Theyexpect instantaneous rewards and recognition for performance. They cannotbe intimidated and sometimes can feel entitled to their job. Therefore we cannot intimidatethemorinsisttheyworklonghoursto please the company or theirboss. They are now flooding the job market and leaders need to change their style from micro management and a demand persona. The philosophy of labor has changed. The labor market will soon have more jobs than people as the priorboom generation retires. Labor's paradigm is changing to one where employees desire constant increases insalariesandbenefitsand they do not react to an environment where people are expected to be patient for recognition. Thisrequiresthatmanagementspendasignificant amountof time onthe recognition aspect of employee management. Leaders must also determine how they can bridge the gap betweenexpectations and business restrictions. There is always a way of managing a company to meet the business's needs and employee's expectations. This does require creativity and good communication with the workforce to determine methods that satisfy both criterion. Most studies show that monetary recognition is not the only avenue to engaging and delighting your workforce. Honestdescription of the business conditions will help employees understand what restrictions exist and the performance necessary to embrace monetary improvements. Finally,the nextgeneration of workers have different expectations of human resources. In prior work generations, the workerdidnotengage humanresourcesasdeeplyasthey do today. Human resources was the elementthatdefended themagainstunreasonable management demands and was a defender of worker'srights. Seldomdidpeople involve human resources in anything but these matters. Today,
- 2. humanresourcesisviewed as the element that helps workers remain in a safe, politically correct, and respected workplace. Workers expect that human resources will assure they are continually trained therebyallowingemployees to grow in the organization. They are looked upon as the employee's ally and employees use human resources as a sounding board for both work and personal issues. Human resources' tasks have grown immensely in the last ten years as they have expectations from the workforce that assimilates both a counselor and personal carrier growth advisor. In conclusion, our success as leaders is dependent on an engaged, self empowered workforce that is allowedtobe creative andinvolvedindeterminingthe business's future. This workforce is more highly educated and has characteristics that will not respond to older management styles. It is the leaders responsibility to change their tactics and embrace the new workforce's personality. It is an enriching workforce that will guide us into a better workplace and one that self actualizes itself to a more productive societyif we embrace them. Donot relyonthe "Block andTackle"micromanagementtactics as they will eventually fail. Leaders will be more successful if they accept this new generation's philosophy and work with it to aspire the business to new heights of performance.