A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™
By: Scott Span, MSOD
Phase 2 – Assess
In a previous post So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™! I provided a high level overview of my Gen Y Recruitment and Retention Lifecycle ™ model, designed to help recruit, engage, and retain Gen Y. The article and associated webinar / workshop have generated positive feedback, and much discussion; due to the high demand, I’m writing a 6 part series that details possible strategies to get the most of your Gen Y employees.
Phase 2 of the Gen Y Recruitment and Retention Lifecycle ™
Assess:
In phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ I discussed the importance of communication; however, how do you know if what was communicated was understood? That is where phase 2 comes in, assessing the new Gen Y employees understanding of what they heard, and how they are going to apply that information.
Let’s face it; we all hear things in different ways. Remember that game from when you were a child (though a Gen Y was probably busy playing Nintendo), 'whisper down the lane?' By the time the original message traveled through several people to the last person, it was never the same as originally stated by the first person.
It shouldn’t simply be assumed that the new employee has a solid understanding of what was communicated or that they feel comfortable with what they heard. Gen Y appreciates being asked for their opinions, and values the opportunity to share perspectives. It is important to check in and ask them to vocalize their understanding of what was communicated.
How did they interpret what was communicated?
What is their understanding of their new role and responsibilities as it was presented to them?
How do they view where they fit into the organization?
Then give thought to how these responses align with the organizations messaging and expectations.
What often happens is you may find two somewhat different interpretations exist of what was communicated. If the employee begins work and they and the organization are not on the same page from day one, it can lead to an immediate mismatch of a cultural fit and skill utilization, leading to decreased engagement and lost productivity. Listen to how the new hire tells you what they heard and how it was communicated, and be prepared to have further discussion. You should be open to make potential changes to their role and responsibilities as a result.
It is important to fully assess the new hires skills, and areas of interest. Often employees are squeezed into a specific role without the organization ever really exploring what they have to offer in other areas. Therefore, it should not be assumed that the new hire does not have skills of value outside the role they have been hired to fill. Various tools and methods can be used to thoroughly assess the employees understanding of their role and responsibilities, as well as their skills, competencies and interests. Gen Y enjoys being challenged, and they enjoy diversity of tasks. It is important to assess these things as it relates to not only the role they will be performing, but also the organizational culture and structure. You may find that they are best suited for a completely different role than they are performing currently; one which may be a better fit and increase engagement and productivity.
Following the Gen Y Recruitment and Retention Lifecycle ™ can help you to get the most out of your new Gen Y employees. Additional steps and action items are developed at each stage, customized to your specific type of business and organizational culture. Customized workshops have also been developed around this approach. If you are Interested in additional strategies and learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at scott.span@tolerosolutions.com
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I'm not sure how this is any different from other generations. Since everyone interprets communication based on their own filters, it's important to check with people what their interpretations and expectations are. That isn't unique to Gen Y's. Also, many people have more talent that what's tapped into in their current job and would love to have more varied work. Not every job can be expanded or able to tap into other talents people may have. Job expansion works if the job isn't routine and the compensation system provides for it. Again, I don't see this as being unique to Gen Y's. They generally will use technology differently or more than previously generations. So seeing how to tap that talent could be beneficial to certain jobs or companies.
ReplyDeleteLinda,
ReplyDeleteThanks for the comment. The fundamentals are not all that different from other generations, is a matter of fact the Recruitment & Retention Lifecycle ™ is applicable to various diversity demographics when customized to the behavioral traits and filters. In this case, as you mention, individuals do in fact interpret communications and interactions based on their individual filters. That said, experiences and interactions in each of our lives helps to define certain filters in how we view things and handle situations, some of the things that contributed to shaping and defining certain filters are largely generational in nature based upon things that occurred in the world and at work during a given time period - which helped shape and define generational views. Some people may be happy, productive, and engaged in an environment that does not tap into all their talents, others will be miserable – Gen Y as a whole tends to fit the latter, that is not to say those from other generations will not. Each organization is different in regards to job expansion and compensation, and each individual and generation responds to this and other factors differently.