With these two main criteria in place, many millennials will think twice before leaving. Employers should sit them down and really listen to what a millennial has to say before they quit, because in many cases, it has nothing to do with the job itself but everything to do with the circumstances surrounding it. If employers do not learn how to cater to this demographic, soon they will be left with an entire generation of unsatisfied workers who are not performing to their maximum potential and not contributing to the growth of the company. The days of work-work-work are gone. Companies that focus only on producing their one, declared product or service are becoming extinct, with many companies looking to diversify their portfolio along with their employee experience. Still, big corporates struggle with the concept of diversification because they were spoon-fed the theory that assembly line-style production or focus was the key to high quality service and production. Research has found that that is not the case. The new generation of workers especially detest cookie cutter policies designed by pencil pushers who have no idea of the ground reality, and who do not deign to listen to the voices of those who do. For companies terrified of upsetting the applecart too much, here are some simple ways in which you can change the corporate culture:
Make the Workplace Fun
One of the most effective employee incentives is to turn the overall workplace environment into a fun-filled one which keeps workers motivated throughout the day. One of the simplest ways is to play upbeat music on the radio. The HR department could conduct a quickie poll throughout the company with a few options in order to find out the most popular radio channel and then play that throughout the day. Another possibility is to hire a radio DJ to broadcast over the PA system and play music. This works even better because workers can then patch in and request certain songs, announcements can be made on the air and the programmes will be tailored to fit the culture of the company.
Make the Work Worth the Trouble
Not everyone is going to love what they do but most will carry on their allocated job for the sake of money – and recognition. If there is one thing that can compensate for an inadequately paid job, then it’s the rewards and recognition system. If you have corporate rewards programs in place to identify high performers, it works as powerful motivation for the rest of the workforce. The recognition does not have to be much: a monthly honours or all-star board in each of the department and perhaps public valediction by the sectional head; an annual award for the most productive employee from each sector; shoutouts from the respective heads of departments in speeches etc. will all make employees feel that they are valued and that their job holds value.
Make the Voices Count
Once the upper and middle management has transitioned from a traditional mind set to a forward-thinking one, it may be time to face the reality that even those at the lower end of the totem pole have great and even profitable ideas. Management could listen to new ideas each month in focus group discussions or by having the workforce submit ideas in a dropbox. If they are willing to take things further they can pose questions to the workforce every month that the company and its upper management is genuinely dealing with, in order to find solutions that are out of the box and original.