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 expectations of 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 diversity into a workforce. Generation Z functions different as they are social creatures that are flexible in nature and expect flexibility from institutions and companies. They are so flexible that employers are challenged to retain them if demands are too high. They expect instantaneous rewards and recognition for performance. They cannot be intimidated and sometimes can feel entitled to their job. Therefore we cannot intimidate them or insist they work long hours to please the company or their boss. 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 prior boom generation retires. Labor’s paradigm is changing to one where employees desire constant increases in salaries and benefits and they do not react to an environment where people are expected to be patient for recognition. This requires that management spend a significant amount of time on the recognition aspect of employee management. Leaders must also determine how they can bridge the gap between expectations 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. Honest description of the business conditions will help employees understand what restrictions exist and the performance necessary to embrace monetary improvements.
Finally, the next generation of workers have different expectations of human resources. In prior work generations, the worker did not engage human resources as deeply as they do today. Human resources was the element that defended them against unreasonable management demands and was a defender of worker’s rights. Seldom did people involve human resources in anything but these matters. Today, human resources is viewed 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 thereby allowing employees 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 allowed to be creative and involved in determining the 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 society if we embrace them. Do not rely on the “Block and Tackle” micromanagement tactics 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.