In this current economic situation, there is much talk of freezing headcount and retrenchment exercises. When it comes to cutting headcount, the questions employers would ask themselves are “Who to let go?” and “How do I explain my decisions to stakeholders and still find a way to sleep at night?”
One would logically assume Generation Ys, being the younger and junior level staff, would be the first group to go. For those at-risk Gen Y employees, the only question on top of their minds would be: “How do I secure my job?”
Nonetheless, I wish to highlight any exercise in recruitment or retrenchment should always focus on the “best fit”, despite their age groups. Both employers and employees should always ask themselves this question regardless of an economic boom or slump.
Essentially, being the “best fit” allows both the company and the individual to be effective and efficient together. When individuals do not fit into the company culture, there is tension or conflict, which slows down the organisational momentum.
Likewise, when a company does not match the individual’s learning and developmental needs, the employee should “fire” their bosses and start afresh. That is what some Gen Ys are actually doing despite the possible financial and career instability that it brings. This is an option veteran workers and baby boomers would traditionally never consider. Some Generation X employees might choose to quit but then again, the Gen X probably has financial commitments to honour so he or she will bite the bullet rather rock their financial boats.
Reel ‘em in
Despite the possible retention issues, here is my take on the three top reasons to hire Gen Ys:
1. If your industry is generated towards retail or services for the young and young-at-heart, hire a Gen Y.
No one can understand a culture better than the one in the arts and culture, entertainment, services and goods aimed at the under-30 market. Hence, a business aimed at such industries should be staffed by largely Gen Ys.
This also implies putting them in decision-making positions. Develop their management and people skills, empower them to make real decisions then sit back and watch your company grow. Any organisation which does not realise it has to change, innovate or totally transform for their clientele is an ostrich sticking its head in the sand.
2. Continue hiring Gen Y, if the company can still afford it.
This means you are growing and rejuvenating your organisation. My greatest fear in the current attempts at frenetic cost-cutting through retrenchment is that some companies are too eager to see costs go down without realising the hidden backslash of such actions.
One such hidden cost is losing the talented and costly trained staff you already have in your employment. The other is creating unwanted and perhaps unwarranted resentment against the company. A Gen Y employee laid off less than delicately may take the opportunity to use his or her great “power of the internet” word to besmear your company’s good name.
3. Hire the right Gen Y, just as you should hire the right Gen X, baby boomer and veteran worker.
In this context, the right employee would have to fit. If you already have Gen Ys and they seem to be doing well despite the steep learning curve, I suggest you give them a chance to settle and monitor their progress.
Like any new employee, they need training and development, a mentor and a clear understanding of what the company wants them to do in the long run. The Gen Y may only stay a while but again, any employee’s length of stay is never predictable. Yet if during that stay, they have given their all, have contributed to the company and grown with the company; that in itself is a success.
Some far-sighted bosses have seen this and accepted Gen Y talent who said they only want to take a position for two years to see what the industry is like but are willing to work at their best during that time. Perhaps this time of economic restructuring may force all of us to reconsider how we structure work duties and projects to encompass such new work stints.
Give ‘em the boot
And the top two reasons to fire Gen Y:
1. Fire Gen Y if your company has no time to train them. Or listen to their ideas, or supervise them.
Let’s face facts, if your organisation is running at break-neck speed and you need everyone to be on their toes just to tide you over this rough patch, it is much better to have a small tight-knit expert team rather than a loose, unfocused overly energetic but lacking loyalty batch of Gen Ys you may have to constantly supervise.
An easier solution for your company is to actively recruit retrenched but overly trained and terribly hungry for money and stability Gen Xs, baby boomers and veteran workers. In the short haul, you want a team for stability, not growth or legacy.
One concession, international Gen Ys may have the same qualities you are looking for – hungry, skilled, willing to put in long hours – the basic idea is hunger. Key questions to identify these employees: “How badly do they want the job?” “Can you leave them in-charge of something and they will have the maturity and commitment to see it through?”
2. Fire without guilt if they are already displaying characteristics not in line with your company culture and vision.
Too many participants in my courses have grumbled about Gen Ys coming to interviews demanding promotions within two years and asking what the company can offer them without stating what they can offer in the first place. These Gen Ys are not looking to change themselves to fit your work culture.
More importantly, if your company is already harbouring a Gen Y who is a dissident and is gathering an army of similarly dissatisfied, you may have allowed a culture of dissent to set in. You want engaged, not disengaged staff. You want Gen Ys to continue building your company, not tear it down.
Know the right timing
So when is the best time to check if the Gen Y employee fits your company?
Before hiring them, invest in effective interview methods where you can quiz them on any possible characteristics you know is essential for the position you are hiring. Put them through stimulations of a possible workday in your company. Do whatever you need to so you can assess them properly before hiring them.
And the best time to consider a Gen Y employee as a wrong fit to the company after they are hired? Once they start flouting the company policies and rules. If they are reminded enough times by management and yet there is little change, fire these Gen Ys without guilt.
