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Unformatted text preview: ung employees need to be coached before they assume complex
responsibilities. Through panel discussions and one-on-one meetings, the
managers should regularly inform the young workers about how to improve
their strengths while minimizing their weaknesses. For example, the
overwhelming fluency of young professionals with the Internet and their need
to incorporate technology into all facets of the job should not be
reprimanded; in fact, it should be seen as an ingrained asset. Globalization
doesn’t make them feel small; in fact, it makes them feel worldly. But
business communication standards and etiquette should not be compromised.
In the corporate world, feedback and assessment play a major role in
professional development. Quality feedback that is timely, specific and
genuine helps young employees to map their career plans. Also, the feedback
has to be two-way. Often called “reverse mentoring,” the company should be
attentive to what the young workers have to say. Unlike the older generation
of employees, these new professionals are not shy or scared to share their
8 views and opinions, be it positive or negative. Companies should see this as
an opportunity of self-evaluation and improvement.
Overall, if a company wants to keep its young workforce engaged, it is
imperative for it to understand that high performance will come from highmaintenance management. Generation Y employees expect their employer to
mentor them to successfully grow personally as well as professionally.
Generation Y likes challenges and chance to prove them. Thus as mature
management we can work best with these Generation Y employees by being
transparent and keeping on our word. 9 Bibliography
• ASAE website
• www.suite101.com 10...
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This document was uploaded on 01/14/2014.
- Winter '14