RECRUITMENT JUNE 2019
32
Millennials'
tech profi ciency
can be both a
blessing and
a curse for
employers
themselves, but this prevalence
of digital dealings can have a
negative impact on leadership
and infl uencing skills, where
face to face communication,
relationship-building and
listening are still critical.
The fl ipside of this is
that they’re highly digitally
literate, picking up systems
and applications intuitively
and quickly. If they need
information, they won’t think
twice before asking Google,
Siri or Alexa. If they encounter
a problem they have not seen
before, fi nd a solution instantly
through their online networks
via YouTube, social media and
specialist forums. Millennials
are used to fi nding solutions
quickly and with autonomy, but
behaviours, with higher expectations for quick
career progression, recognition and promotion?
Affi nity with and use of technology is
synonymous with the millennial generation.
Without memory of a time before the internet was
available, they are used to interacting with devices
for all their needs. This access has given them a
more global perspective and an ability to inform
this can lead to a reluctance
to admit that a problem is
beyond them or where they
could benefi t from the direct
experience of others.
Securing future talent
The age-old practice of hiring
for attitude and training for
skills is still very relevant
today. We are certainly not
suggesting that businesses turn
their processes and operations
upside down to accommodate
talented millennials. The reality
is that the next generation of
leaders, workers and customers
are millennials themselves, so
adapting or investing now may
give you a competitive edge or
that burst of energy you need to
drive your business success.
Maximising your millennials: how to get the most out of the new generation
With industry constantly evolving to keep up with the demands of
‘faster, better, cheaper’ market mentality and with the trend towards
customisation and personalisation of products, it is important for
employers to consider how these attributes could bring a real value
to manufacturing, both now and for the future, and how to get the
most from – and give the most to – millennials:
Embrace digital natives: First and foremost, their ability
to understand, adopt and implement new technology,
use digital platforms and analyse data enables them to
make informed decisions. Millennials want to digitalise
systems and automate tasks which can often lead
to creative thinking, unconstrained by precedent.
Millennial leaders can challenge and improve the
accepted practices and processes in manufacturing.
Make a job an ‘opportunity’: Simply advertising a
job and promoting yourself as a good business is not enough.
Millennials want a CV full of ‘cool’ or interesting projects, and evidence
that they are fast-paced achievers. The traditional approach of asking
‘why I should employ you?’ will have less impact than outlining the
ambition of the business and asking them to illustrate how they think
they can contribute to or shape the future of the business.
Are you social?: It is unlikely that you will fi nd a millennial that
doesn’t have a Facebook, LinkedIn, Instagram or Twitter account.
It’s therefore vital to make sure you are active on these platforms
and channels otherwise you may be perceived as out-of-touch.
What would you think if a potential employer didn’t have a website?
This is probably the closest equivalent.
Boggy /stock.adobe.com
Continuous development – Millennials crave new knowledge and
challenges. They want to explore opportunities and learn new skills.
Encouraging development will not only make their role more fulfi lling
but also provide an expanding skill-set which is important as the
Fourth Industrial Revolution continues to gain traction. Whilst not the
absolute answer for retention, it is certainly a factor that can improve
your options and chance to keep individuals longer term.
Continue engagement: Many employers cited a two-year
timeframe after which millennials seek to move on to a new role.
How do you ensure that you mitigate against this? Engage
employees, give them a channel to discuss their aspirations
and frustrations. Think more creatively – in addition to
personal and professional development, you may want
to consider graduate loan pay-o schemes, sabbatical
leave options, fl exible working or individualised rewards.
Create realistic expectations: The ‘run before you
can walk’ spirit is in many ways a positive indicator of ambition,
but it is important that expectations are both realistic and achievable.
Businesses need to therefore be clear about what needs to be
achieved before millennials can move up the career ladder.
Independence: It is important to not micro-manage individuals
that excel when allowed to think more freely, not be stifl ed by
traditional protocols. However, recognition of the importance of
learning from the wider team, their experiences, past successes and
mistakes is also crucial. E ective mentoring or buddying schemes
with senior, experienced team members creates trust, team spirit
and delivers the benefi ts of knowledge and skills transfer.
Salary over benefi ts: Financial reward is key. The overarching
salary is more important to millennials than any general benefi ts
they might receive. So be open and prepared to o er higher hourly
rates or salaries rather than car packages or pensions.
www.manufacturingmanagement.co.uk
DisobeyArt /stock.adobe.com
/stock.adobe.com
/stock.adobe.com
/www.manufacturingmanagement.co.uk