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How Generation Y regards internal services

Most companies wish to find out how they can make their businesses thrive, how to make people more motivated, how to increase sales and have clients more loyal than ever.

Every one of these goals is perfectly within reason, but the challenge arises when people look for a magic button to achieve them. And, if possible, all by tomorrow! And, possibly, with little money and involvement, because there is no time.

Well, there is no such thing as a magic button, as well as there is no consultant with seven heads. And if you want results, you need to be patient and you need to invest (both time and money). As well, you can’t not be interested in internal services, especially if there are a lot of young people born and educated post-Revolution among your employees.

How things look like from their perspective

First of all, the Ys ask their employer to ensure them a favourable context and the proper tools to achieve their targets, they want a manager who treats them with respect and whom they can respect, because they expect him to teach them business, a manager who listens to them and shows them how true performance is achieved. And yes, they expect good salaries and jobs (or at least schedules) that are flexible.

I know what you’ll say. These generation Y folks have an awful lot of expectations! But don’t the other generations have the same kind of expectations? Well of course, but they Ys have more courage to ask.

As a result, if some of the expectations of Generation Y, listed above, are not fulfilled, you might encounter some issues in achieving the company’s goals.

This is why I propose four scenarios that, if found in your company, should have you thinking about your internal services that are most likely expected by a large part of your employees:

  1. The only discussions between them are about words starting with “T”: targets, tools, tasks;
  2. They are asked to perform and need to collaborate directly with colleagues from other stories or cities, people they’ve not even met once; and possibly they are also reproved if they don’t put in practice what they’ve learned in trainings about Emotional Intelligence and Empathy Techniques;
  3. They are asked to be productive and creative without taking into account the limitations the programme or the work space bring;
  4. They are told on a daily basis, through internal communication channels or by their direct manager that the organization and the management team trusts them, but their Facebook is blocked on their computers.

With these four scenarios, there are only three solutions that might work:

  1. Humanize the communication and encourage conversation within the company!

Make time to get to know the people who work for you and give them the chance and the space to meet each other.

There is no need for teambuildings where they experiment thrill, only for opportunities in which your employees find out their expectations and requirements and get to know each other personally (meetings – in case of departments or national meetings, if we are speaking of a network).

  1. Try to find out their expectations!

All that is communicated to them about the company, during the interview (if that is the case), or in the induction period, all promise-messages sent by you, by previous or current employees, by the Marketing department or by managers create, increase or decrease their expectations.

  1. Remove procedures that complicate action!

Procedures are meant to help people in their work and streamline the processes of a company. Re-analyze and re-think the internal procedures first and then those related to customers.

If you agree that the way of treating employees is as important as the way of treating your clients and that, strategically speaking, the first category has priority, all the above will help you deliver quality services at an internal level.

Eduard TillHow Generation Y regards internal services
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