Open the pages of any of the leading human resources media from the last 12 months and you will invariably have been met with a plethora of articles attempting to predict the future of work. Central to each of these is the so-called ‘rise of the robots’ and the large swathes of jobs losses that will – it is reasoned – come as a result of automation. And this comes on top of the recent austerity measures that local authorities, in particular, have grappled with so well.
While we cannot dismiss the reality that some functions across the public sector will be replaced by automation, many more will be created as a result of it. But the focus on the future is at the peril of the needs of the present.
Indeed, one of the greatest challenges facing public sector leaders is how best to manage the fastest growing demographic within the workforce – millennials.
Accused of being the ‘entitled’ generation, prone to job-hopping and being lazy, millennials don’t always get the best press. Nor are they truly understood. This perhaps explains why so many employers not just in the public but also the private sector find it difficult to attract and retain this increasingly important (and influential) section of the workforce.
Yet, as obvious as it is to say, today’s millennials are tomorrow’s leaders and the public sector needs to get into the mindset of this talent base. A rethink is needed in the way public bodies are engaging, managing and ultimately developing the millennial talent they already have.
This is a generation of worker who are attracted to opportunity and deterred by cumbersome and outdated working practices. The challenge for the public sector is how to ‘sell’ the benefits to be gained and the prospects of a career in the public sector versus one in the corporate world.
In other words, it’s knowing how to differentiate its value to prospective millennial talent. This may seem to be easier said than done, but it is more than achievable. It comes down to one thing: understanding.
In order to truly lead your team, it’s essential to gain an understanding of what drives and motivates them to perform to the best of their ability.
1. We’re all in this together
Millennials are often characterised as preferring collaboration and teamwork when it comes to making decisions, but this doesn’t mean they rely on others at all costs: rather, this age-group appreciates the input of all parties before a decision is made.
In an IBM study of Generation Y (millennials), more than half said they made better business decisions when there was a group of people providing a variety of perspectives. As a leader, it’s your duty to ensure all employees are treated as equal individuals within this group and given a chance to contribute.
2. Technology isn’t everything
Generation Y witnessed the evolution of the internet; their teenage lives were shaped by digital transformation and steeped in new technology. It’s no wonder that this age-group stands out for their ability to adapt to new digital tools with ease: technology evolved and grew smarter at the same time as they did.
While it’s true that millennials expect a certain level of quality when it comes to a company’s IT infrastructure and are eager to innovate outdated processes that have ‘always been done that way’, members of this age group actually favour in-person collaboration over digital or telecommunication.
Despite their reputation as tech-addicted, millennials find face-to-face relationship-building far more meaningful in their development – so think twice before emailing feedback.
3. Feedback is a must
Talking of feedback, leaders must understand the importance of performance reviews and regular one-to-ones if they are to engage – and more importantly, retain their staff. Having grown up with social media platforms at their fingertips, it’s undeniable that millennials have come to expect a certain level of instant gratification upon completing a task.
But this doesn’t mean you have to start up an internal social media platform and ‘like’ everything they post. Instead, workers within this age group simply desire frequent feedback in order to feel as though they are contributing effectively to the business.
Indeed, research from PwC found that more than half (51%) of millennial employees say they prefer feedback to be an ongoing process, unlike their Generation X colleagues who would rather receive feedback quarterly or annually. If the public sector can learn anything from the corporate world it is that the most successful organisations at managing millennials are those that understand the importance of setting clear targets and providing regular and structured feedback.
4. Happiness over high salaries
When it comes to career progression, millennials are branded as fickle and changeable, unable to stay in one job for longer than a few years. While this generation have the recession and the death of the ‘job for life’ to thank for this reputation, it’s also not untrue that millennials are quick to pack their bags if something isn’t right.
While their predecessors are motivated by the promise of a pay-rise and a new title, members of Generation Y tend to be driven by a sense of progress and job satisfaction, the opportunity to be creative and the meaning of their work.
Of course, fair reward and benefits are to be expected. However, successful public sector organisations today must demonstrate to their employees the value of their contribution and ensure they are presented with the chance to learn and develop their skills further.
The millennials are not coming. They have already arrived, By 2021, this generation will make up one in three of all workers and by 2025 that figure will rise to more than 60%. There is still some way to go before some leaders truly ‘get’ what millennials are all about.
But, by taking the time to consider their needs, wants and motivations coupled with a shift in the way we think about millennials, the public sector and in particular local and devolved government will inevitably greatly benefit from all that they have to offer. Indeed, they can show the way to others.
Jonathan Swain is Managing Director at Audeliss
