How to Hold the Talent of Y Generation That Look Much More than a Job Promotion

Jul 18, 2013 | Pulso

They are young professionals usually have degrees of expertise, come with innovative and aggressive, but ask in return greater flexibility by companies because they give preference to the development of his personal life. So human resource areas face a new challenge.

They grew up in environments where technology was commonplace, are open to change and do not hesitate to resign if they receive a propose with an attractive project. This is Generation Y, who are around 30 years old and no longer seek workplaces where long established.

For companies has become a real challenge to deal with these young professionals coming in the labor market in times of full employment, which usually can choose which place to work which gives them the opportunity to choose those with whom achieve better reconcile their work and family life. Not exceed 35 years and the truth is that they give prominence to their professional development, this is why many choose to specialize, being an important asset within companies are slowly taking steps to retain them. "This generation is always thinking of new ways they can find work elsewhere. So it is essential for employers to know them, motivate them and give them new skills, "says Alberto Markmann, Managing Director of DHR International Chile.

What happened? Generation Y landed in the workplace and not projected in business for long.

Why has it happened? They are young professionals that line 30 years and gives priority to his personal life. They are constantly looking for challenges.

What are the consequences? One is the high turnover. Not projecting more than two years in business and when they want to keep them, they should invest in fidelity practices.

How can it affect me? To project a company they need a staff committed to the company. High turnover could influence in how organizations are managed.

In a survey of workers between 18 and 35 years, 47% said that they planned a year or less in the company in which they are working. "Their personalities are bolder than the previous generation, they favor economic stability. So it is that they later become independent, "said Markmann.

How to motivate them

Different consultants agree with three ways to motivate this generation and keep them in business. One is through the reward. The fact that her boss is ready to feel them motivated and recognize good work helps to strengthen ties with the company. "For them the salary is not everything. Therefore they want to be in places where the work environment is pleasant," says Andrés Montero, CEO of Inter Trust Head Hunting.

Montero added that "need to be told they are doing things right. The only way to increase the commitment to the company is offering a dream that challenges them to rethink things, it does not become monotonous work ".

For this generation that brings embedded in their DNA the video games the challenges are very striking. A job that not constantly challenges them makes them lose interest and seek new horizons. A company wishing to retain them should appeal to constantly innovation.

They are defined as demanding professionals with the company, as the same even with people who work in the company. For them it is vital to feel comfortable in a place of work and usually have a more aggressive and irreverent work.

With a high turnover, human resource areas were the need to reformulate their retention programs. While some prefer the term fidelity as a strategy to not keep these professional in the companies. The idea is that the employee overestimate and somehow conceive as incomparable the value offering that the company is doing, so they tend to stay in it, "says Markmann.

"Generation Y can be make happy by giving them time to her personal life. They do not concern the projection to ten years, but if there is flexibility to develop other areas, they work really well, "says DHR Managing Director.

More than an objective reaction, thus seeks an emotional bond that is sustainable over time. This is why slowly Chilean companies have been implementing their satisfaction rates and get workers and assess how the process of fidelity they have.

But how to design a company with such high turnover. In the region there are several companies that have adapted to the characteristics of this generation. For example: YPF has a young professionals program providing training, support of a tutor, an individual development plan. Usually it lasted four years, however with the entry of Generation Y have seen the need to narrow it down to two years, but achieving a much higher percentage of officers who complete the program.