I have meant to write this post for some time. I apologize for putting it off.
Recently, I read the "advice" of yet another Generation Y "expert" proclaim that Generation Y needs to be treated "special".
Please allow me to state loudly and clearly... Generation Y should not be treated any differently than any other generation.
The very same employee performance standards applies to Generation Y as they apply to any other generation.
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Get to work on time
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Be present mentally
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Exceed expectations
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Be a Team Player
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Go home
What matters more than anything is the answer to the following question... "Did you ultimately add more measurable value than you cost?"
I do not know what it is... Is it the Generation Y pundits who write the books proclaiming "Pander to Generation Y or Else They Will Work Elsewhere" or is it reality?
I really do not think Generation Y is out there making demands. Most Generation Y talent that I have been exposed to are hard-working people who do not expect something for free. Most Generation Y talent I know want what everyone else wants - to be rewarded for their contributions and treated with respect and dignity.
"Special treatment" is earned. What matters more than anything else are the "fundamentals". The fundamentals of employee performance and compensation for that performance are easy - add more value than you cost and do so consistently. If one adds real, measurable value, then one "deserves" the privilege of "better treatment".
This "better treatment" may come in the form of enhanced wages, perks, commissions, bonuses, the corner office, the company car, etc, etc, etc.
But what I am reading and hearing strongly seems to suggest... Treat your Generation Y talent "special" in order to engage them fully.
I disagree. In fact, I think it is disrespectful to Generation Yers.
Special treatment creates a host of problems you do not want in your organization. I have seen managers and companies bend over backwards to "love" employee team members who had no business being on the bus in the first place.
What are the results?
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Entitlement thinking
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The low performers (wrong people) stay - the high performers leave for organizations that believe in personal accountability.
I believe... Love the high performer employee team members. Help the low performers leave.
Loving low performers with the hope they will turn into high performers is madness. It does not work. If you make it work, give me a call. I will have a highly-paid position for you.
What matters and should - Perform well in your position and you get more of what you want (some might call it special treatment). After over a decade of consulting to really cool companies across this great land, I have come to realize one thing very clearly - do not put the cart before the horse.
Do not give specialized treatment of any type to anyone until they perform. Perform first - then get.
Now go Maximize Possibility!
Other blog posts you may be interested in:
- Performance Accountability - Do Your Employees Know What is Expected of Them
- Your Job is Value Creation
- Five Steps to Creating an Employee Performance Scorecard
- 10 Potential Barriers That Limit High Potentials (HiPos)
Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention. Bring Chris in today!
