Channelizing Force Y

Rajat Tandon
Director BuzzDrivers Consultants

Force Y, referred by terms ‘Generation Y’ or just 'young workers' is mostly without the constraints of a family or a mortgage. Often with a professional and a good discretionary income to spend as it pleases, Force Y is consumerist by nature and full of enthusiasm for the future. Realising the fruits of this independence quite early on in life, many Indian youth coming out of good universities and colleges are also very independent in their job-roles. Moreover, the Indian Force Y in no way considers itself less advantageous than its international counterparts today. Although Force Y covers a very diverse group, they have in common a propensity to buy recorded music, fashion, mobile phones, MP3 players, computer games, fast food, TV, DVDs, PCs and Internet services. High on fashion and living-it-up approach, they are the group that can also make a real difference to organisations and their future.

Gone are the days when people with such tastes and preferences were labelled non-serious professionals and often stereotyped as shallow with less than a bright future. Some have even suggested that Force Y is no force at all as they tend to be unmotivated, apathetic, easily distracted, arrogant and self-satisfied. As we all would have realised by now, especially older ones like me, that one cannot judge one generation with the yardsticks of another. Common sense tells us that stereotypes cannot possibly describe such a large and diverse group. More importantly companies cannot do without young people in their work force. Even More so currently, when there is a severe shortage of skilled workers exacerbated further by the phenomenal growth of the Indian economy. The first step is therefore to perhaps understand them and then create an environment where this new can be fostered and their force tapped into for the benefit of the organisation.

Why should there be special consideration in Human Resource Management (HRM) for Force Y?

Force Y differs from previous generations. For example, many of today’s young people have a natural affinity for technology and great entrepreneurial spirit. The linking of HRM with strategic goals and objectives to improve business performance and develop organisational cultures that foster innovation and flexibility would help not only attract younger and talented workers, but retain them in the growing competition for good human capital. Google is a case in point which has been able to foster a culture attracting very high quality Force Y.

It is also said that Force Y is less motivated to perform at work. Perhaps the criticism stems from lack of understanding of the real need of Force Y. It is perhaps the reason why human-resource professionals have frequently failed to address the real source of Force Y’s “motivation” problem, for example, the breakdown of traditional employer-employee relationships. Companies which understand how circumstances have shaped young people’s outlook on career issues can begin to develop a positive relationship with them and harness their abilities. A firm’s success in the coming decades will depend on its ability to turn the promise of Force Y into reality. Today’s young people recognise that their careers cannot be grounded securely on a relationship with a single employer. They think of themselves as free agents in a mobile and flexible workforce. They expect to build career security – rather than job security – by acquiring marketable skills and expertise. Indian work force, with predominantly younger profile in their 20s and early 30s, if handled and managed carefully, could turn out to be the key differentiating factor in deciding not only the fate of individual organisations but also for the economy as a whole.

So What can HR do for the young People?

Where HR was once a clerical function that was relegated to the lower levels in the organisation, today more and more companies have elevated the HR function to make it an integral part of the senior planning team. Increasingly seen as custodian of human capital in the forward-looking organisations, some are well geared to deal with the issues relating to Force Y. Ironically, one way to achieve lower turnover rates and greater commitment from members of Force Y is to help them prepare for not only a career in the organisation but the job market as well by expanding their knowledge and skills. This makes Force Y want to stay with the company to learn those very skills. An approach, such as the one above, will also propel the HR department to see itself in the market and view Force Y as their customer. It also leads to the key question of internal marketing and branding of the organisation where all jobs need to be marketed constantly. In my view the HR department should see itself and be perceived as a brand by the outside world. In fact my own organisation, BuzzDrivers, is planning to actively pursue this line of consultancy practice.

Moreover, young people should be exposed to the diverse facets of the business and encouraged to move laterally within the company. Since they are independently motivated to learn and grow professionally, they are good at such lateral moves. When possible, young people should be allowed to work on high-profile projects that put them in contact with senior managers. While the value of formal training and development programs is recognised, but mentoring relationships and learning on the job is higher on their agenda. Similarly give Force Y creative responsibility, problem-solving job role with an open culture and what you may get in return is not what critics say about them but people making a real difference to your business.

At every stage of the recruitment process, human-resources professionals and line managers should emphasize that the company is committed to the professional growth of Force Y. Such a message will help the company to recruit the best young talent and retain them to turn them into a force to drive tomorrow’s organisation.