Youth Employers – what do we want?

I’ve read a lot lately about millennials and Gen Y and what it is that they’re looking for in terms of employers. What it is that organisations can do, offer, provide to attract and retain this area of the employment population. But I’ve equally been thinking about it from the other perspective given I’m passionate about youth employment and the roles that everyone plays from Schools through tertiary training providers and organisations play in preparing youth for employment. I regularly attend Job & Careers Fests, WorkChoice Days, meet with Universities, host High Schools and the like in my efforts to bridge the gap as a representative of my views and that of my organisation and feel that an area we’re all missing is what the employers are looking for from the situation. Because 99% of the time a completed degree and an eye catching CV alone aren’t going to cut it.

 

So what do companies want from this largely technologically advanced, digitally savvy sector of the market? I’ve complied a wish list of sorts:

Experience: Those who take the initiative to work part time or during holidays undoubtedly have an edge. They’re already somewhat work savvy. They have likely had to stick to hours, deadlines and task requirements and many will have had to work as part of teams, communicate with others and ideally provide some level of customer service.

Resilience: The ability to spring back from adversity, take the knock, get back up and try again is essential. Being able to look at yourself and learn from situations, people and tasks – to rise from the ashes in the face of tough or difficult times.

Initiative / Nous: Understanding the reality/practicality of a situation outside of having knowledge of the theory, and being confident in suggesting improvements and solutions.

Curiosity: A thirst for knowledge; to continually grow, develop and learn in the present and into the future. Being confident in asking questions and developing an understanding of the business, departments and wider market.

Conscientiousness: An awareness of the world around them. Of colleagues, clients, the wider organisation and extending into the world around them. Collaborative and communicative, a team player.

Change Ready: Innovative, creative and forward in the generation of new ideas and ways of working. Comfortable with change and changing tack to adapt to our ever changing world.

 

Having these skill sets under their belts in conjunction with their learning’s will see millennials, Gen Y’s and the like well in their search for employment. Displaying an attitude or outlook that is clearly ready to get stuck in, help out where needed, and putting a hand up for all opportunities offered will definitely all be viewed positively by employers. Having engaged, enthusiastic employees who are innovative and willing to learn is the ultimate goal for organisations.

Millennials / Gen Y – I’d love to hear your thoughts and questions….everyone else, what would you add to the list?

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Youth Employment and the Future of Work, Part 2 – Collective Mentality

In my last blog Youth, Employment and the Future of Work, I discussed youth today, millennials, their outlook and their readiness for work now and into the future, and what companies, organisations and training institutes can do to steer and better prepare these groups for the workplace and future careers.

In this post I want to explore another phenomenon I came across in my increased and intensive time with youth of late, their collective mentality. On the whole I’ve found they think in terms of we and us instead of the me, I and my that I largely hear in in the Gen X bracket. It’s not just youth and millennials however; there are many indigenous communities the world over who live their lives collectively, communally from a social and work perspective. Here in New Zealand the indigenous Maori people are a prime example. They care about the wellbeing of the group as opposed to the individual and identify more with cooperation over competition, interdependence over independence. I note too, the massive rise and fall of labour unions, from the peak between 1940 – 1960 and the steady decline ever since. So is collective mentality and thinking in the workplace cyclical like so many other things in life or are we about to see a massive shift in the world of work?

In my HR career to date countless times I’ve had individuals (Gen X!) complaining of workloads, managers (also Gen X!) who say to collaborate and share the load – but has this ever really eventuated? In some cases yes, but in most it’s paying lip service to a problem and quietly ignoring it and the individuals struggle on regardless. Certainly more of a collective mentality in the workplace, more we and us, would improve workloads for many individuals especially as these seem to be increasing at an alarming pace of late. So is this a solution? Real collaboration? Caring about the wellbeing of all? A more tribal attitude when it comes to workplaces?

I note that conscious capitalism is on the rise, I wonder if this is being driven by the increased number of millennials and youth in employment. This was a hot topic at the Festival for the Future I attended recently; over 100 youth/millennials whose voice was loud and clear about wanting to make a difference, wanting more equality for all, shifting wealth and changing political policies to benefit the wider community.

I’m wondering what effect this is going to have on the future of work – especially given there are ever increasing examples of collective thinking being demonstrated in organisations and many of these are or have been start up organisations run by millennials, our future leaders and the future of work. I predict more collective working examples of individuals coming together and working across platforms, disciplines and geographical distances on projects and pieces of work. I predict more collaborative working spaces, where individuals and organisations share not only workspaces, but ideas, clients and development opportunities. I predict organisational structures changing as people work more within large corporates, but without the restrictions of specific job descriptions, in areas where they can specialise and utilise their expertise. I predict hearing the terms holocracy and meritocracy with much higher frequency. I predict more contracting and less permanent employment, ever more start-ups and small to medium sized organisations as technology changes and continues to evolve and develop. I predict more mergers of larger corporates as they compete on a global scale and not just in local markets.

I could go on and on with my predictions, but I’d love to hear what you think. Both about collective mentality in organisations, youth employment and the future of work.

Book Review: THE HUMAN WORKPLACE; People, Community, Technology. Amanda Sterling.

The culmination of a weekly tweet chat into a tangible resource for future learning is a credit to Amanda, her dedication and hard work in pulling it together  is exceptional and that’s not to mention the incredible breadth and depth of the international community she’s built up in the process. But back to the book. When Amanda first mentioned she was curating, compiling, writing and researching to pull together two years’ worth of the #NZLead chats into a book, I have to admit part of me thought she was mad (afterall she was originally planning to write as part of NaNoWriMo, which just seemed too huge), but another, larger part of me respected and admired her for it.

These tweet chats are real. They’re on-going, they get messy and way off track at times. There are some incredible lightbulb moments, a massive amount of learning, sharing of ideas and likeminded attitudes. But there are also challenges, at times debate and through all of this courtesy, camaraderie in many ways and a common desire to see a better world of work. Amanda has sewn all of this into her book. Using the real language of the tweet chats, and explaining the jargon, new concepts and the like in a manner that will ensure those inside and outside of people related roles will have no problem in following through the themes of the book. It’s as real as being in the conversation, yet structured in such a way as to lead the reader on a journey.

Overarching themes for me in the book are Culture, Collaboration, Leadership, Authenticity and Technology; all being at the essence of any “humane workplace”. And here are some quotes from the book that particularly resonated with me on these constructs:

“Leadership is not a one off event, a package or a methodology”

“Keeping people involves good old challenging, meaningful work, and a positive culture”

“Organisational Culture can become the most powerful piece in your recruitment arsenal”

“The kinds of organisations we need to create have to reflect the technology itself: open, collaborative, inclusive and connected”.

This book is a must read for anyone in the people professions; HR, OD, L&D, Recruitment and the like. In particular, those looking to develop and grow these roles into the future. You may be challenged, you may be nodding your head in agreement, you may encounter new ideas and concepts. And best of all if you’re not already involved you may feel encouraged to contribute to the #NZLead community now and into the future, for here is an on-going, evolving conversation for the better of future workplaces. And I use the term conversation loosely – as it’s my hope it’s more than that, not just a conversation but an action.

If there’s one takeaway I could possibly give you from the book and everything #NZLead has taught me it’s “Get Social”. For professional development, networking, conversations, collaboration, support, practices and learning, be brave, get out there – if you haven’t already you’ll be amazed at what’s waiting for you. If you’ve dipped in and skirted the edges, get involved; you won’t regret it. Search. Sort. Share.

To quote the book again “Information is no longer power: now it’s about networked intelligence” think on this for a moment in terms of my takeaway themes in the book: Culture, Collaboration, Authenticity, Leadership and Technology, then keeping these in mind, I leave you with this final thought “ The new workforce is a community, not a corporation”.

The Humane Workplace can be purchased here.