Op-Ed Contributors

Managers need new style for the youth

By Wang Shaohui (China Daily)
Updated: 2010-12-29 08:00

Young employees have two specific expectations from their companies and supervisors: No intervention in the way they work (as long as they deliver the goods) and to be consulted by supervisors before restrictions at the system level are imposed. Young employees need clear objectives and immediate rewards, and it is up to them how they achieve the goals. And managers need to provide guidance and help to younger employees when necessary.

Some young employees have the tendency of mixing work with their personal life. Managers have to accept this trend and should not use force to prevent the young workers from doing so. This problem can be best handled through the use of Web tools.

Our recent survey on the application of Web 2.0 tools in commercial activities (half of the respondents being employees aged between 24 and 34 years) shows the percentage of Web 2.0 tools such as instant messaging services, blogs and micro-blogs used at work in China is much higher than the global level. More than half of the respondents said the use of such tools increased work efficiency, while less than 3 percent thought it would affect their work.

Since the use of instant messaging is much higher in China, companies would be justified in banning services such as MSN and QQ in the short term. But such a decision would not be a smart choice in the long run.

More flexible working methods and conditions are other motivation indicators to gauge the new-generation workers. Managers should set working periods according to different positions and job requirements and give the chance to employees to choose them freely. A transparent motivation mechanism could yield positive feedbacks, which can be a driving force for all to make more progress. Perhaps a reward is not that important, but there is no denying that rewards do have motivating value.

But the easier said than done proverb applies to the young generation as well. Young employees need guidelines for action. After understanding young employees' characteristics, companies should take targeted management measures to motivate them. Only by trusting young employees can managers win their trust.

Getting employees more deeply involved in the rule-making process will greatly increase their commitment to the system and strengthen their sense of belonging. Statistics show that interaction is more effective than straight-faced regulations in improving employees' performance.

Companies should also design more humane welfare programs, such as traveling and training, for the new-generation employees. In short, companies and managers have to improve management styles according to employees' needs, rather than simply denying their merits.

The author is a principal consultant and talent management solution leader with Towers Watson China.

(China Daily 12/29/2010 page9)