Enterprise leaders in all places know they’ve to rent youthful staff. However what about all their supposed quirks?

As a 25-year-old, let me break down some stereotypes that you just hear about Millennials and Gen Zers — principally, staff born after 1981 now of their 20s or 30s.

Stereotype #1 — Youthful staff do not wish to work laborious.

You bought me there. (Wait, kidding.)

Millennials and Gen Z staff merely want the suitable motivators to work laborious.

I have been with the identical firm for 4 years now (Colonial Chemical, Inc., in South Pittsburg, Tennessee), and I knew from the start I wished to work as much as a much bigger place with higher accountability and higher rewards.

I grew up seeing the results of the Nice Recession on my household, and I knew I wished to make myself as financially safe as doable. The reward for me was extra money and extra autonomy in my position. In the present day, cash is a giant motivator for Millennials. They’re turning into sufficiently old to must take care of issues like medical payments and this loopy housing market.

Gen Zers, alternatively, have had extra stability (thus far) and are extra centered on perks than cash. These are the folks begging you for distant work alternatives and flex time. Workplace pizza events aren’t reducing it any longer for Gen Z. These folks have to search out which means of their work. The concept of punching a clock and doing the identical desk job for 40 years is unimaginable to them. They want goal, and easily making sufficient cash to take care of a family is not on their thoughts. They don’t seem to be going to be getting married and beginning households for a while.

Born in 1996, I fall in between these two generational teams and subsequently typically really feel impulses in each instructions. I am very financially pushed but in addition want success from my job. You will discover this in numerous in-betweeners. We’re very laborious to please.

Stereotype #2 — Millennials are job hoppers.

This circles again to the entire cash factor. Millennials have seen the analysis that exhibits how way more you can also make by altering jobs each two to a few years. Clearly it is a scary prospect for hiring managers centered on retaining expertise. There is a radical thought going round you would possibly wish to look into: It is known as paying extra money for prime expertise. It’s good to consider who your prime performers are and do what you’ll be able to to maintain them. If your organization is strapped for money, then not less than attempt different perks reminiscent of flex-time, extra inexpensive medical insurance, or larger 401k matches. These are all advantages which might be on Millennials’ minds.

Stereotype #3 — The “in-my-feelings” technology is simply too delicate. (Taking a look at you Gen Z.)

Older managers would possibly look down upon this group of delicate younger ‘uns as too delicate for the office. You surprise if what you say goes to offend them and land you in sizzling water. You assume they’re too open-minded, maybe. They’ve pronouns, and also you’re confused. They freely discuss what their therapist advised them.

Think about this, sensitivity could be a great point for a office. You would be gaining a brand new stage of thoughtfulness and empathy that older workers might lack; or, extra probably, are simply conserving bottled up. I imply, would not it’s good to work with individuals who really work their issues out in remedy and never within the break room on a Monday morning?

It is going to take a sure stage of consciousness by older managers to successfully deal with 20-somethings. They do not deal properly with confrontation and would somewhat work by issues by way of e-mail or messaging than face-to-face. You will must adapt to those communication kinds to get essentially the most out of your youngest workers.

It actually simply takes emotional intelligence, arming your self with the suitable knowledge, and a willingness to be versatile to handle youthful staff. Whatever the stereotypes you may have come to imagine about them, understand they would be the way forward for your organization.

Put money into them now and nurture them because the people they’re, not as members of typically over-generalized generations.

Carmen O’Hagan is a regional gross sales supervisor for Colonial Chemical, Inc., in South Pittsburg, Tennessee. She is a graduate of the College of the Tennessee-Chattanooga, and president of the Marion County Chamber of Commerce.