Having been born in the year 1989, I belong to the demographic cohort called the millennial generation. The group comprises people who were born in the 1980s and who have been highly characterized by the digital era. Another great aspect of the category is that they are very sensitive to social phenomena facilitated by modern technology. Individuals in this group also prefer working and living within urban centers. However, it will be of great concern to understand what motivates this generation to work having in mind that all age groups have defining attitudes and values.
It is worth appreciating that motivating the working generation of the millennial requires more than liberal working policies. The workers derive motivation from such elements as modern technology, social circles, freedom and confidence, and mentorship. For example, people will seek employment opportunities that accord them trust and where they get creative freedom and flexibility (Thompson and Brodie 237). Under such suppleness and increased liberty, the group derives career satisfaction hence the stimulus. Secondly, with the increased independence, the workers require periodic assessment and feedback that works to encourage them. Again, the employees seek inspiration from relationships at work as against the structures (Thompson and Brodie 237). Such personal relations provide them with opportunities for mentorship that equally harnesses their productivity and service delivery. Moreover, the group highly identifies with technology, and their drive to work is be influenced by the adoption and use of tech in the place of work (Deal, et al. 1). Accordingly, when the workers are accorded the opportunities to serve under minimal supervision and with increased interactions, then they feel motivated. In essence, the modern interactive technologies in social media enable them to harness the common sphere by which they explore new ways of working.
Through time, separating the operations of people from different generations from working together has proved challenging. Consequently, the HR and management teams have had to embrace tactics that facilitate effective functioning through generational diversity. Particularly, Communication has been influenced by where people of different age groups work together (Strom and Paris 41). However, the management and HR staff could embrace various strategies in such circumstances. Firstly, when the leading teams understand that the older generations prefer phone calls and emails for communication and the younger groups are more used to social media and text messages, then embracing a mixed approach strategy would be effective. Accordingly, the mixed approach could utilize all the communication mechanisms and ensure that all the parties involved are reached (Strom and Paris 41). Secondly, the younger generations tend to utilize informal language and abbreviations that contribute to the breakdown of communication. However, to maintain a structured and harmonious environment, the leadership teams must impose formal communication as the more desirable way of interaction (Williams, Kemper, and Hummert 12). Nevertheless, the formal communication strategies would be limited to the particular groups of the older generations, while the most informal strategies are applied to younger cohorts. Finally, mass communication could be positively utilized to reach out to all generational diversity more accurately and effectively (Williams, Kemper, and Hummert 12). However, the strategy would require being more objective and direct to the message.
The discussion indicates that I belong to the millennial generation since I was born in 1989. Among other factors that motivate the generation to work are the incorporation of technology, increased freedom, reduced structural relations, and improved social relations in the place of work. On the other hand, to realize effective communication in an environment of many generations, the HR and management teams would need to embrace a mixed strategy. In essence, the diverse approach should utilize such modes that are desirable for young people and utilized by the elderly.
Thompson, Charles, and Jane Brodie Gregory. “Managing Millennials: A Framework for Improving Attraction, Motivation, and Retention.” The Psychologist-Manager Journal, vol. 15, no. 4, 2012, pp. 237-246.
Strom, Robert D., and Paris S. Strom. “Assessment of Intergenerational Communication and Relationships.” Educational Gerontology, vol. 41, no. 1, 2015, pp. 41-52.
Williams, Kristine, Susan Kemper, and Mary Lee Hummert. “Enhancing Communication with Older Adults: Overcoming Elderspeak.” Journal of psychosocial nursing and mental health services, vol. 43, no. 5, 2016, pp. 12-16.
Deal, Jennifer J., et al. “Motivation At Work: Which Matters More, Generation Or Managerial Level?.” Consulting Psychology Journal: Practice and Research, Vol. 65, no.1, 2013, pp. 1.