1. Avoid stereotypes
Every generation may share certain traits and habits. But it’s
best to dismiss the often-negative outlook of Millennials as
being entitled, lazy and unreliable. Each person is unique and
brings different skills and talents to the table. Organizations
must make a conscious effort to create a work environment that
fosters inclusivity and individuality and one that breaks down
stereotypes to ensure people grow and succeed based on their
individual contributions.
2. Create community and provide opportunities
for growth and development
Millennials’ thirst for development shouldn’t be restricted
to expensive classroom training. They are looking for more
experiential learning opportunities including stretch assign-ments
and projects. Mentoring is another great opportunity
to learn, particularly when you can create a mentoring loop
where the mentee is getting equal value from the connection
as the mentor. Creating a community among the generation
and giving them a place to build relationships, discuss their
challenges, their achievements and learn from other like-minded
peers and leaders is another useful intervention.
Meeting groups like the Millennial Crusade with Christine
Burych from Starlingbrook Leadership help to find com-mon
ground between generations and provide opportunities
for learning and growth. If senior leaders value it, others
will, too.
3. Lead by example
No matter how many years a business has been around or how
reluctant to change they might seem, successful companies
know that keeping pace with the current landscape will keep
them agile, relevant and allow them to withstand the test of time
– but it must start at the top.
Every member of the leadership team from the C-suite to man-agement
must be fully aligned and engaged with the organization’s
approach to Millennial growth. The job of HR professionals is to
help guide this mindset and facilitate conversations early on that
allow the leadership team to embody the company’s approach to
developing a culture that supports growth, doesn’t adhere to ste-reotypes
and is a safe place where people of all generations can
feel valued and heard (regardless of their role, background or age).
As custodians of organizational culture, the role of HR is to
shape it, nurture it and evolve it as the needs of the workforce shift
over time. In large companies, building a culture that is open to
change and to ongoing workplace evolution is the key to success.
Keeping the largest generational group happy and giving them
opportunities to grow and flourish is just good business sense.
Having top talent regardless of age or background should always
be important to the business. After all, a great organizational cul-ture
and employee experience is designed to attract, retain and
inspire the best people. n
Mark Edgar is SVP of human resources at RSA Canada.
workplace culture
AS CUSTODIANS OF ORGANIZATIONAL CULTURE, THE ROLE
OF HR IS TO SHAPE IT, NURTURE IT AND EVOLVE IT AS THE
NEEDS OF THE WORKFORCE SHIFT OVER TIME.
ammentorp / 123RF Stock Photo
32 ❚ JUNE 2018 ❚ HR PROFESSIONAL
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