No matter what platform you peruse articles upon, you’re bound to see titles promising a scathing article about the sorry state of "Millennials". They live at home, they can’t even afford to buy diamond rings. And horror upon horror, they don’t pick up the phone!
P.S. For the rest of the article, I’ll replace “Millennials” with “young workers”. I seek not to paint an entire generation with the same broad strokes. Our interests and training are far reaching and diverse, and the differences between the younger and the older manifest often as a function of the changing times, not lacking abilities.
I recently read an article discussing the recruiter’s dilemma of balancing the creativity a younger employee brings with the “diligence they often lack”, such as irresponsibility and absenteeism.
Let’s paint a hypothetical picture. A person in a senior position retires. The person second to them is a *gasp* Millennial. She has learned the trade and is ready to take on the role. The higher-ups want to internally promote her, but want to ease her in. Very thoughtful - I know I would appreciate that. However, saddling her with additional responsibilities without a change in title or salary communicates a different message to this young worker. She does not feel supported, believed in, or appreciated. She broaches the topic via email, for a few reasons:
How might the productivity of face-to-face conversations be hindered? Two examples for you. Skip if you're picking up what I'm putting down.
I see a number of posts from recruiters and job seekers alike discussing the challenge of receiving offers in writing. A personal friend faced this challenge in taking a position as a contractor, promised many benefits by the hiring manager that never saw the light of day (or pen to paper).
Gone are the days of memos (except in the government - it seems - Comey anyone?) that document difficult conversations. They may still exist in your workplace, but younger employees are not being trained in this practice - so, gone, I say, gone. When I discuss items with a supervisor, I take pointed notes, and send a follow-up email immediately after outlining what we discussed, and asking for response confirmation.
With this email outlining her perspective on the new responsibilities without compensation, she felt she was approaching the issue in the most straight forward, emotionless, and clean cut way she could. But, alas, this is not how it was perceived. The supervisor complained that it was informal and inappropriate. This supervisor, I believe, represents many of the authors of articles mentioned at the start of my article.
So, where do we go from here?
Let me know your thoughts.