Some major companies see huge value in a generation of technologically savvy employees. Former CEO of General Electric Jack Welch once made that company's top 1000 managers become temporary proteges of the youngest GE employees.
And according to Booz Allen Hamilton, "Microsoft now sees the role of its managers as 'clearing obstacles from the paths' chosen by its young programmers who carry the firm's future products in their heads".
CMS specialist Bryan Ruby recommends this form of top-down management. His workplace recently revamped its operating processes, he writes on his blog, CMS Report. "The restructuring," he says, "did not originate from either management or senior staff, but from the youngest office employees [bottom-up management]."
The restructuring incorporated technological innovations Gen Y employees are comfortable with. "Technology was introduced to display images from individual workstations to larger screens so that other staff members are able to observe and provide input," Ruby says, "and instant messaging internal to the agency was introduced, which allowed for peers from surrounding field offices hundreds of miles away to join in the collaboration and decision-making process."
Ideally, then, managers looking to best utilize Gen Y employees should not be threatened by their ambition and technological savvy. Instead, managers should incorporate Gen Y's unique talents into the operation of their organization, even if it means temporarily turning their corporation's entire organizational structure on its head.
Bottom-down management like this is guaranteed to help with retention of Gen Y staff, for what better way is there to feel like you are making a change within your organization?
- D BUSHELL-EMBLING
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