Why Millennials leave companies?
Source:
www.lapatilla.com
An
elderly gentleman with a lot of money, very sure of himself, believes his
wealth and power granted the right to seek in youth the attributes that nature
has disappeared or gradually deteriorated on his wife, companion of all life.
He decides leve her and find a young
companion. For a while everything seems wonders and the gentleman thinks he has
rejuvenated. Clearly, money, generous checks and access to luxuries motivated
the young to accept the company of someone who could be her grandfather.
Before
long, begin the difficulties and
disagreements; Young is happy, dynamic and up scatterbrained, maintains a pace
of life that the lucky suitor can no longer hold; the rhythms of life are
clearly different. Without warning, she
starts to leave mentally and physically, each absence is longer tin time. Once
the old man finds her on the street, showing too much affection for someone who
did not seem to office, perhaps a bum, a kept man, someone without a future.
But he was young and old companion , showed that loyalty was not a recognizable
quality in her. A dirty old man (DOM) once
treated as a disposable object to his faithful wife, now he discovered that it
was also a disposable object for the scatterbrained young girl.
Source:
www.loquenosabias.net
How
does this story with business? Lot, especially in the field of human resources,
when focusing on the obsessive preference
by millennials and contempt from the CEO or Human resiources recruiters (HRR),
indifference or even irritation they feel when presented with a candidate who
has more years that they (usually 35 years).
Millennials
is conquering the world and making their mark in today's society as did
previous generations. Those who arrived at the beginning of adult life around
2000, are known as a hyper group and very familiar with the technology that
interact in social media or as the boomerang generation who has returned to
live with his parents. For some, the millennials represent protesters middle
class Squat movements, new generations of professionals highly indebted or
narcissists who made "selfie" the most famous word in recent years
(Nava, Karp, Nash, 2014: 1)
In
companies presently it preferred young professionals, among which are the
millennials, which are believed to have extraordinary abilities and
professional skills. For HRR and entrepreneurs or CEOs, millennials have the
power of the philosopher's stone that turns everything into gold; ie they can
"solve any business problem." The problem is that even though some
are bright, many of them not, but all adopt the pose of special people or prima
donna of opera. The truth is that they can achieve results if they work in
organizations working with older partners, who have the experience, willingness
to work regardless of the age of their peers. Millennials may be tech-savvy but
do not know the subtleties of critical thinking, accumulated knowledge and even
wisdom of older workers, so although they are valuable supplements in the
organization, are not absolutely essential (nor are the most age workers).
When
millennials decide to resign from the company for various reasons, some are
shown in the graph, executives, especially the HRR, despair and lose control
without managing to see that the solution lies in people staying in the
institution.
A sign that
millennials are not indispensable absolutely as believe those that are blinded
by the apparent brightness is that when they are removed, organization
not plummets, because it continues to operate until another millennial
appears or problems resolved with staff will not leave. If they were the source
of knowledge, the absolute masters of the solutions, visionaries who see the
future clearly, innovators who only have winning ideas, fans of them (CEOs, HRR
that are decidedly hostile to the elderly) could have reason to despair when
some of them leaves the company. The supposed superiority in the use of
technology is spurious if they do not add value to the organization. It is a
waste to have a millennial access to 50 digital networks and many network
resources, but does not know statistical analysis to detect a trend in sales
and make appropriate recommendations. It is like putting a "plastic pretty
flower" in the CEO's office (unless he has a lot of money and bad taste).
Source.
Gananci.com
In
fact, the complaint and lamentation by the output of a millennial is justified
only rarely (but the HRR is wailing not know by stubbornness, foolishness and
sheer ignorance). The complaint would be justified only if the millennium had
had an outstanding performance in the company, if it had been do as the light
scattered the darkness and lit the way to guide all. If it was just brilliant
in their tasks without these transcend the organization, you can not say that
was a good idea hiring and assigning them excessive privileges.
So, we believe
that there is a parallel between green old of our history and the CEO or HRR
weeping over the departure of their "millennials ones." Both
overestimated their strength and potential. The DOM believed that with money or
power could conquer the curvaceous young forever; but he did not mind the
limits of nature or their limited ability to keep up with the young. The HRR or
CEO addicted to Millennials thought they could control, coerce and even
manipulate; but they find that their managerial powers or smell to recognize
and detect potential in atrophied or collaborated fully know the mindset of the
millennials.
The
following table shows the parallelism between dirty old man (DOM) and the CEO
or the HRR. I do not know if in this case it applied the phrase "All
resemblance is purely coincidental" ; in any case you judge.
Table
1. Analogy between milennials and young lovers
|
Situation
|
Millenials (HRH)
|
Young (Dirty old man)
|
|
Mental
state (mental fallacy)
|
The
RRH think being fashionable hiring young, apparently endowed with
extraordinary profesional skills; thinks that with them, the company will be
competitive
|
DOM
believes that if he has a young lover, and
rejuvenation is achieved
|
|
Decision
|
Ignores
"old" (over 35 years) collaborators, fallacy ad hominem (if an
"old" is outdated, others too)
|
Leave
aside his faithful wife, who was his engine life and success, who knows his
strengths and weaknesses
|
|
Assessment
of strengths
|
Believes
in management capacity, control capacity, domination and power to mistreat the millennials. The company is
attractive to all
|
Assumes
that has vigor, energy and time needed to live well with the young lover.
Money is useful for all
|
|
Signs (beauty)
|
Some
have titles and real powers, some not, but all are digital natives. Only
millennials really know what they can do but take advantage of the myth about
them
|
Beauty
can be artificial (plastic surgery, silicone or can even be a transsexual).
Only the girl knows, but uses his charm to gain the attention of the DOM
|
|
Performance
or behavior
|
Millennials
can be really competitive, or they can hide weaknesses after prima donna
attitudes
|
Can be
loyal, may have frigidity and even prefer people of the same sex, but for the
money deceives the DOM
|
|
Unexpected
effect
|
They
leave the company, can go to the competition or to a smaller company
|
Leaves
DOM, can be paired with vague or maintained without a penny or future (common
occurrence)
|
|
Control
of the situation
|
They
have no idea how to use the potential of millennials, can not handle them or
coercing them
|
Impotence,
underperforming and infirmities away him from the girl. The blue pills do not
work.
|
|
Cause
|
Thye
dont have genuine management capacity, do not speak the language of
millennials, do not know their values
|
HRR does
not know his limits, does not speak the language of the young, does not know
their values and preferences
|
Source:
Carlos Rivas, oct 2016
The
old, to maintain and retain young, besides money and luxuries must live the
frantic pace of it, must understand her
tastes and interests, must know her verbal and emotional language, but can not
always because nature is relentless and puts limits. With or without money, she
will leave. It may not be the "John Charrasqueado" an old Mexican
song. (2)
The CEO
or RRH, to keep the millennials must also adapt to them, treat them with
respect (they not support abuse and are intolerant of abusive or overbearing),
speak their language, adopt their values. Nor do so because they do not
understand their way of life and can not catch up with them, it will also be out
of date and out of focus on what they do or can do. They act as a DOM and
believes to be an Olympic athlete (3)
When
someone is neglected or underrated by a RRH fan of the millennials, think that
acts as a DOM, who has the money to
attempt the seduction of the young, but not what is natural to youth. The RRH
believes that for millennials have the power, the ability to create or destroy
jobs, assign or remove privileges and therefore will be accepted; but the millennials
are disloyal by nature and way of life, and he will put aside by his obsession
really valuable people.
Notes
(1)
Since the defection of millennials seems to be a
common phenomenon, an investigation should find a sufficient number of cases,
if the output of which produces a significant drop in organizations, the sales
decline or loss of value the bag. Or, if the arrival of a millennial
significantly raised the value and competitiveness of the organization.
(2) John
Charrasqueado is a Mexican song that recounts the adventures of a "peasant
don juan" so fickle and conqueror, to the point that all the ladies were
seduced by him.
(3) We say
"some" because there are contributors outside the group of
millennials who are 40, 50 60 years with a mental activity, creativity,
enthusiasm for work, an experience that makes them equal or superior to the
best millennials or most from them; also they have a forgotten quality,
loyalty. The only gap can be on knowledge and mastery of technology, because
while others are digital natives, they are only digital migrants.
Link to
listen Juan Charrasqueado
https://www.youtube.com/watch?v=iWaw7bKaVk4
References
Nava, Marcial; Karp, Nathaniel; Nash-Stacey Boyd (2014) La paradoja de la generación del milenio BBVA,
16-12-2016
https://www.bbvaresearch.com/wp-content/uploads/2014/12/141216_US_BW_BankMillennials_esp.pdf
