The following points summarises the most important results of the online survey to describe Generation Y respondents within PageGroup Northern Europe.
• 92% of the respondents are Generation Y consultants that prefer working individualistically, as well as in a team within PageGroup.
• The majority follows the instructions/orders of their managers because of their relationship and personal credibility.
• Almost half is motivated by the need of achievement, which means that they are driven if their job allows them to attain realistic but challenging goals, as well as build experience. This also means that their job should not depend on random success to guarantee their success.
• While everyone thinks that work-life balance is important, …show more content…
However, a higher pay does not always lift the level of engagement if other factors, such as quality of work or the management, are poor. Financial rewards in the broader sense play a more significant role. Employees need to find their work to be “rewarding”. The feeling that comes along when being financially rewarded after some hard work is what partially makes individuals tick and increases job satisfaction (Torrington, 2014, p.163).
4.2.2 Managing expectations
It is essential for potential employees to have a preview of a job that they consider to take up, so as to be informed. A major cause of job dissatisfaction, which causes low levels of employee engagement and a high staff turnover, is due to employees having high hopes at the beginning of their employment and at a later stage realizing that their job will not be as pleasant or inspiring as expected. For this reason, it is vital for the HR and direct Managers to not mislead candidates about the nature of the job and the types of tasks that they are expected to perform. Moreover, induction processes play an important role vis-à-vis the establishment of expectations at the beginning of the employment relationship. Employees should have the opportunity to getting to know what they will be doing, how their role fits into the organization, and where everything in the organization …show more content…
4.2.3 Family-friendly HR practices
Family-friendly rights are not only by law in many European countries obliged but they have also proven that it reduces staff turnover to a certain extent (Torrington, 2014, p.166). Some examples of these rights include the following: increase in paid maternity leave, the right for mothers to return to work on a part-time basis, crèche provision, child-care vouchers, career breaks, and flextime schemes for people with families.
4.2.4 Training & Development
The author explains that the combination of training & development opportunities and any other of the four remaining retention interventions will most likely positively influence employee engagement and lower staff turnover. He also adds that training and development opportunities tend to have a positive influence on the commitment of employees towards their employers. Hence, employees will be less likely to leave voluntarily than they would if no training and development opportunities were offered. However, it happens that employees still decide to leave a company and develop their career somewhere else, which means that the previous company wasted its money. For this reason, companies should not only consider offering training programmes of high quality but should
• 92% of the respondents are Generation Y consultants that prefer working individualistically, as well as in a team within PageGroup.
• The majority follows the instructions/orders of their managers because of their relationship and personal credibility.
• Almost half is motivated by the need of achievement, which means that they are driven if their job allows them to attain realistic but challenging goals, as well as build experience. This also means that their job should not depend on random success to guarantee their success.
• While everyone thinks that work-life balance is important, …show more content…
However, a higher pay does not always lift the level of engagement if other factors, such as quality of work or the management, are poor. Financial rewards in the broader sense play a more significant role. Employees need to find their work to be “rewarding”. The feeling that comes along when being financially rewarded after some hard work is what partially makes individuals tick and increases job satisfaction (Torrington, 2014, p.163).
4.2.2 Managing expectations
It is essential for potential employees to have a preview of a job that they consider to take up, so as to be informed. A major cause of job dissatisfaction, which causes low levels of employee engagement and a high staff turnover, is due to employees having high hopes at the beginning of their employment and at a later stage realizing that their job will not be as pleasant or inspiring as expected. For this reason, it is vital for the HR and direct Managers to not mislead candidates about the nature of the job and the types of tasks that they are expected to perform. Moreover, induction processes play an important role vis-à-vis the establishment of expectations at the beginning of the employment relationship. Employees should have the opportunity to getting to know what they will be doing, how their role fits into the organization, and where everything in the organization …show more content…
4.2.3 Family-friendly HR practices
Family-friendly rights are not only by law in many European countries obliged but they have also proven that it reduces staff turnover to a certain extent (Torrington, 2014, p.166). Some examples of these rights include the following: increase in paid maternity leave, the right for mothers to return to work on a part-time basis, crèche provision, child-care vouchers, career breaks, and flextime schemes for people with families.
4.2.4 Training & Development
The author explains that the combination of training & development opportunities and any other of the four remaining retention interventions will most likely positively influence employee engagement and lower staff turnover. He also adds that training and development opportunities tend to have a positive influence on the commitment of employees towards their employers. Hence, employees will be less likely to leave voluntarily than they would if no training and development opportunities were offered. However, it happens that employees still decide to leave a company and develop their career somewhere else, which means that the previous company wasted its money. For this reason, companies should not only consider offering training programmes of high quality but should