Motivating the new generation.

 Motivating the new generation. 

Motivating employees is not a new concept in business–but measuring and maintaining employee happiness is. As a result, the associated technology for enterprises to capture this data and be able to leverage it has only recently started to make progress.

The combination of enterprise resource planning and human capital management can help businesses gain the insights they need to understand this new generation in the workforce. Merging these two technologies allows business leaders to better serve their younger employees, as it allows organizations to access the data relating to worker satisfaction and engagement, which have traditionally been siloed in multiple systems. They are able to better understand what the younger generation expects and create a constant stream of interaction that provides the feedback they crave to genuinely address the needs and challenges of their employees (Baard et al., 2004).

The rise of the employee-experience platform

By combining all communications with integrated ERP/HCM technologies, projects can be managed in one central location, enabling leaders to respond and provide feedback in real time and take the right steps to improve communication. Centralizing communications in one location has additional benefits for millennials too, such as the ability to view and track goals and KPIs that break down the path for career progression and provides a place for colleagues to share skills and experiences online. This targets millennials’ desire for learning opportunities and is an effective way to build a company culture that supports career development (Lefter et al., 2012).

For companies struggling to innovate their workplace culture, the best place to start is by restructuring current internal communications and knowledge-sharing processes. An integrated ERP/HCM system can also be upleveled for corporate initiatives, such as educating employees on company values, launching employee social engagement and CSR programs, or surveying employees for feedback. Establishing this direct connection from the top down has a measurable impact on workplace happiness and productivity  (De Vaus, 2002).

In the current competition for skilled workers, an organization’s future success will depend on understanding every generation in the workforce and what motivates them. By creating an attractive place to work with the right resources for employees to reach their full potential, companies can get ahead of the learning curve. New technologies should not be seen as a necessary evil, but as an investment in the organization’s people. Gen Z is already entering the workforce at a rapid rate, so we’ll continue to need these insights for future generations to come (Aguinis et al., 2013).

Video clip - New ways to empower and motivate employees. 

                                               Source - Bython Media - 2018

For companies struggling to innovate their workplace culture, the best place to start is by restructuring current internal communications and knowledge-sharing processes. With the increasingly competitive ecosystem for skilled workers, this would be a good start as understanding every generation and the things and motivate them will be vital to the future success of a business (Barton and Ambrosini, 2013). 

Reference

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Barton, L. C., & Ambrosini, V. (2013). The moderating effect of organizational change cynicism on middle manager strategy commitment. International Journal of Human Resource Management,24(4), 721–746.

Bell, B. S., & Ford, J. K. (2007). Reactions to skill assessment: The forgotten factor in explaining motivation to learn. Human Resource Development Quarterly, 18(1), 33–62

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Colquitt, J. A., LePine, J. A., & Noe, R. A. (2000). Toward an integrative theory of training motivation: A meta-analytic path analysis of 20 years of research. Journal of Applied Psychology, 85(5), 678–707.

De Vaus, D. (2002). Surveys in social research. London; Taylor & Francis Books Ltd

Datta, G. N., & Eriksson, T. (2012). HRM practices and the within-firm gender wage gap. British Journal of Industrial Relations, 50(3), 554–580.

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