With Jonathan Piarrat, cognitive psychologist and development manager at Aramis Auto, we were able to discuss about the commitment of millenials in companies during a webinar on September 27th that you can find just on the left. ⬅️
But who are they? And how to motivate them?
They are people born between 1980 and 2000, they will represent 50% of the active population in France in 2 years! "Digi natives", they are hyper connected and perfectly master social networks and professional networks such as Glassdoor or Viadeo.
This generation has very specific preferences. They are focused on their own success with a strong need for independence and a pronounced taste for risk.
The engagement model ✍🏼
Jonathan Piarrat, through his experience at AramisAuto, has established a model of employee commitment by integrating the following factors: involvement, support, satisfaction and pride.
This model is based on two dimensions: the workstation and the organization. 📝
1️ People who combine the four factors but only on one dimension such as the workstation will be considered "mercenaries". They excel at the tasks they have to perform but will be ready to leave the company overnight. Thus, the job will take precedence over the company. 👋🏼
➡️Which may mean that the manager does not communicate efficiently about the link between the workstation and the company strategy.
2️ Conversely, people who combine these four factors, but only on the size of the organization, will be committed employees who regularly take part in the events offered by the company. However, they will lack "technical drive". They will not be high-performing and committed at the workstation and will tend to leave it of their own free will.
➡️Dans In this case, the company knows how to communicate perfectly on the strategy and missions of the company but there is a managerial deficiency with a lack of binder on the post.
In summary 📜
😳Millenials, if they have specific behaviors, do not integrate differently in the company. Regardless of the generation, it is necessary today to work collectively, to give meaning, and to be able to speak in a personalized way to each employee.
😉Il makes it very clear that onboarding is a vector of commitment, whatever the generation. However, many companies have not yet formalized their onboarding process. The management of an integration process is risky because it requires the involvement of several people, conditions the skills development of a new employee, and represents a significant cost in the event of a hasty departure.
💥Il should therefore not confuse, says Jonathan Piarrat, the abilities, skills, and appetites of your employees with one generation in particular.