The burning issue today is how to deal with the generation E - those born  in the 90s. This was the topic covered by Dr T.V Rao, Founder President of the National HRD Network.

He emphasized on the change in the paradigm whereby complaining or criticizing the generation E was replaced by actually coping with the changing times and harnessing their potential thus addressing the generation in the right way .It is all about the adjustment in the behavior pattern that reflects from the age old practices to the chaotic behavior trends with changing value system; the attempt  towards creating an insight that can guide the older managers get the best out of their subordinates and still maintain the quotient of colleagues .

The Salient features of the Gen E

l  Internet has changed the way information sequence takes place. The younger folks know a lot more things and can carry themselves quite gracefully in a tech driven environment

William Rothwell gives an example: A father finds his son on the computer for a long time and he asks "What are you doing son"? While the son replies "Dad !! I am on the search engine looking for the cultural impact in country of TONGA" as homework

The basic question is how many of the Gen X - those born between 1975 -1990 can tell their children the cultural impact of a country like TONGA which is virtually like a pin in the haystack.

l  They are multi task oriented guys and can effectively do parallel processing.

l  Retaining interest levels for short periods

l  Have wide bandwidth of information but very shallow in depth

l  Very self centered

l  Always have long wish list

l  Conflicting value system and ethics

l  Lack of focus

l  Give in to peer pressure easily

l  Scant respect to hierarchy systems

l  Very ambitious

l  Low commitment levels

The tendency is more anti - commitment and they expect high flexibility on commitments. For Gen X and baby boomers such an act of failing to keep commitments is an act of low character which otherwise is seen by Gen E as a normal way o life. Dr T.V Rao here gave a very simple example of the latest bollywood flick "APNE". He described a scene where a very enhusiastic candidate suddenly states a reason for his poor performance due to his fathers illness and takes leave for three days to be on the side of his father. When he comes back he tells his now ex-coach that he lied and actually went for an interview to visit an Australian coach and joins him. He has come to inform that he is quitting. This is likely be a common scene in most of the industry . 

l  Create their own paths to results

l  Highly insecure in relationships

l  Wide entrepreneurial tendencies and skill sets

l  High self esteem

l  Low retention power

l  Scant regard for formal education

Gen E finds short certification courses or a crash learning workshop more attractive than investing in regular conventional education system. Thus the interest in formal education is taking a severe beating among the GEN -X and E as well.

What are the drastic indicators of change in HR PRACTICES?

The widely accepted Maslow's theory of hierarchy or motivation is no longer applicable to generation E as The two higher levels of self actualization and esteem needs are knocked off since the generation is loaded with it even before they scout for a job. The first two factors of physiological and safety needs are already gratified. So therefore what remains is the belongingness and love  in terms of affiliation which HR has to seriously address.

They strongly believe that their source of power is networking  and dwell more on self achievement and are hyper sensitive.

Some of the points for HR managers collated from the group discussion

Can you look past the body piercing? If your employee comes into contact with customers you should probably have him take it off. But if he doesn't, consider giving him room for self-expression. It just might provide extra motivation to put his creativity to work for you.

Can you focus on the ends (vs. the means)? Gen E-ers have an understanding of computers and the Internet that most others wont have. Take advantage of that! Instead of telling him how to do the task, tell him what you want and let him deliver the results. He's apt to show you a shortcut.

What does he value? Probably not job security. Most Gen E-ers have grown up believing there won't be any job security for them (or retirement benefits, either, thank you) because the boomers and Gen X  will have beat them to it. So they've come to value learning instead. Your best bet for keeping your twenty-something happy? Giving him lots of chances to learn.

Is he starved for information? This wired generation only seems comfortable in a state of perpetual information overload. Corporations are usually pretty circumspect with information, so it's up to you to get him what he'll need.

What can you learn from him? Think you're too old to learn from someone younger? Think again. These folks have grown up in a different world, with different skills and different values. Think of it as a cross-cultural experience that you'll both profit from.

To quote Dr P.P Gupta -  CMC chairman interpreting HR policy for the future

"Preach even if you don't practice as someday you will begin to believe It yourself,do not leave it to yourself with any boundaries "

The challenges that the HR will face in the coming years is

l  To completely redefine the policies and restructure it to make it more adaptable to the gen E in order to bring them into the mainstream, aligning them and still retain the business interest of the organization.

l  The HR policy will have to be heterogeneously structured as per the age groups and across departments for the better functioning of the work force .It has to be extremely flexible and group driven taking the factors of flexi time and work culture.

l  They will have to be constantly oriented with the organization values and ethics to blend them into the system

l  The managers have to be given rigorous training in handling the complexities of Gen E.

Dr. T V Rao was speaking at the NHRD monthly evening lecture programme. 

Kishor Jagirdar is a practicing Strategic Consultant. Founder of Infopace Management Pvt Ltd . Feedback at This e-mail address is being protected from spam bots, you need JavaScript enabled to view it \n This e-mail address is being protected from spam bots, you need JavaScript enabled to view it "

Issue BG81 Dec07

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