“Generation Next” – Give Passion A Chance to Grow

For those of you that are weekly readers of this blog you know that we have previously written about Generation Y (aka Generation Next, the Millennials, etc.)  I personally have an interest in this generation since all three of my sons are part of that group.

I read a blog post today from the HBR Blog Network entitled “Solving Gen Y’s Passion Problem”  written by a Generation Y member, Cal Newton.  He notes several sources that have called this generation “Generation Me”, “The Worst Generation” and “Generation Why Bother”.   They are often characterized as “pampered”, “high maintenance” and “perhaps . . . too happy at home checking Facebook”.   The premise of his post is that this criticism may be valid but it is because this generation has been “misinformed”.  They feel “entitled” because we have repeated told them to “follow their passion”.  What we have NOT explained is that passion is NOT necessarily automatic – it may need time to grow.  I agree.

First I want to address the criticism of this generation.  They are NOT all pampered, high maintenance, spoiled, etc.  Perhaps those that are sitting at home checking Facebook are doing so because only about 50% of them could find jobs after graduation.  Maybe many of them are living with their parents because we have allowed them to be crushed under record levels of student debt.  If “following their passion” means they are trying to fix the environment that we have been destroying for decades I am all for it.  Let’s face it we have done a disservice to this generation and we will ALL be paying for it or many years to come.

So how do we fix it?  Let’s start by changing the conversation.  In his post, Cal’s talks about giving passion a chance to grow.  Think about this.  How many of us are currently working in the profession we thought we would be in when entered or graduated from school?  This is a question I ask the participants of every training class I deliver (I have trained hundreds) and 9 out of 10 times the answer is NO.  Careers have a funny way of taking you in directions you never imagined.  For example, Steve Jobs was very interested in philosophy and Eastern mysticism and look where he ended up.  For myself, my passion out of high school was Fashion.  I entered college as a Fashion Merchandising major, ended up with a major in
accounting as well, became a CPA and now am a consultant.   I didn’t plan to be a consultant, it just happened.  I had never even heard of Supply Chain Management – who knew?  But it is my passion today and I love what I do.  By the way, I still have a passion for fashion but I fulfill that passion outside my career.

The conversation I have with my sons is “follow your passion” as long as you can earn a living at it.  In addition, every experience you have in life can help you uncover a hidden passion.  My oldest son, for example, was a sports management major.  After graduation he looked tirelessly for a job in that field.  After a few months, he needed a job so he took one selling copiers and he hated it. BUT, it gave him business experience, strong sales training, a steady paycheck, the ability to live on his own and a realization that sales (not copiers) was his passion.  He used that experience to land a job in media sales and he is doing great!   He is not where he “planned” to be but he discovered a passion he never knew he had.

I happen to think Generation Y is great.  In my experience they are bright, hard- working, tech savvy, demanding and perhaps our greatest hope for a better future.  Generation Y ignore the bad press.  We baby boomers were subjected to criticism we needed to overcome as well.   Follow your passion OR let passion find you.

Did you like this? Share it:

Fighting the War for Talent – Focus on Career Management!

We’ve been hearing about the “War for Talent” in the Sourcing / Supply Chain space for quite some time and it does not seem to be improving. In our previous posts, we explored how the lack of a holistic approach to Competency Based Talent Management (“CBTM”) is the root cause of the problem. In addition, we have advocated that to be sustainable, CBTM must cover ALL five phases of an employee’s journey through a company — recruiting, performance evaluation, training / development, career management and succession planning.

Let’s focus here on one element – Career management. According to Wikipedia, Career Management is the combination of structured planning and the active management choice of one’s own professional career. While career management should ideally be the responsibility of the individual, it MUST be driven by the organization. To start, employees need to know which skills / competencies are required to be successful today and how those skills /competencies need to grow and develop in order to progress within the company. These can only be defined by the organization and are the foundation for CBTM. A well-defined competency model, which is critical here, can also be used and integrated into the other four phases of CBTM. In addition, individuals need to see the career options (career path) and the expectations associated with moving through the path. How many Sourcing / Supply Chain organizations have actually taken the time to not only define the competencies but also lay out a career path for their employees? Not many. By the way, the first people to leave because of the absence of career management are the people you most want to hold on to — your high potentials. They are off listening to other companies who seem to be able to articulate a career path – can’t all companies do this during the recruiting phase even if it is all smoke and mirrors?

Without a Career Management process in place, you will:

  • lose your best people
  • constantly be recruiting (this is an expensive proposition)
  • never realize the full ROI of your asset (your people) base
  • lose the opportunity to infiltrate (love that word) the rest of the organization with Sourcing / Supply Chain thinking
  • never get beyond tactical contribution (real value comes thru competency growth)

The consequences of ignoring Career Management as part of your talent management program (if you have one) can be devastating to an organization. While the official definition of Career Management places the responsibility with the individual, the organization needs to put the infrastructure (process tools, metrics, mentors, etc.) in place AND drive the adoption and execution of the process. If we look at Career Management as benefiting both the employee and the organization then we MUST ensure that it is happening — tools are of no use unless they are being utilized.

What do you need to do to fix the career management void? Here are a few Next Practice tips:

  • Develop a competency model which allows employees to see their path for success
  • Tie career progression to competency growth
  • Ensure that competency growth is NOT about “what you know” but more about “what you DO with what you know”
  • Link career paths across functions by competency
  • Ensure career management is integrated into ALL phases of CBTM
  • Create a “success culture”, providing organizational mobility and access to new opportunities
  • Provide employees with “stretch” assignments to further competency growth
  • Ensure your organization is the “place to be” to ensure professional growth
  • Provide ongoing feedback and coaching so that employees can grow and take advantage of new opportunities

If you are interested in getting involved or would like to follow this topic further, here are a series of critical activities coming up:

  • Release of the results of the Executive Forum we just facilitated at the IACCM Global Forum for Contracting & Commercial Excellence on Talent Management.
  • A major research project to not identify the problem one more time but to identify Next Practices to solve the problems.
  • A webinar with IACCM on CBTM.
  • A White Paper to focus on Next Practices in CBTM.

Regards,

Crystal

Reposted on Sourcing Innovation.

Did you like this? Share it: