The connected generation is here. But unlike some other demographic groups, including Baby Boomers, Generation X and Generation Y, Generation C is not defined by its age, but by its behaviour; by its constant need to be connected to the world through technology. While no group will ever be completely homogenous, there is research to suggest the group may have other things in common, too, which are worth understanding for managing these technophiles.
Who are Generation C?
“We call them Generation C – connected, communicating, content-centric, computerized, community-oriented, always clicking … By 2020, they will make up 40 percent of the population in the U.S., Europe, and the BRIC countries, and 10 percent of the rest of the world…”
Generation C are the iGeneration – constantly in contact with the world through smartphones, tablets and computers. While the group contains people of all ages, it is unsurprising that it is heavily skewed towards those who have never known a world without online technology: 65% of Generation C is aged between 16 and 24. They are digital natives, as at home in the virtual world of Facebook, Twitter and chatrooms as they are in their own living room. Gen C are not so much early adopters of technology, as technology is integrated throughout their life, and they excitedly embrace each new innovation leap. Being able to get online is a significant quality of life issue for Gen C, with over half of those interviewed in one study saying that they feel “cut off” when they have no internet connection.
High techspectations
Unsurprisingly, Gen C are impatient with outdated technology. Old, redundant software and systems could cause Gen C to think poorly of a company, with some even likely to choose to move on for this reason. While they may not require constantly updated cutting edge technology, they will expect a decent, modern standard of IT to be able to do their jobs to the best of their ability. They will also want to be able to get online and while usage may need to be monitored, allowing them the freedom to take micro-breaks to check in with social media could be a huge motivational plus – 86% of Gen C use social networking sites to keep in touch with friends.
Given Generation C's high levels of tech ability, you might want to reconsider your induction processes for this group. Firstly, you’re less likely to need to spend a great deal of time on teaching Gen C how to use software. They’ll probably be familiar with commonly used programmes and are more likely than others to find their way around new ones which are at least a little intuitive. If you do have systems they will need to be trained on, there’s a good chance they’ll pick it up quicker than your average employee. Also, think about using technology as part of the induction. If possible, using an e-learning course for induction may well be more engaging and successful than a welcome pack stuffed full of paper documents.
If your organisation struggles to keep up with Gen C’s expectations around technology, one potential solution is to allow employees to bring their own devices to work. The BYOD option is gaining in popularity as it brings a number of benefits around engagement, motivation, productivity and even cost-savings. Allowing Gen C to use the device they are most comfortable with, such as a tablet or personal laptop, may be an ideal solution for both parties.
However, don’t rush into this option without discussing it fully with your IT department. Firstly, and most obviously, there may be security issues around employees having access to sensitive company data on their own devices – especially if they are not particularly secure. This could open the organisation to the risk of hackers or stolen devices being used to access company systems. Also, while there may be cost-savings on upgrading in-house equipment, there could be an added cost as your IT team have to make allowances for the various different platforms and operating systems.
Flexi-time
As the nature of work changes, knowledge workers in particular are coming to expect flexibility from their employers, with 73% of Gen C saying they value flexible working options. This not only applies to allowing them to work remotely some of the time – something which is more easily achieved if they are using their own devices anyway – but also in terms of their working hours. Generation C don’t want to punch a clock. Essentially, they want to be valued for the work they get done rather than the amount of time they spend doing it.
They also value the freedom to be creative, meaning they will want to investigate new and different ways of doing things and to generate fresh ideas. [8] If they feel trusted and valued, Gen C are generally more interested than others in the success of their company and will go out of their way to work towards this, even looking outside the confines of their job role. Take advantage of this by seeking their advice and suggestions, especially around technology and software which could improve the way your organisation works. They’ll probably be happy to be asked for their input and may well offer suggestions which will have great benefits for your working practices.
Collaboration generation
Generation C are instinctive problem-solvers who are used to having the full sum of human knowledge at their fingertips. Where many people would first ask a colleague for advice on a work issue, Gen C are more likely to ask Google. They’re highly collaborative, but in a global, borderless way. They would be as comfortable, if not more so, learning from a peer in another organisation, on another continent, as they would be asking the person sitting next to them for help.
Generation C have highly-evolved online networks. They’re likely to use a number of social media platforms for both personal and professional purposes, and may happily seek out advice from an industry guru via Twitter or LinkedIn. This means they have access to a huge amount of information, but beware of any confidentiality or security pitfalls. Make sure employees are aware of what information they can and cannot share outside the business and be particularly careful to flag up sensitive information where it may not be obvious.
To harness this innate desire to collaborate within your organisation, you can set up digital tools which employees can use to share knowledge and advice, and work together. Programmes like Yammer, Google Drive and Trello are good examples of free online tools which allow people to easily collaborate, whether they are physically in the same location or not.
Summary
While Generation C may have unusually high expectations around technology and work-life balance, if kept happy they can be invaluable employees. They are often self-motivated problem-solvers who will instinctively innovate in a desire to achieve success. To fully harness their strengths and motivate them, provide the best IT you can and consider allowing them to work flexibly using their own devices. Show trust and respect alongside clear performance expectations and allow them the freedom to work, as much as possible, around a schedule that works for them. If you can make this kind of arrangement work for both individuals and the company, you could unleash the full potential of your Generation C employees.
Reference: Roman Friedrich, Michael Peterson and Alek Koster, ‘The Rise of Generation C’, strategy+business, Issue 62 (Spring 2011).
infoMENTUM, Generating Success with Generation C (infoMENTUM, March 2014).
Comments