By Nilesh Bhagat

I came across a must-read article on the need to adjust the ways organizations approach the new generation of people flooding the workforce. We go by many names: Generation Y; the ‘Me’ Generation; and the Net Generation. Whatever you call us, one thing is clear: we’re a whole new ballgame.

As the article posits, ‘the changing demographic profile within all organizations makes it critical to understand that this generation does not respond to the same triggers as those preceding it’. I could not agree more. There is plenty of material that gives opinion on how to handle us ‘kids’ in the workplace, but most of these are from the perspective of the intergenerational leader.

I thought I would take a shot at giving a Net Gener’s take on how to handle a Net Gener.

First a little background.

I was recently handed what turned out to become my favorite book: Don Tapscott’s Grown Up Digital. In it he listed – with stunning accuracy based on applied research – the norms of the Net Generation:

• Freedom
• Customization
• Scrutiny
• Integrity
• Entertainment/Fun
• Speed
• Innovation

These may not be universal truths (we know by now that there are very few of those), but I can tell you as a Net Gener myself, these norms resonate very strongly with me. It’s about as close to the ‘truth’ that I’ve found when we talk about what drives a Net Gener’s behavior.

In the article mentioned above, the author makes several key points including:

• The Net Generation doesn’t respond to the same incentives as those who preceded them. Because we value freedom, fun and collaboration, it follows that systems that are designed for control (like the traditional check in at 9, check out at 5 job); repetition; and are not well connected will simply not suffice with Net Geners.

• Today’s (traditional) organizational structures aren’t a good fit for the Net Generation. One of the reasons we’re referred to as the ‘Net’ Generation is because we are well connected. An emergent property of connectedness is speed – another value of the Net Gen. Hierarchal structures by nature are slow conduits of information: Duncan Watts, of Six Degrees, explains how information must travel up toward authoritative decision-makers, then back down to the bottom before it is acted up on; much too slow for a generation used to IM, Facebook, Twitter and texting.

• Similarly, command-and-control management is ineffective with this generation. Valuing freedom, customization and innovation means Net Geners don’t like to be told what to do. We’re happy to have a discussion and learn how we can create value with you because we come from a background of social networks which value collaborative merit over isolated authority.

• Organizational leaders must shift from being chief executives to chief enablers. Key to this shift is building relationships which foster trust and create mutual benefits. LMX theory suggests that leaders with positive relationships with followers are framed positively; therefore, their behaviors – including suggestions based on performance – are construed as mutually beneficial and more likely to be accepted. Understanding the new shifts in thinking and behaving illustrated by the emerging Gen Y demographic is a step toward building these types of positive relationships. The result is enabling performance and development, rather than ‘managing’ it.

Challenging the status quo has been a staple in the way business has been done since its dawn. Embracing these Net Gen values and norms and integrating them into the modern organization is just another challenge – one that will help to connect all levels. As a disciple from any generation, how will you step up to the challenge?

Nilesh Bhagat, CHRP, is the membership and CHRP administrator at BC HRMA. After several grueling years in school, Nilesh graduated in October 2010 from Simon Fraser University with a Bachelor’s degree in Business Administration, First Class Honors. He majored in Human Resources Management and tacked on an extended minor in Psychology. He’s a self-confessed nerd (the first step is admitting), likes to read, loves hockey and is struggling with the complexities of learning the game of golf.