Myths About Young Employees

In order to manage younger employees more effectively, it is very important for senior managers to understand them in terms of their general personalities and actions. Certain beliefs that turn out to be myths may have scattered all around different business circles regarding how younger employees should be managed and handled.

These myths would have been considered by most managers as true and therefore may have believed them as fact. Although there might be some hints of truth in them, they generally should not be considered as the whole truth.

One of the myths that managers may have believed to be true is that younger workers are more prone to job hop than stay with one company for a long time. For most managers, job loyalty for younger employees may be a thing of the past. Younger workers are seen to be less loyal than in the past.

Although statistics may show that more and more young workers are prone to job hop more frequently than in the past, it is not usually a general description of the younger workforce. What this statistic also has shown is that younger workers seem undecided early on what they want to do and follow as a career. This may be the reason why younger employees are prone to job hop after a couple of years or so.

If managers prefer to believe this myth, they would not do anything to try and establish programs that would make their young employees stay. But younger workers would decide on staying on just one company if only they find that they belong there. It is up to the savvy manager to establish this sense of belongingness among the younger staff members in order to make them become long-term and loyal employees for the company.

Another myth that most managers believe as fact is that younger workers become self-centered employees if nurtured with praise. Many managers believe that heaping praise or nurturing the self-esteem of younger workers in their company may not do any good since it may result in employees who only look after themselves. On the contrary, providing a means to nurture the self-esteem of younger workers may even help in making them better employees.

Young employees may feel inadequate sometimes with the job they are given which may affect their overall performance. Good managers may provide a boost in self-esteem as a way to make them perform better.

This can be done by providing better career development programs for younger employees to equip them with better skills that they can use to perform their jobs more efficiently. Add to that a system of rewarding and recognizing good performance and a good manager will no longer believes that nurturing a young employee’s self-esteem may be detrimental to the overall success of the company.

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