Yvonne Sell and Georg Vielmetter recently wrote Leadership 2030, a new book outlining how 6 powerful trends are impacting life as we know it. They identified these 6 megatrends as Globalization 2.0, Environmental Crisis, Demographic Change, Digitization, Individualization and Technology Convergence.
In this series of blog posts, Monick Evans of the Hay Group will cover each of these trends in turn and share her thoughts on how they impact engagement, and what they might mean for us as professionals as well as for us as employees.
“I want, I need, I get”
A new megatrend called Individualization is coming: here’s what it means for you, your job, and for the way you manage others.
Usually it’s my 6-year old daughter saying “I want, I want, I want” when she sees the latest ad on TV for a new doll or toy. When you’re her age, it seems fine to just ask for what you want. But as we grow up, many of us stop asking.
But that’s about to change. Soon it’ll be okay for you to ask for exactly what you want in your job, whatever your age, background or role. Why? Because there’s a big new megatrend that’s here called Individualization.It’s one of 6 global trends that two of my colleagues have just written about in their new book, Leadership 2030.
Individualization is about how we want to be treated at work as unique and valued. It means we want managers to care about us as people, to really know us, know what our strengths and development areas are (and to use those skills), and to do whatever it takes to help us achieve our full potential as well as help us fit our work around our life. We don’t just want to be “one of the team” anymore; we want to feel special and be treated like we are.
But there’s a small problem. If you work in a role in HR, OD or employee engagement, you spend most of your time thinking about how to help other people in your business – how to make employees feel more motivated or more productive, or how to develop your leaders. We spend hardly any time thinking about ourselves or our own needs and development. We seem to forget that we’re employees too and sometimes we need a bit of motivation and attention.
So this got me thinking, what would happen if we started acting a bit more like a 6 year old (well, sometimes, maybe not all the time if we want to keep our jobs) and start asking more often for what we want to make us feel more motivated in our jobs?
So what do you really need in your job? Research on this new megatrend shows that people’s expectations are changing about work, and that if companies want to keep their talent, they’ll need to adapt fast because:
- Fulfilment, meaning, self-development and recognition will all become much more important than salary
- People will demand that their employers take note of their individual needs, their likes and dislikes
- Managers will need to manage people as individuals; they’ll need to develop more empathy and flexibility to get the best out of each member of the team
- The idea of work-life balance will be outdated; it’ll be about total lifestyle and how best to juggle different priorities (from doing a great job at work to finding time for that favourite hobby)
- Career development will be a two-way street where managers will encourage us to research options and suggest new career paths, while they help us navigate existing career structures
Stop and have a think about your own job for a moment. Are these needs already met or do you think you need to ask for some changes?
So how can we start to get more of what we want in our jobs so we feel motivated to put more effort and energy into our work? (With 2 young children and a full-time job, I’m always looking for more energy as I’m sure most of us are!).
The key relationship will be with our manager. How can we change how our managers support us? Try answering a few questions to see how well you think your manager is doing on the Individualization trend:
|Yes / No|
|Are your objectives really tailored to your skills and experience?|
|Do you have a development plan that’s unique to you?|
|Do you know what you need to do to get promoted?|
|Are you encouraged to manage your own career?|
|Does your manager really understand your unique skills and development areas? And does s/he make the most of them?|
|Does your manager spend time coaching you?|
|Can you work flexibly to fulfil your own unique work and personal commitments?|
How did you get on? If you answered “Yes” to some of these (like I did), then you’re on the right path (you may even want to buy your manager a drink).
But if you answered “No” to any of these questions (which I also did), don’t be afraid to sit down with your manager, act like a 6 year old and say “I want, I want, I want” a few times to explain what you need to be more engaged in your job. You never know what you might get.
See you next time, I’m off to have a chat with my manager…..
How well do you think people in your organization are adapting to the individualization trend? I’d love to hear your thoughts!
About the Author: Monick Evans is an Associate Director at global management consultancy Hay Group. With 20 years experience in organizational research, HR and change consulting, Monick has worked with some of the world’s best known multinational companies to deliver leading edge employee engagement programmes. Monick works closely with key stakeholders, including CEOs, Executive Teams, HR, OD and Communications professionals to help align their employee survey programmes with business strategy. The topics she is discussing in this series of blog posts can also be found in the Hay Group report The new rules of engagement.