Magazine article Journal of Property Management

A New Way of Working

Magazine article Journal of Property Management

A New Way of Working

Article excerpt

The most important corporate resource over the next 20 years will be talent: smart, sophisticated businesspeople who are technologically literate, globally astute and operationally agile.

Gen X workers of today and their Gen Y counterparts have rejected the culture of their parents' generation of loyal organization employees. Today's top candidates are looking for companies that are well managed, have terrific values, and have a great culture. They want a job where they have responsibility for a number of functions and where they can make decisions on their own, without having to go through a bureaucracy.

Even more importantly, priorities of today's worker are changing drastically. Many employees are trading in the rewards of traditional success in favor of a slower pace and quality of life. For example, many are opting for a slower career track in exchange for more family time.

This new way of working will require organizations to work harder at accommodating the needs of today's workers. They must adopt a new management approach in which employees are given the freedom to innovate and the respect of being measured against their achievements, not against the company's norms.

Organizations must be cognizant of this new work ethic and must implement fundamental changes to attract and retain those employees they need most. Employers who do not deliver on job opportunities, career growth and exciting projects will find that today's workers will make a decision to move on-and quickly.

To manage today's new worker effectively, real estate organizations may wish to consider the following suggestions:

Offer flex time options which recognize employees' need to pursue lifestyle choices

Improve communication within the organization regarding major decisions Become more sensitive to employees' need to know, including their desire for information

Train and encourage supervisors to communicate

Be willing to adjust jobs to people

Focus on ways to keep employees challenged and interested in their work

Host yearly company "rallies" or retreats to encourage company spirit

Consider innovations in compensation and incentive programs

While company loyalty as we once knew it is dead and gone, the fact is that the way in which organizations behave and the culture they create can buy loyalty. …

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