A number of companies are looking at retention and recruitment practices tailor-made for the young, while some are institutionalizing processes to involve them in ideation. Organizations like Siemens and Essar have dedicated HR staff for their high-performing and high-potential Gen Y employees, while others like HCL Technologies are institutionalizing practices to enable Gen Y come up with ideas and lead them as well. At Siemens, two HR personnel keep in constant touch with the top-notchers while at Essar Group, a 'Gen Essar key talent manager' is deputed for every high performing 'Gen Essar' employee.
The reason why organizations are making changes in their core HR DNA is simple. In ten years from now, more than half of any organization will comprise people who are today aged between 9 and 14 years. HR heads believe they are starkly different from even the Gen Y of today, in terms of their concepts about work and exposure to technology. In its own way, every organization is trying to figure out a way of engaging, developing and retaining Gen Y. Apparently, there seems to be a definitive move to ensure the young form an integral part of the company even if it means changing the group culture.
Source: The Economic Times