10 Things Employees Want Most

Don't want your employees to go the way of JetBlue's Steven Slater?

Here are 10 things that could keep them happy.
BY ISSIE LAPOWSKY

@issielapowsky

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Give your employees the freedom to work in a way that works for them.

Its no coincidence that Steven Slater, the now-famous JetBlue employee, has
been elevated to the status of a working person's hero. He did what so many frustrated
employees would love to do, if only they had the courage, the beers, and the inflatable
slide to help them escape a less-than-pleasant office environment.
It should come as no surprise, though, that the most successful businesses are the ones
that work the hardest to please their employees, and it's up to managers to make sure
they're giving their staffs what they want to the best of their abilities.
After reading the book Why Work Sucks and How to Fix it by Cali Ressler, Jeff
Gunther, CEO of the Charlottesville, VA-based software company Meddius, decided he
would change the way his staff works by instituting a results-only working environment,
often referred to as a ROWE. Meddius employees can work any time from any place in
any way, as long as they get their work done. Gunther has found that by giving employees
the trust and autonomy they need, they've actually been more productive and loyal to the
company.
We've broken down the 10 things employees want that will help you keep them on board.

1. Employees want purpose. Don't assume that a hefty paycheck and regular
bonuses are the most important things to your employees. They, like you, want to know
that what they're doing on a daily basis has some purpose behind it. "What people want
most is the chance to make a difference," says Alexander Hiam, the Massachusettsbased author of Business Innovation For Dummies. "When you have a chance to have
your ideas heard and one of them actually gets implemented, it's such a boost."
Dig Deeper: Building a culture of employee appreciation
2. Employees want goals. To instill a sense of purpose in your employees, be sure
to lay out a clearly-defined set of goals for them on a regular basis. At Meddius, Gunther's
team of managers re-aligns each department's goals every three months. "The goals have
to be very measurable, obtainable goals," Gunther says. For the sales team, for example,
that might mean setting a goal as to the number of deals the team is expected to close in a
certain period of time for a certain dollar amount. Once goals are in place, it is up to each
team to decide how to achieve them.
Dig Deeper: How to set business goals
3. Employees want responsibilities. Sometimes the hardest part of being a
manager is delegating, but employees crave your trust, and with that trust, should come
responsibility. "People are so busy and harried themselves that all they do is work, they
don't really manage," Hiam says. "Ask people if there are more things they can do, and
then you can catch your breath and be a manager."
Dig Deeper: How to delegate properly
4. Employees want autonomy. Take it from Gunther, giving your employees
freedom over how they work can actually make them more productive. Unless you're
managing an assembly line, give your employees the freedom to work in a way that works
for them. Daniel Pink, the Washington D.C.-based author of Drive: The Surprising
Truth About What Motivates Us, says, "Let people figure out the best paths to the goal,
rather than breathe down their necks all the time."
Dig Deeper: How to build a beautiful company
5. Employees want flexibility. In addition to deciding how they work, the experts
say employees also appreciate having a say over when they work. Gunther has, of course,
set up a radically flexible schedule for his employees that might not work for every office.
But, he says, it has enabled him to find and retain top talent for Meddius. "We've had
people who have taken significant pay cuts to work for us, because at their old job they
were told to show up and be at the office between 8 a.m. and 5 p.m.," he says.
"Generation Y is looking for a synergy between their personal lives and their professional
lives." Set up a flexible vacation policy or a telecommuting policy that enables employees

to work from home. It involves a great deal of trust, but, as Pink says, "If you don't trust
your employees, you've got much bigger problems."
Dig Deeper: Beyond Flextime: Trashing the Workweek
6. Employees want attention. Just because you're giving employees the control
they crave doesn't mean they don't want guidance and feedback. Hiam suggests checking
in with them every few weeks, even if it's just for a minute or two. "Look them in the eye
and ask how things are going. Find out what's really going on in their world," he suggests.
"Responsibility is about giving them a chance to make a difference, but attention is the
human dimension of managing." And don't be fooled into thinking that the traditional
annual performance review is your big chance to tell your employees what's working and
what's not. In Pink's words, "There's no way to get better at something you only hear about
once a year." That's why, at Meddius, Gunther uses the year-end to make decisions about
promoting employees, and uses the quarterly meetings where goals are set, to address
big operational issues within each department.
Dig Deeper: How to communicate employee expectations effectively
7. Employees want opportunities for innovation. Not long ago, Google
announced its 20 percent creative time policy, which encourages employees to work on
any innovative ideas they have that are company-related during 20 percent of their hours
at work. Both Hiam and Pink applaud this concept. "People need to be given a chance to
bring about something new and exciting," Hiam says. "Just asking people for ideas doesn't
create innovation. It's a culmination of creativity and leadership." Though you might not be
able to give your employees this much time on the clock to work on side projects, you can
always foster innovation through employee brainstorming sessions that allow the staff to
work with new people and generate fresh ideas.
Dig Deeper: 10 employee perks we love
8. Employees want open-mindedness. When your employees come to you with
their ideas, you need to treat them with equal parts sensitivity and honesty. Be sensitive
because, according to Hiam, the more an employee gets shot down by an authority figure,
the less likely he or she will be to make suggestions in the future. It's also important to be
honest because, as that authority figure, you may know what's best for your business and
what's not. You don't have to accept every idea that comes your way, but, Hiam says,
"Don't just shut someone down. Say, 'Here's what I know: years ago we tried something
similar. Here's what happened. Give some more thought to your idea, and come back if
you think you can make it work.'"
Dig Deeper: A little enlightened self-interest
9. Employees want transparency. When Meddius publishes each department's
quarterly goals, Gunther does it as well, not because he needs reminding, but because he

believes his employees should be cognizant of where the organization's going.

"Employees, especially the younger work force, want transparency," he says. While it's not
necessary to publish that information, Hiam emphasizes that the communication channel
between a manager and his or her employees should always be open. "That's why you
need to build it by talking about ordinary everyday things," he says. "You need to have
rehearsed talking about ordinary things before you can talk about anything major."
Dig Deeper: Testing a company's commitment to transparency
10. Employees want compensation. Your employees do need to provide for
themselves and their families, so, of course, salaries, bonuses and benefits are important,
but perhaps not in the way you might think. Pink's research on what motivates employees
has led him to one conclusion: "The best use of money as a motivator is to pay people
enough to take the issue of money off the table." He says it's better to pay people a little
more than the norm and allow them to focus on their work than to pay them based on
performance. "Don't pay people a measly base salary and very high commissions and
bonuses in hopes that the fear of not having enough food on their tables will inspire them
to do extraordinary things." The way Gunther has employed this strategy is by providing
his employees with full health care benefits at no cost, so they can rest assured that their
families are fully protected. "It's a huge expense, but to employees, it's really valuable."
Dig Deeper: The price of a healthy staff

Perception vs. Reality:

10 Truths About The Generation Y Workforce
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by Randall S. Hansen, Ph.D.

Advice for both employers and Gen Y workers and job-seekers on dealing with negative perceptions and misconceptions
about Generation Y, the Millennials.

It's important to preface this article by stating that people are individuals and that while it is sometimes efficient for experts to
place people into generational groups for analysis, in the end, even with certain common traits and behaviors, individuals must be
judged on their own merits.

That said, as a new crop of college graduates hits the workforce, it's important -- both for the job-seekers and for prospective
employers -- to read this article. For the college grads, it's helpful to understand how hiring managers and future co-workers may
perceive them. For hiring managers, it's useful to cut through stereotypes and misconceptions about this generation.

Generation Y. The Millennials. The Tech/Net/Digital Generation. Boomlets. Echo Boomers. We've given this generation of people -roughly those born between the late 1970's and the late 1990's and 72 million or so strong -- many names, but none so hurtful as the
Entitlement Generation. They've also been called arrogant, self-centered, and possessing a short attention span.

This article, playing off the infamous Rolling Stone campaign, discusses 10 perceptions of Generation Y workers -- and then corrects
or adjusts those perceptions with the reality behind each. Also included in each of the 10 misconceptions is advice for both
employers and for Gen Y workers and job-seekers.

Generation Y Perception: Spoiled/Entitled

Reality: To an extent, the folks in this generation do have a sense of entitlement, but it's not an entirely inherent personality flaw
but partly the fault of Baby Boomer parents who coddled their children, constantly telling them how special they were and that
anything they sought was possible, and rewarding them for every little thing, providing trophies and prizes simply for participating.
These parents stunted their children's growth by proactively removing all obstacles and potentially negative experiences.

So, yes, on the surface Generation Y workers appear entitled.

The key for employers is approaching younger workers differently, providing constructive criticism that reflects confidence in them.

Generation Y workers must realize that their bosses are not going to be like theirr parents, and that part of growing as an employee
is learning from past mistakes and accepting constructive criticism.

Generation Y Perception: Lazy

Reality: Technology has allowed this generation to multitask and find shortcuts in achieving tasks. Texting, instant messaging, social
networking, and Web surfing have all made Generation Y workers more competent, efficient, and productive (if not sometimes
overwhelmed).

The key for employers is to accept that there may be multiple ways for workers to accomplish their tasks.

Generation Y workers may need to demonstrate that they are working just as hard as everyone else, but perhaps simply performing
the job more efficiently.

Generation Y Perception: Poor Work Ethic

Reality: Generation Y is the first generation to expect -- from day one -- employers to realize there is more to life than work. Just as
many Baby Boomers are now discovering later in their careers, Generation Y sees work as a means to enjoy life -- and life comes
first. They have a strong work ethic -- just not in a 9-5 sort of way. Generation Y wants work to be fun and flexible because the line
between work and life is seamless. (In other words, there is no such thing as work-life balance because it's all just one thing.)
Generation Y also follows a mantra of working smarter, not harder.

The key for employers is offering flexible work schedules, adjusting the belief that workers need to "put in the hours at the desk" to
be effective, and developing a work culture that is pleasant and positive.

Generation Y workers may need to readjust some attitudes about work, especially for entry-level positions in which workers have
traditionally been expect to work long hours to earn their due.

Generation Y Perception: Little Respect for Authority

Reality: While some people refer to this cohort of people as Generation Why for a reason, it is not so much an issue of a lack of
respect for authority as much as it is that this group has been raised by their parents to question everything and raise questions
when they don't understand something. This generation is very independent and not afraid to challenge the status-quo. Many in
Generation Y want a relationship with their boss like the ones they have with their parents. It's not that these folks have little
respect for authority; on the contrary, they feel employers do not respect them.

The key for employers is realizing that asking questions can often lead to answers and solutions that are actually more efficient and
effective. Unlike with any other set of workers in the past, employers must also provide more autonomy -- and trust Gen Y workers
to complete the work.

Generation Y workers should learn to choose battles carefully, not question every single decision made, and give employers a chance
to adapt to their style of work.

Generation Y Perception: Too Self-Centered and Individualistic

Reality: This iPod Generation (named such because iPod commercials focus on individuality while selling the product to every Gen Y)
works well in groups and teams -- especially with people their own age -- but they also have been taught the value of individuality

and independent thinking. They see themselves as unique individuals -- not tied to any specific labels. And unlike any previous
generation, these workers do not plan to let their jobs define who they are.

The key for employers is finding the right mix of individual and team projects that allow these workers to grow professionally.

Generation Y workers need to realize that almost all work will be some combination of individual assignments and teamwork with
people of all backgrounds and ages.

Generation Y Perception: Overinflated/Unrealistic Expectations

Reality: While this generation may be more anxious than others to rise quickly to the top, it's less about unrealistic expectations
than it is about being better prepared for work than previous generations -- with perhaps a touch of the need for instant
gratification thrown in. This generation also has no interest whatsoever in working in a cubicle -- not because it is beneath them,
but because they feel advances in technology should let them be able to choose to work from home, Starbucks, or anywhere there is
a Wi-Fi connection.

The key for employers is to redesign and rebuild some of the old career ladders that were destroyed with the flattening of
organizations and greatly expand telecommuting and remote working arrangements. Gen Y workers need to see a progressive
promotion path or they will move on to the next employer.

Generation Y workers should learn to pace themselves and gain the necessary experience and skills before expecting a promotion to
the next level.

Generation Y Perception: Not Committed to Work

Reality: This generation is the most educated workforce ever, and partly because of this level of education, Generation Y workers
believe their work should have meaning. These folks quote from Office Space and have a mistrust of management. More than ever,
these workers are seeking greater fulfillment and are only willing to work hard at jobs that provide it.

The key for employers is changing the way they view work and employees -- and it may also mean that to keep Gen Y workers, they
may need to not only develop better jobs, but also consider strong corporate values and corporate volunteering programs.
Employers also need to clearly show how the work Gen Ys complete directly impacts the organization's success.

Generation Y workers should conduct more research on prospective employers to find organizations that not only have meaningful
career paths, but also share some of the same values.

Generation Y Perception: No Loyalty to Employers

Reality: Because of more work experiences and greater education, Gen Y workers are simply more mobile, making it easier to move
from one employer to another if they are unhappy with the work. They were also raised during a period of great downsizing and
rightsizing, and many witnessed the grief and frustration their parents felt when being laid off -- and they do not want to experience
that emotion. These are also some of the reasons why many Gen Y workers are diligently planning to start their own businesses.

The key for employers is to develop a stronger commitment to keeping employees -- even in bad economic times -- and also to do a
better job in training and retaining workers, possibly including such benefits as sabbaticals, professional development opportunities,
and other options for Gen Y workers seeking deeper fulfillment.

Generation Y workers should try to not be so skeptical about the motives of employers and learn to trust them more while
continuing their professional development as a hedge against any downturns.

Generation Y Perception: Lacking in Social Skills

Reality: Generation Y are some of the most social of any generational cohort; it's just that they communicate and socialize much
differently from the rest of us.

The key for employers is to realize and accept that people communicate differently and to embrace the new techniques while also
teaching the Gen Y workers that business sometimes still needs to use traditional methods of communication.

Generation Y workers need to use those excellent communications and diversity skills to learn to socialize and communicate with
people of all ages and backgrounds.

Generation Y Perception: Needy

Reality: Okay. The reality here is that Millennials are indeed pretty needy. Again, though, it's not really their fault as their parents
basically trained them that mom or dad is just a phone call away. In fact, there are stories of Generation Y job-seekers taking a
parent along for the job interview or to help negotiate the job offer.

The key for employers is to realize that this generation -- at least when they are new to the workforce -- need a bit of special care
and handling. There's no way they can go months without a review; they need constant (and not too critical) feedback.

Generation Y workers need to realize that the reality of the workplace is that it's not like home or college -- and that they are
expected to do an excellent job without always wanting praise and being told that how good their work is. Finally, Generation Y
workers need to tell mom or dad that it's time to stay home so they can learn to fight their own battles.

Final Thoughts About Gen Y Workers

In the end, of course, every person -- every worker -- is judged on his or her merits, not on generalities or misconceptions. Still,
based on the research and anecdotal evidence, it may be a bumpy ride for both employers and Generation Y workers in the years
ahead.

Finally, for employers seeking greater understanding and more ideas related to hiring and retaining Generation Y job-seekers,
read: How to Recruit, Hire, and Retain the Best of Generation Y: 10 Workplace Issues Most Important to Gen Y.