"I shall do what you tell me if you recognize who I am." This seems to be the motto that dri-ves a new generation of employees. Those born after 1980 and consecrated in the business literature as Generation Y, or Millenials, have lived freely of hierarchical prejudices and are motivated by the recognition of their work. In the top of the elements that motivate them most is the management style. Individual recognition of their work defines them as individu-als and as contributors.

Familiar with the technology, the generation of Millenials has expectations from managers and they want the feedback they get from them to be similar to the devices they use: personalized and in-stant, even after their actions.

They are very connected and seem to develop behaviors that combine the need for socialization and fun with the need for meaning in what they do. And this need for connection and meaning ma-kes them misunderstood for the generation of managers trained in another context and in another school of thought for which to be responsible means to be sober and complacent.
Millenials speak of them at third person singular and use active diathesis, which makes them seem detached from a selfie at work. In fact, they want recognition from managers, in a monotonous world of employees doing repetitive work.
For this generation, creating a motivating work environment is a very important issue. Therefore, in order to increase the motivation of Generation Y employees, managers need to challenge these employees, involve them in various activities and projects, and be open to ideas and proposals co-ming from them.

Generation Y employees are motivated by the freedom to work as they like, always keeping in mind the goal set by the manager. They do not want a manager to blow them in the back of the neck and tell them what they have to do second second, but they prefer regular feedback to valida-te that they are in the right direction.

In their version, the direct manager is rather a talent coach from whom they want to know whether they worked well or not. And if it happens that the manager is not satisfied with the quality of their work, they have the freedom to professionally prepare them and motivate them to perform at their true potential.

Because of their limited ability to focus, the millennials need to be motivated and rewarded immediately.

Thus, for easy integration into the company and for the transfer of experience, a solution would be for managers to create internal mentoring networks. In this way, Generation Y employees will rece-ive advice and counseling to perform in the new work environment. In addition, through mentoring, they get a direction that guides them towards a goal of their work. Therefore, an important factor in managing the relationship with young people in this generation is effective communication. If they extract meaning from their work, then they will be motivated and open to be guided by the mentors.

It is essential for managers to understand that those in Generation Y want to continually learn and learn from their colleagues. These young people look for challenging tasks and have a desire to gain knowledge by working with others.

About us
For more than 23 years, PKF Finconta is one of the 10 leading professional services companies in Romania. Since 2006, we are a member of PKF International Limited. PKF International is a leading international business advisory organization. The company grew consistently over the years, forming a Group of four companies: PKF Finconta, PKF Finconta Consultanta, PKF Finconta HR and Finconta Consulting SPRL, members of national professional organizations CECCAR, CAFR, CCFR, and UNPIR. We provide a wide range of business advisory and related specialist services. We have seven core areas of expertise and within these areas, we tailor our services to your business and your needs: audit, corporate finance, tax, bookkeeping and accounting advisory services, transfer pricing, payroll and personnel administration, and insolvency.