Generation Y, also known as the millennials, is the fastest growing segment of the workforce. Raised in a time of global economic prosperity (1974 to 1994), Generation Y is known as the most high-maintenance cohort to ever enter the force. Often dissatisfied with their jobs and employers, these educated and confident youngsters need strong management to bring out their potential. With appropriate guidance and supervision, these energetic and innovative employees could be the key to a company's success and should therefore not be dismissed due to the prevalence of common stereotypes.

Firstly, managers need to tell Generation Y staff what is expected of them in a clear and concise manner. By informing them of how they fit into the big picture, managers can motivate them to work toward an end goal, providing them with a sense of value and belonging. By showing them that success can only be reached through dedication and hard work, Generation Y people can be motivated to apply themselves to every task, enjoying the challenge and craving recognition.

Managers need to fulfill Generation Y members' desire for regular feedback. They hate to be left in the dark and enjoy knowing how they are progressing, even when they are not performing well. As they favor an inclusive style of management, managers should meet with them regularly, giving them pointers on how to improve in a respectful rather than critical manner, thus spreading a sense of positivity throughout the workplace.

Generation Y people expect to be consulted on decisions that affect them. Managers should therefore establish vertical and horizontal communication channels in order to encourage constant discussion throughout the organization. Although they should not be given veto power over decisions, they should still feel that their voice is being heard and that their opinions matter. By demonstrating emotional intelligence, managers will be able to foster a sense of inclusiveness, thus satisfying the desire for collaboration Generation Y people crave. Why should managers care that these up-and-comers are happy? Because satisfied employees perform better, thus resulting in a higher profit margin for the company as a whole.

Finally, managers of Generation Y people must be flexible because the imposition of a rigid schedule is a sure-fire way to deter them from doing what they are told. A work and life balance is vital to them and, as a result, managers should not expect their employees to continuously sacrifice their personal lives for work. Managers should sit down with them to develop a mutually agreeable, flexible, work and life plan so that employees are able to have a full and balanced life, thus reducing work place stress.

(Contact gaoyuan@chinadaily.com.cn for questions and career advice.)

Contributed by Richard Ni, associate director of consumer sales and marketing and HR division at Robert Walters Talent Consulting Ltd China.