“80% of the new ones refuse to follow direction, are super sensitive, and looking to job hop into a promotion somewhere else as soon as possible.”
The young ‘uns are tough.
The managers need to spend a lot more time explaining the “culture” to them—one baby step at a time.
“This is what we can do for you, but only if you do this for us. If that does not sound like something that is OK for you then you really need to leave now—so we can find a replacement who is on board.”
That way it is not personal—it is just a question of whether the new hire is willing to share the company goals for them.
Ideally HR would do that upfront but as we all know most HR is useless.
Exactly what we do. Almost all of our process are heavily documented, based on years of building the standards that ensure integrity across tightly integrated systems. We explain that we’re not against innovation, but it will always have to be measured against how it impacts everything else. So, stick to the script. If you have what you think is a better idea, then write it down and propose it, don’t just do it on your own trying to impress everyone, because it will have the exact opposite effect.
Those that buy in, love it, and are here for many many years. The ones that don’t, are gone overnight. But the job is to make sure the systems are rock solid and highly available. Other jobs might have other focuses, but I’m seeing a very short attention span in the new generation. And, it’s mostly because they are always looking for something new that helps them, more than being willing to contribute much to the overall team’s success. Much worse than it was just 10 years ago. Thanks.