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As the millennial generation floods the workforce, HR professionals across Pakistan are becoming increasingly familiar with how entrepreneurially inclined young employees tend to be. Self reliant, with a marked desire to take on responsibility and show initiative, these young professionals are changing the way classroom discussions, textbooks and training manuals imagine the typical employee – someone who does only what is required, avoids responsibility, resists change and complains about problems.
Here are four characteristics common to the new breed of professionals entering the workforce:
1. Taking ownership. Entrepreneurial employees will not feel ‘successful’ unless they feel they have a hand in some of the company’s decision making functions. They perceive that they are partially responsible for the success or failure of the company and the reputation the company commands is reflected in how proud they feel about their job.
2. Inviting responsibility. Because they want to take ownership, if a project needs to be completed or requires supervision, entrepreneurial employees will often be the first to volunteer to take on more responsibility. Inexperience might be a hindrance, but such employees will associate the success of a task with their self worth, which will motivate them to do a good job.
3. Generating solutions. Going the extra mile is often a difficult process which can reveal a number of complications. But whether it is by negotiation, resourcefulness or perseverance, employees with an entrepreneurial attitude manage to generate solutions to problems. Although line managers would do well to encourage this attitude they should also keep an eye out for systems built on a house of cards.
4. Embracing change. Entrepreneurial employees will look towards many sources to find solutions to problems: technology, books, brainstorming sessions, peers, etc. As they are always on the lookout to doing things better, they are willing to change even if it causes discomfort – as long as the flexibility leads to improved products, processes and profits.
– S Ali Anis (SPHR)
The writer is a lead consultant and trainer at Change180. email@example.com.
First published in the Careers Section of The DAWN National Weekend Advertiser on March 17, 2013.