Achieving Performance Excellence

"Outstanding" EvaluationIn 2010, Pew Research Center released a study titled “Millennials: A Portrait of Generation Next” which revealed that the 18-29 age bracket did not hold true to the old notion of ‘first job’ but rather held on to ‘first career’ in that they were more likely than their previous generation counterparts to switch jobs in the interest of a new career track. On the one hand, this scares HR professionals in that the new generation will continue to change jobs, but at Ephlux, we view the scenario as a challenge and set out to create an environment where people want to have a longer term investment in contributing.

So the pre-1945 generation adopted a learning style that involved memorizing educational material and trying relentlessly to achieve a grade in a given subject. In turn, their teaching & managing style is based on verbal lectures and an emphasis on rote learning. The pre-1965 generation adopted a learning style that involved independently ‘figuring it out’ and had the time to do so. And while the teaching & managing style had characteristic similar to their parents, it also meant thinking outside of comfort zones. The pre-1980 generation preferred learning in groups and with examples. They preferred teaching with interactive projects. And finally, the pre-2010 generation learns better through simulations and open-ended discussions, while they prefer teaching with problem based applications and large interactive lectures.

We use this understanding to create a working experience that relies on open-ended learning and working at the pace at which that individual is attuned to. We also recognize that the new generation prefers being empowered and:

  • continuous leaning & focus on growth instead of focusing on completing a fixed number of requirements
  • cooperative learning in teams instead of competitive & individualistic approaches
  • diversity & personal esteem being valued, instead of conformity and cultural uniformity

Because the educational systems are changing for the new generation and the workplace environments have not caught up, the great divide between expectation and reality grows every day. One of the ways we close this divide is using our understanding of the new trends as listed above in communicating the big picture role of each team member concerning their assigned projects with respect to its impact on the organization and clients being service.

Through interviews with candidates, we find that a lot of our competitors place emphasis on withholding the full scope of data concerning projects, which makes the teams feel alienated between themselves and internally. By allowing both teams equal amount of information, we have delivered excellence in projects with Disney and Caesar’s Palace, especially when cross team collaboration occurs. In more than one instance, an account manager has suggested an augmentation that the developers hadn’t considered and fresh perspectives have been added to the value chain ever since. We utilize a social networking platform internally called Yammer with which the entire company participates in discussions around projects under development and those that have been completed. To succeed in the changing environment, an acceptance of the sharing generation must be adopted, and it’s an approach from which we have reaped tremendous value.

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