Retaining Youth
Here's an interesting article from Cam Marston, author of Motivating the "What's in it for me?" Workforce.
Retaining Youth: You’ve hired them. Now how can you keep them around?
By Cam Marston
Things aren’t always what they seem. If I could give you one bit of
advice on dealing with the latest generation of employees to come under
your management, it would be to remember those words…things aren’t
always what they seem.
If
you are like most business leaders, you’ve no doubt noticed a trend in
the way employees behave in recent years. Most likely you consider it a
negative trend – too much entitlement, not enough loyalty, no work
ethic, only interested in themselves, and on and on. But I challenge
you to consider that perhaps these are not negative trends, just
different ones. Things aren’t always what they seem.
To better
understand who your employees are and what drives them to succeed,
perhaps it’s easiest to understand who they are not. You. That’s right.
They may even be your offspring but in the workplace they bear little
resemblance to the "you" of yesteryear. Gen Xers (born 1965-1979) and
Millenials (born after 1980) are operating in this world with a
completely different perspective. Their definitions of loyalty, time
and success are often quite different from yours. Rest assured they do
recognize all of these concepts and value them in very important ways.
The key to your organization’s future success is understanding how the
Millenials view the world and using that knowledge to motivate them in
a way that works. Here’s a hint: meet them where they are and they will
achieve your underlying goals; try to force them to fit your
definitions and they will run for the door every time.
So let’s
take a look at some of the pervasive myths about our youngest
generation in the workforce and discuss why these changes are happening
and how you can tailor your workplace to meet the needs of you, your
employees and the company.
Myth: Younger generations have no work ethic.
Reality:
Younger generations have a self-centered work ethic. This is not
necessarily the negative that it may seem at first. Millenials are
dedicated to completing their task well. They have not been raised in a
way that demands them to look around and see what should be done next.
Instead they ask "what is my job" and go about figuring the best,
fastest way to complete that task. Then they consider themselves done.
This is a key differentiator between your employees and yourself.
The
younger they are, the more your employees view their jobs as "something
to do between the weekends." For most, early employment has nothing to
do with a career path; it is a way to earn money to have fun in their
free time. And that is okay. When you understand what motivates your
employees you are better able to set mutual expectations for success.
Instead of being frustrated that your youngest employees are not
interested in climbing your corporate ladder, embrace their true
motivation – reliable spending money – and use it to your advantage.
When you tell an employee, "I understand this is not your lifelong
career, but to earn the paycheck every week, here is what I expect …"
they are much more likely to respond than if you try to motivate with
promises of promotions and titles down the road.
Understanding
that being at the job isn’t as important to Millenials as completing
the assigned task also opens up new opportunities for motivation and
reward. Younger employees are very likely to respond to offers of paid
time off. A leading retail organization has recognized this new way of
thinking with its Working Hard Card: When managers witness an employee
rising to a challenge, exceeding expectations or otherwise giving 110%
they can hand the employee a Working Hard Card on the spot. Each card
is worth a set amount of paid time off to be used at the employee’s
discretion. It is a simple strategy that rewards employees in the
currency they value most – their time.
Myth: They don’t want to put in the hours to get ahead.
Reality:
They are willing to put in the time to do the job, however they are
uninterested in "face time." Gen Xers and Millenials view time as a
currency. While Baby Boomers tend to see time as something to invest,
the younger generations view it as a valuable currency not to be
wasted. These are the generations that demand work-life balance and
paid time off. They want to get the job done, then put it behind them
and enjoy life.
Boomer managers have a tendency to lose the
interest of their Millenial employees by looking too far into the
future. Millenials live in timeframe based on right now. Their world
has proven that nothing is a guarantee – from nationwide layoffs to war
to soaring divorce rates, they have decided that there’s not a lot you
can count on. As a result they are not interested in promotion plans
for five years from now. They don’t even want to know what will happen
at the end of the summer. Life is uncertain. To reach the Millenial
employee and reduce turnover, make it certain.
Tell your
employee that you have a plan. Take pains to ensure it is in a
timeframe short enough for them to envision. Be prepared to fulfill
your promise – once fooled, forever jaded. This approach feeds into
their reality, while simultaneously building trust and buying you more
time. Reward small successes along the way, string these milestones
together and you will soon realize longer tenures among your staff.
Myth: They have no respect for authority.
Reality:
They have great respect for leaders and loyalty. But no, as a rule they
don’t respect authority "just because." For the younger generations,
every ounce of loyalty and respect must be earned. But when it is
earned, it is given fiercely.
In fact, loyalty to the individual
is the number one reason Xers and Millennials stay in the job,
especially during the first three, tenuous years. Dissatisfaction with
the boss is the number one reason they quit. So in order to increase
retention, managers must take a flipped view on leadership – it is no
longer enough to hire the right people and show them the way, now you
must BE the right person to win their affection. Sounds a little
touchy-feely for the workforce, yet the faster leaders understand this
new relationship, the sooner you will see the reward in the way of
increased retention.
There is one big caveat to the "be the
person they want you to be" approach to leadership, however. Millenials
have a tendency to seek tight bonds – they want a boss who is close,
caring and aware. And you can be all that. It is very easy to cross the
line between "boss as advocate" to "boss as friend." That is a slippery
slope. It can be especially tempting in situations where managers and
employees are close in age. When activities outside of the office
become too regular, too casual or largely social in nature, it is time
to examine how this will affect your role as a leader. What Millennial
need most out of a boss is a guide, not a social life.
Myth: They don’t want to grow up.
Reality:
They really don’t know how. The youngest generations in today’s
workforce are facing a delayed adulthood. They are getting married
later, having children later and just generally facing the "real world"
later. This isn’t the result of a mutated maturity gene, it just is.
And if we are being completely honest, Boomers had a lot to do with why
it’s happening. First, as parents, Boomers had a tendency to coddle
their children and use their own good fortune to make sure their
children didn’t experience adversity. Second, as career models, Boomers
demonstrated the toll of working long hours and "paying one’s dues" in
a way that made their children less likely to follow in their
footsteps. Millenials today look at the corporate ladder and think,
"there must be another way."
My advice to you – don’t waste time
wishing they were different. Don’t spend your energy comparing today’s
youth to the desires and drive you had at age 18. These employees are
not a reflection of you, nor are they an earlier version of you. And
again, that is okay. Your task is to take this new understanding and
use it to reposition how you interact with, motivate and reward your
staff.
Take attire for instance. Your 18-year-old self would
have gladly donned whatever uniform was necessary to fit the company
mold. Be it pressed khakis and a tie or a specific corporate uniform,
fitting in was part of the package. Today’s youth wants to stand out.
They want their individuality to shine through even when required to
provide a consistent standard of service and performance. Balancing
corporate needs with individual desires takes some creative thinking.
Home
Depot is one company that has addressed this dilemma at a very basic
level – company uniforms. They simply require that all employees wear a
standard Home Depot apron. Be yourself underneath (within reason) and
show the customer that you are on the Home Depot team with this bright
orange apron. Is there a standard that you can adopt to accommodate
individual preferences? Something to think about.
Not all change is bad.
As
we’ve discussed, the myths surrounding today’s young employees are not
always what they seem. Attitudes toward work, life, loyalty and respect
have all changed, but each is still considered valuable. In fact, some
of the demands made by today’s youth are creating positive benefits for
employees in every generation. Flexibilty and respect for the
individual, as well as the organization, are good for everyone. Loyalty
from younger employees, once earned, is long-lasting. The adjustments
you make to accommodate the changing attitudes of today’s youth will be
returned to you tenfold with decreased turnover, improved morale, and
measurable business results.
And when the frustration mounts,
just remember things aren’t always what they seem. Open your mind to
the possibility that there is a benign, generational reason for the
disconnect between what you want and what your employees are providing,
and you may just find room to create a shared vision of success.
Cam
Marston is a consultant who specializes in multigenerational
communications and marketing, educating executives about the workplace
expectations of different generations. He speaks to thousands of
executives each year and leads intensive, on-site training sessions for
companies.
For more on Cam Marston and Motivating the "What's In It For Me?" Workforce (John Wiley & Sons; May 2007), visit www.cammarston.com.