Workforce Development - A Good Investment?

Are You Working for Doogie Howser ?

Robert Wendover, of the Center for Generational Studies is one of the experts I look to when seeking guidance on multi-generational issues.  In his recent newsletter, he posed a question that many older professionals are asking...

"What to do when your boss is younger than you?" It’s a question that is surfacing more and more in conversations among the Boomer generation. As those in Generation X assume increasingly senior responsibilities, those who have spent years in the workforce reporting to someone older are now finding themselves supervised by those their children’s ages. Here are five suggestions for making the relationship a success:

1. Keep this situation in perspective. It can be easy to spiral into frustration or depression about having a younger supervisor. Instead, interpret it as a wake-up call to take stock about how you can better position yourself for the future.

2. Provide support. Just because this person has been put in charge doesn't mean they know what they're doing. Look for opportunities to share operational insights which will smooth this transition. If what you share goes unheeded, it's probably a good idea to back off and learn more about the person's style and how you two might relate.

3. Refrain from offering advice from your life experience unless requested. If this person is insecure about their authority to begin with, your stories might be interpreted as patronizing or perhaps even an attempt to undermine that authority.

4. Stay clear of the undercurrent that may consume the work environment about this person. This is not a time to participate in the gossip or grapevine. The new person will most certainly know that one exists and will be watching for signs of who is fostering these conversations.

5. After the dust has settled, ask this person about how he or she sees you thriving within the organization. Then listen carefully. In spite of his or her age, this individual might have better contacts within the organization. Rather than resenting this, look for ways to capitalize on it.

Remember, if you're in your 50s your life's not over simply because your boss is considerably younger. As most employment relationships continues to evolve from calling to contract, you need to remain vigilant about additional training and opportunities within and without your organization. Going forward, personal versatility is key.

How ridiculous is it to create a "Gen Y Friendly" workplace?

Are you guilty of having a work environment that drives away the most promising workers in the marketplace?

Katherine Spencer Lee is one of my favorite writers.  She is a respected author of industry articles and frequent public speaker.  Recently she wrote a great article entitled "5 Ways to Make Your Company Gen Y-Friendly" that has some valuable insights that apply to all industries today.

 No. 1: Offer attractive benefits. Salary is a key consideration for members of this group, but so are benefits. Growing up at a time when the U.S. health care system is delivering fewer services at higher costs and the future of Social Security benefits is in doubt, Gen-Yers are most attracted to companies that provide first-rate health care and retirement benefits.

No. 2: Promote work/life balance. Nearly 73% of Gen-Yers surveyed said they are concerned about being able to balance a career with personal obligations. Consider implementing specialized arrangements - such as flextime, telecommuting or a compressed workweek - that give employees more control over their work schedules.

No. 3: Narrow the rungs of the corporate ladder. Millennials are willing to work hard, but when it comes to moving up the ranks, they want to do so quickly. When polled for a recent study, 51% of Millennials surveyed believe professionals entering the workforce should have to spend only one to two years proving themselves in entry-level positions. That means you aren't likely to attract or keep talented Gen Y employees by requiring them to spend years "paying their dues."

No. 4: Ensure managers are engaged and accessible. In the survey, Millennials described their "dream boss" as being understanding, caring, flexible and open-minded, as well as someone who is authoritative but respects, values and appreciates his employees. They aren't looking for a micromanager, but they do value good management skills and regular contact with their supervisors; in fact, 35% of those surveyed want to communicate with the boss several times a day.

No. 5: Foster "face time." Even though Gen-Yers grew up with cell phones, e-mail and the Internet, two-thirds of survey respondents selected in-person conversations with their co-workers as their preferred communication method. You'll encourage longer tenures and greater loyalty among employees if you create opportunities for them to interact with others. Consider arranging workgroups in open seating areas, establishing project teams or developing a mentoring program.

Yes, Generation Y is special, but not in the way you might impgine.  Often mis-characterized as "different" Gen Y workers, like previous generations the preceded them, are the product of the environment in which they grew up.  That environment included plenty of enablers that older generations did not have.

Does it make sense to transport them into a foreign environment where these enablers are not present?  How long would you expect to keep them (let along keep them happy)

Ridiculous?  Only if you think that you can do without the talent and drive that these newest workers bring to our workplaces.

Think about it, and let me know your thoughts...

Gen Y - Love em or Hate em

Generation Y (aka Millenials) are a significant part of todays workforce, and will continue to be a challenge for managers. 

Employers love these younger people in today's workforce

• They have incredible energy   
• They are driven
• Their technical skills are great

However employers I speak with are also taken aback by

• short attention spans/inability to think long range
• reluctance to perform tasks that they feel are beneath them/physical labor/dirty jobs
• Refusal to pay their dues
• lack of knowledge of acceptable workplace behavior/attire

Love em or not, the mandate is on management to better understand them, and how to incorporate them into the workforce.  Increasingly, to the frustration of some organizational leaders, that means your organization needs to adapt to them, not the other way around.

I come across many executives that don't feel this way, and unfortunately, it's putting your company's future talent pool at risk. 
Not just from the your firm's inability to attract and keep these individuals, but also the missed opportunity that comes from the rest of your organization being able to learn from them.  (they do bring a lot to the table - despite their "different" behavior)

As Clint Eastwood would ask "Do I feel lucky?' Well, do ya punk?"

But, I Want it NOW! - But the Jury's still out

Richard Florida on his popular blog Richard Florida and the Creative Class recently did an article about understanding why the millenials in the workplace continues to be a challenge for both employers and employees.

The article, entitled "But, I Want it NOW!" provides a critical assessment of many of the popular beliefs that abound in the marketplace about this youngest generation in todays workforce.

As he correctly points out, there are many misleading perspectives about this class of individuals, but we also need to keep in mind that this youngest generation has not been around loing enough to gather enough empirical data so that valid statistical arguments can be made.

So we will continue to watch, discuss and debate whether this is a generation of laggards, or the next "greatest generation."

Who's Going to Be the Cheerleaders for Gen-Y?

Baby Boomer Parents have always been their children's biggest cheerleaders.

Now that Gen-Y (aka Millennials) is coming into the workforce, as managers, we need to be aware of some aspects related to these young adults who have experienced a youth of parental cheerleading and working with a variety of coaches (soccer, dance, math etc.)

Millennials expect and need praise.  They have received it throughout their adolescent years, and expect it.  They will mistake silence on the company's part as disapproval. 

Millennials also expect feedback.  And this means regular feedback.  The "annual performance review" that baby-boomers grew up with won't cut it.  Their preference is real-time feedback, and if they can get it on their PC, or better PDA/cellphone, even better

What is the consequence of not responding to this need?  Probably too early to tell, due to lack of empirical data, but my guess is that lacking feedback, many will head to places / environments where they can get the "nurturing" that have come to expect.

Myths about Gen X in the Workforce - They don't want to grow up

The 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.

Thanks to Cam Marsten for research cited in this article

Myths about Gen X in the Workforce - They have no respect for authority

The 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 Millennials need most out of a boss is a guide, not a social life.

Thanks to Cam Marsten for research cited in this article

Myths about Gen X in the Workforce - They don't want to put in the hours to get ahead

The 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—and 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.

Thanks to Cam Marsten for research cited in this article

Myths about Gen X in the Workforce - Younger generations have no work ethic

The 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 percent, 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.

Thanks to Cam Marsten for research cited in this article

Does Gen-Y Expect Different Customer Service Levels?

72% of retail employees enjoy customer interactions. But that satisfaction level drops to just 55% among employees between the ages of 16 and 24.  It gets even more interesting.  You'll want to read this article to get the "inside scoop" on how Customer Service expectations are changing.

read more | digg story

Podcast - Understanding the Generations in Today's Workforce

The Boggs e-Learning journal announced the 1st in a series of two Podcasts featuring yours truly, speaking on Understanding the Generations in Todays Workforce

Check it out - it is (at the risk of shameless self-promotion) pretty informative. 

Could Mom and Dad help keep young workers in the workplace?

Economists predict that a glut of job openings will wreak havoc on the economy, not to mention happy hour.
There have been plenty of blue-ribbon panels, forums and focus groups to address this issue, but none has answered the basic question: How do we persuade the best and brightest to stick around and help solve this looming worker shortage?

read more | digg story

How Podcasting figures into the Workforce Development picture

Our friends over at Workforce Developments recently posted an insightful article called "Podcasting for career development."  This article sheds new light on an increasingly popular way of delivering information to learners. 

If you aren't familiar with this area, Wikipedia describes Podcasting this way:
A podcast is a digital media file (or a series of such files) that is distributed over the Internet using syndication feeds, for playback on portable media players and personal computers.^[1] Like 'radio', it can mean either the content itself or the method by which it is syndicated; the latter is also termed podcasting. The host or author of a podcast is often called a podcaster. The term "podcast" is a portmanteau of the name of Apple's portable music player, the iPod, and broadcast; a pod refers to a container of some sort and the idea of broadcasting to a container or pod describes the process of podcasting. More about the name itself can be found in the history of podcasting article.

Generation Why

Eric Chester runs a successful blog called the WhysBlog that has recently posted an article on his excellent blog entitled Young Employees Egotistical and Self Centered?

He reflects on a recent AP article that cites the obvious.  Check it out.  Eric's operation, Generation Why does an ongoing critical examination of this important generation.

Think about it...

Standing between you and your profits are those talented, weird-looking, impossible-to-understand 16- to 24-year-olds. And if you're not connecting with them, they are not connecting with your customers, and you are leaving all kinds of money on the table.

What a difference a few years makes

Consider for a moment what’s happened in just the past dozen or so years. Google came out of beta in September of 1999, a scant seven years ago as of this writing, but we might as well rewrite the calendar to place it at the year 0 BG (Before Google). Ten years ago, a cell phone was a device for mobile workers and the wealthy. Most people who had a connection to the Internet had a 24k bps analog modem. But people coming into the workforce now cannot recall a time without broadband connections, color screen multifunction cell phones, 3-D video games and  MySpace.com.

That's an excerpt from Neil Raden, the founder of Hired Brains.  Neil recently published an excellent whitepaper entitled  "NextGen Software or Software for the NextGen?" A copy is available for your review.  Download nextgen_software_or_software_for_nextgen.pdf where he elaborates on the dramatic shifts not only in the advancement of technology, but the seemingly insatiable appetite for newer, faster, more complex stuff.  Poses a huge challenge for owners and managers of firms that take a conservative approach to technology.  Check it out and let me know what you think.

Will work life balance change with the next generation?

  Kathryn Bendall - a champion for the mature worker is a neat lady with a portfolio career which includes stand up comedy.  A recent article she wrote on the emerging workforce "Will work life balance change with the next generation?"  is really timely and pertinent.   She provides a set of observations as to why the Nintendo or iPod generation may have a better ability to survive the whole work scene than their predecessors.

If your are looking for perspectives on why this "different" generation will make some huge and important changes in the workforce, this article will help you.

Generation Y: They've arrived at work with a new attitude

Stephanie Armour, a well published author and writer for USA TODAY published an excellent article "Generation Y: They've arrived at work with a new attitude" that hits a chord with todays emerging workforce.  Often times, Gen-Y is misunderstood because they're different.  Is different bad?  Not necessarily.  It's just different!

Find out how this generation, which by the way are our future leaders, is changing todays workforce.  You'll be surprised at what you discover!

Opportunity Cost Associated With Most Job Appraisals - not sure I agree

Dave Bogg's wrote a recent article in his The Boggs e-Learning Chronicle blog    In this article , "Opportunity Cost Associated With Most Job Appraisals"  he's put forward the idea proposed by James Adonis who wrote a recent article that bashes 6 month or 12 month standard performance review handed out by most HR departments in his article, "Appraisals Lack One Thing: Performance".

Adonis advocates continuous feedback recommending short, monthly reviews, and other techniques as an alternative to the 6 month or 12 month standard performance review.

While that idea seems innocent enough, it unfortunately, is hardly that simple. 

You see, we must talk about performance feedback systems in the context of the "generation" that you're dealing with.  As you know, we have four very distinct generations in todays workforce, and each have far different life experiences, perspectives, work habits and values.  They also have far different expectations regarding how and what type of feedback they seek. 

Here's some basics about Feedback in todays more complex workforce.

If you are in Management or HR you must also recognize and change the way you communicate expectations and provide feedback across generations. For example, for a traditionalist: “no news is good news.” is acceptable feedback. A baby-boomer generation worker expects feedback once a year and lots of documentation. X'ers may drop by and say “sorry to interrupt but how am i doing?”, while Millenials are thinking “I expect performance feedback whenever I want it at the push of a button.”

To add to this, you may also experience cultural variations on feedback expectations.  We'll save that for a future post.

Sheds a slightly different light on things, does it not?

The Techiest Generation

Of course Gen Y is comfortable with technology. Their technology actually works. A Gen Xer remembers the days when it didn't.

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Fewer kids urged to follow in parents' footsteps

More parents are leaving their children a new kind of legacy: No career footsteps to follow. "Going into the same field as your parent is less common than it was" in the past, says Darrell Anthony Luzzo, president-elect of the National Career Development Association

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