August 30, 2006 Generations X & Y: Motivating and Engaging Young Employees By Advance Corporate Training Ltd. “Hey dude, that report you drew up for me is sweet!” If this is how you communicate with your organization’s young employees, you are probably having no trouble adjusting to the challenges of today's diverse workforce. If the thought of communicating like this sets you on edge, read on. There are many other things you can do to more effectively recruit, motivate and manage your younger staff. Young employees fall into two groups: Generation X, born between 1965-80, and Generation Y, born between 1980-94. Each generation has a distinct set of values, view of authority and sense of loyalty and must be motivated as well as managed differently. Since most of today’s managers are Veterans and Boomers (yes, two different, older generations), there can be a communication gap that feels as wide as the Grand Canyon. Managing staff by their generation's needs is the secret to keeping your young employees motivated, engaged and retained. A warning though: X-ers and Y-ers are much more different than their closeness in age indicates. For example, when you need your young staff to work late, X-ers may resent doing so if they know it only benefits their boss. Y-ers may not put in the time if it conflicts with their personal schedules. Differences like this need to be reflected in your management approach. How did they get that way? The difference in expectation, attitudes and performance of different generations was first noticed when Boomers entered the workforce. This generation experienced the same social and economic environments, so commonalities were easily identified. In fact, generational commonalities were more common than gender or diversity similarities. Commonalities exist with Generations X and Y even though they are fewer in number than Boomers. These similarities originate from how they were parented and the economic realities present when they reached working age. For example, entry into the workforce was competitive for X-ers, so they are aggressive. This was the first demographic group to largely be parented “in absentia,” which led to increased developments of independence and self-direction. Y-ers developed a reputation for being less motivated than previous generations because when they began entering the workforce there were more jobs than people. There was simply less need to prove themselves in order to get hired. Y-ers were also parented by a generation of working parents as well as older first-time parents who valued relationships over activities. These parents exposed Y-ers to more new experiences than previous generations, making this group harder to “wow.” First - How to attract the young To create a workplace that attracts and retains X-ers and Y-ers:
These young employees’ commitment and loyalty are far more determined by their feelings than by rational and deductive thought. Engage them by investing in their development and creating an emotional bond. Young employees will stay if they feel valued and see room for advancement as well as opportunities to reach their personal goals. When high expectations are set for them, they deliver. When expectations are unclear, they flounder. We worked with one client to design an in-house learning program specifically targeted to Generations X and Y. The Boomer boss wanted stand-and-deliver and lecture-driven courses, but we helped him see that his younger staff needed experiential, just-in-time learning events where training is tied directly to an immediate learning need. This training also dealt with their specific challenges using interactive and fun methods. The boss wanted heavy content too, but X-ers and Y-ers are information age learners and don’t buy in to experts just because they stand at the front of the room and recite their credentials. They need externally referenced sources they can take away and validate themselves. By having us change its staff training model, the client dramatically improved the amount of learning transferred back into the workplace after the training and had more positive and supportive staff! The X Factor Generation X-ers seek recognition and are drawn to opportunities to learn and enjoy their work. Since X-ers value workplace environment and culture, employers should create a light and lively learning culture. Be honest and unafraid of conflict when providing feedback. X-ers seek responsibility: create a career ladder or promotion plan for them. X-ers love technology and toys; equip them with the latest office technology. They also work to live lives full of the best and the biggest; therefore give them perks that are personal. In return, expect a strong work ethic and an amazing ability to multi-task. X-ers will commit to you if they feel you have committed to them. Ask Y Generation Y employees are adaptable, innovative and efficient, so don’t be afraid to give them challenging projects. Motivate them by providing educational and personal skill-building; give them time to take online courses. But let Y-ers choose the courses because they don’t respond well to being told what’s good for them. They are also self-focused and demanding – they want to be asked their opinion and set their own work plans. They have a strong desire to fit in, so learn their personal and career goals, discuss how they fit with the company’s and then help them accomplish their goals. As a result, they will impress you with their energy and creativity. They will refer you to their friends and work with a fury. Are you sure you really want these employees if they are this much work? You may need them! Just remember they can, and will, weigh their options and compare your firm with other potential organizations. These employees are not just the future, they are your future. Engaging and motivating your young employees will create a culture and reputation that will attract and help you retain the best and brightest of Generations X, Y and beyond, ensuring your continued success in this changing time. Originally published in Canadian Consulting Engineers Magazine This article is based on a presentation given at this year's annual general meeting of Consulting Engineers of B.C..
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