Generations X & Y: Motivating and Engaging Young Employees
Generations X & Y: Motivating and Engaging Young Employees
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:
• Encourage goal-setting and create and pay for learning opportunities.
• These generations are mobile so if your organization has multiple offices,
advertise openings at each location.
• Encourage lateral moves within your firm so that employees are less likely to
become bored and leave. Help them have their “career changes” within your
organization.
• Create flexible jobs that parallel an employee’s development and lifestyle.
• Forget managing – coach! X-ers prosper with frequent guidance; Y-ers prefer the
freedom to be creative and like constructive feedback.
• Ensure leaders “walk the walk.” Young employees will not tolerate inauthentic
leadership. X-ers will leave under poor leadership; Y-ers will identify and
challenge inauthenticity, then leave.
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.
Generations X Y Motivating and Engaging Young Employees - To learn more about this author, visit Janet Dean's Website.
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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:
• Encourage goal-setting and create and pay for learning opportunities.
• These generations are mobile so if your organization has multiple offices,
advertise openings at each location.
• Encourage lateral moves within your firm so that employees are less likely to
become bored and leave. Help them have their “career changes” within your
organization.
• Create flexible jobs that parallel an employee’s development and lifestyle.
• Forget managing – coach! X-ers prosper with frequent guidance; Y-ers prefer the
freedom to be creative and like constructive feedback.
• Ensure leaders “walk the walk.” Young employees will not tolerate inauthentic
leadership. X-ers will leave under poor leadership; Y-ers will identify and
challenge inauthenticity, then leave.
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.
Generations X Y Motivating and Engaging Young Employees - To learn more about this author, visit Janet Dean's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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