HR Professionals Learn to Manage Group as Large as the Boomers
By: Dawn Anfuso
Feb. 14, 2001 (SmartPros) — First there were Baby Boomers, 76 million people born between 1946 and 1964. They comprised working America — until 1982 when the next generation of folks, generation X’ers, started trickling in.
The X’ers were a different breed than the boomers, having grown up in the post-job-security, post-pension-security era and hailing disproportionately from broken or two-working-parent homes. They seemed disloyal and distrustful to their Boomer managers at first, until their bosses learned what motivated them (challenge and the opportunity to work with the latest technology, for example) and came to appreciate their talents and entrepreneurial spirits.
But just when Corporate America has adjusted for this group, along comes a new generation to contend with. Nicknamed Generation Y (for following Generation X), the Millennials and the Echo Generation (signifying that this is the echo from the first baby boom), this group is estimated to be as large as, if not larger, than the Boomer generation. “Like the baby boom before them, their huge numbers will profoundly influence markets, attitudes and society,” said Susan Mitchell, an independent demographics expert and author in Clinton, Miss.
Although different statistical organizations lump the years of this generation differently, Generation Y for sure includes those born between 1978 and 1984, making the oldest Y’ers 22.
Traits of Generation Y
Certainly, the kids and young adults that make up this group are as different from one another as they are from other generations, but there are commonalities just as there are within Boomers and X’ers.
Certainly, the kids and young adults that make up this group are as different from one another as they are from other generations, but there are commonalities just as there are within Boomers and X’ers.
For the most part, Generation Y’ers do not differ all that much from Generation X’ers. “Like their older siblings (those in Generation X), the best Y’ers are independent and techno-savvy,” said Dr. Carolyn Martin, an analyst with New Haven, Conn.-based Rainmakerthinking Inc. and the foremost Generation Y expert. “They are entrepreneurial thinkers who relish responsibility, demand immediate feedback and expect a sense of accomplishment hourly. They thrive on challenging work and creative expression, love freedom and flexibility and hate micromanagement.
“And like X’ers, the Y’ers are a “latch key” generation. With America’s high divorce rate and dual-income families, they were left to their own devices and taught to take care of themselves. Consequently, many hold a self-confident of-course-I-can-fend-for-myself attitude.”
Interestingly, however, according to Dick Bristol, retail support manager for Ace Hardware Retail Support Center in Rocklin, Calif. who employs approximately 100 18-to 22-year-olds, many Y’ers tend to still live at home. “In my generation, most of us got out at 18,” he said.
Living at home enables them to have more disposable income, something Bristol said is a key motivator to this group. “They work to live,” he said, adding that despite the fact that overtime means more money to them, they despise it. “They are motivated by their ability to enjoy their free time,” he said.
This is partly due to the fact that this group grew up in the wake of corporate downsizing and layoffs. “They won’t be lured by promises of climbing ladders, paying dues and cashing out at retirement,” Martin said.
Bristol confirms that his young workers aren’t interested at all in the company’s 401(k) plan. Of course, it is also partly due to the fact that they are, for the most part, still just kids. “They aren’t that different from 18- to 22-year-olds 10 years ago,” said Bristol, “except that they’re more technologically advanced.”
Indeed, it is probably their comfort with technology that sets this group most apart from the generations before them. This is the first generation to have grown up with the computer, the Internet, cell phones and pagers as part of their everyday lifestyles. Because of this, Martin said that this group doesn’t just want to use technology, they want to create with it.
For example, she said 36 percent of college students have created their own Web sites or home pages, and are continually customizing how they gather and share information. “They have high expectations of technology, and when it doesn’t measure up, they get impatient,” she added.
Bristol said that the ability to work with the latest and greatest technology does seem to be another motivator for this group. “We’re in the process of obtaining wrist scanners for filling orders and they can’t wait for this new technology,” he said.
Managing Generation Y
Based on the traits of this group, Martin suggests several measures for managing them:
Based on the traits of this group, Martin suggests several measures for managing them:
- Ensure the technology you are using is up to date and competitive with other businesses in your industry. And prepare yourself and your workforce to utilize the skills of young workers who may know more about technology than you. You might want to create a “Rent-a-Tech” program and engage the young techno-wizards to train people of all ages how to use technology. Challenge them to help your organization come up with technological solutions to everyday problems like scheduling or inventory.
- Develop just-in-time systems that meet their live-for-today attitudes. You will need to become an expert delegator who gets teams up and running quickly with specific goals, parameters and deadlines. You will need to customize training programs so young contributors can quickly prepare to tackle each new task. You will need to master coaching skills to keep these workers focused and motivated. You will need to create an incentive program that rewards them often for their performance. And you will need to challenge the obsolete policies that hold young talent back from forging ahead in your organization.
- Since Baby Boomers may have Gen Y’ers at home, it is important for them not to play the parental role with them at work. Be careful not to treat them as interns or teenagers, but as colleagues who have talent to add to the workplace.
- Take the time to build relationships with each one. One size fits all is out; customization is in. Be flexible enough to customize career paths, training, work assignments and projects. Make building relationships with Gen Y’ers as much a managerial imperative as accomplishing results. Listen to them, and show them you genuinely care about their success in your organization as well as care about them as people.
Most of all, treat them with respect, as you would with any employee. “They do not want to be dealt a bunch of bull,” said Bristol. “Be frank with them, tell them straight what is going on.”
Do these things and you will find, as Bristol has, that they are a great group to work with. “I enjoy them,” he said. “They keep me on my toes.” Which is where HR should be kept, anyway.
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