GenX and GenY: Retaining Them Requires Fun (Wendy Samson and Curt Swenson, 2016
Do you have a fast-paced, technologically up-to-date environment? Are you able to recruit – and more importantly retain the younger generations? GenX and GenY thrive on an environment that is exciting and filled with new challenging projects. They operate best in organizations that are learning to be more flexible. They do meetings by e-mail and conference calls. According to articles written by both Bianchi (2014) and McKee (2015), the younger generations are so tech-minded that organizations must ask themselves some of the following hard questions in order to involve and keep younger employees.
Do we have a place for them to learn?
- Younger generations will respond to opportunities to be involved in an organization that will advance their careers. The Digital Babies, Generation Y, have patience with training if there is a payoff at the end. The generations that grew up with video games learned that if you put in the hours and master the game, you will be rewarded by moving up to the next level and being placed on the high scorers list. What you put in determines what you get, and what you get is worth the effort you put in.
Do we communicate clearly, using a Gen-X and Gen-Y language?
- Communication is an issue that baffles some boomers. They throw up their hands when they try to communicate what they consider ordinary ideas to X-ers. For example, when a boomer says to a boomer, “This needs to be done,” both understand that it’s an order, but nicely put. Likewise, when a boomer says to a boomer, “Would you mind?” the anticipated answer is, “No, of course not.” However, when a boomer says to a X-er, “This needs to be done,” the X-er hears an observation, not an order. Boomers are astounded when they ask an X-er, “Would you mind?” and he/she states quite frankly why he/she would!
- Gen X-ers interpret literally. They respond to “non-direct” communication as “non-direct”. Gen X-ers love to communicate by e-mail, but boomers make the mistake of communicating “orders” by e-mail. The Gen-X employee does not respond to this message, “Our membership has gone down 5% in the past year. Would you please call the following ten members to see if you can get them to renew their membership?” The Gen-X board member did not sign up to receive commands from their team leader. They signed up to be empowered to make decisions and will act on those decisions. The Gen-X board member will respond to an e-mail that says, “Our membership has gone down 5% in the past year. Let’s look for ways to increase our membership next year. Please send me some ideas that you have seen work or think will work for us.”
Is our management style more laid back?
- The Gen X-ers seem to have a more laid back approach to management than the Boomers or Radio Babies. For Gen-X, it’s the results that count, not whether one spends 40 hours in the office. Job sharing, flexible hours, and telecommuting are options that X-ers are likely to seek out and support. They have one plea – don’t say, “We’ve always done it this way” to them. Think “options.
Is our system of change management 20th Century, or 21st Century?
- A quick look at the generations demonstrates that the Baby Boomers and Generation X are the most likely to resist any change decisions that come from the top.
- The Radio Babies Generation won World War II with a gigantic military organization. They trust the chain of command hierarchical systems to decide what changes to make.The TV Babies–Boomers do not trust hierarchical systems. These children of the ’60s were taught to challenge the systems.
- The Computer Babies — Gen X-ers value competence in the leader who decided to make change. X-ers do not go along with a change simply because the board or a supervisor decided it.
- The bottom line to decision making is process. Both Boomers and Gen X-ers want to own the decisions and the decision making process; however, they approach their decision making process very differently. X-ers don’t want to spend a lot of time discussing problems and brainstorming solutions. Boomers were trained in the old system of project management where they analyzed the problem, tested solutions, and developed plans. Gen-X has computer programs to do all this. They just want to see a need and design a way to fill it. More often they don’t want to spend a lot of time discussing it, or working out a strategic plan; they want to just go out and do it. And if they can do it all by e-mail, instead of a meeting, that is all the better.
Is our organization flexible so that one size doesn’t fit all when it comes to making decisions?
- As you’re developing options in your organization, consider ways to tailor them to the four generations. Gen-Xers are interested in concierge services and flextime; Boomers are likely to be more interested in long-term care insurance and sabbaticals.
Are we ready for Gen-Y?
- A new generation entering the organization: The Digital Babies – or Generation Y. The first read on this generation is that they are like their great-grandparents—the Radio Babies and often say, “We’re not whiners like Generation X – we’re doers.” And “So the world needs some changes…we’re up to the task.” This is a technologically talented generation that’s ready and eager to make its mark. It will be interesting to see if they live up to their reputation.
Are we fun?
The younger generation will respond to a workplace culture that looks like, feels like, and acts like the following:
- Fun
- Win/win
- EfficientTechnologically up-to-date
- Fun
- Team based
- A place to learn
- Fun
- Empowered—a high level of freedom
- Cut-to-the-chase decision making
- Flexible—not one size fits all
- Fun
What are some strategies?
- Establish project-driven relationships, not “huggy-feely” relationships with them.
- Recruit younger employees to work on teams with dynamic leaders who will act as mentors, care about them, and demand high performance.
- Stay in touch, offering constant very specific feedback.
- Never micromanage.
- Let them be creative and do things their way.
- Listen to them express their opinion.
- Value their new ideas.
- Be specific about the end results of the project they are working on. Be sure they understand that you are depending on them to meet the deadlines. Establish certain checkpoints during the course of the project.
- Empower younger employees to work at their pace, making their own day-to-day decisions, mistakes and creative solutions. Let them know that you are holding them responsible for the end result.
- Encourage questions and be generous in sharing information about the organization and the project.
- Train younger workers on skills and competencies that not only help your organization but also are something that interest them. They love win/win contractual relationships. They love to win and be rewarded for the effort that they put in.
Sources:
Bianchi, M. (2014) Generational difference in volunteer leadership. Article written for The AMG Advisor, amg-inc.com.
McKee, T. (2015). Recruiting and managing the younger volunteers. Article written for
Volunteer power.com
Wilson, L. B., & Steele, J. (2002). Marketing volunteer opportunities to baby boomers: A blue print from the field. College Park, MD: Center on Aging, University of Maryland.