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Establishing a Personal Connection with Gen Y
Written by Buddy Hobart on August 31st, 2009
You know communication with your Gen Y employees is critical. They want to know what is happening in your organization and to give you their input. More important, they want to know how they’re doing. Performance management through one-on-ones is absolutely essential with Gen Y. Gen Y needs and wants feedback.
Establishing a personal connection is also important. Do you have to make your world revolve around Gen Y? Spend hours figuring out how to entertain them? Be at their beck and call for input? Consult them before you make any decisions? No! Pick one or two things to do to develop a connection. They do not have to be expensive or time-consuming. Sometimes the smallest gestures have the biggest impact. But you must communicate and you must connect with them personally.
Give Gen Y Meaningful Work
Written by Buddy Hobart on August 28th, 2009
Just as changing jobs is no problem for Gen Y, neither is being out of work. They’d often rather wait for the right job than take one that has no interest for them. Gen Y also often has the option of working part time, consulting, or even doing work for their parents. They know that in the long-run taking a year out to travel, or even to loaf, will make no difference for their futures.
As already mentioned, Gen Y can be slackers when they are given meaningless work. They know that some dull work has to be done, and they are willing to do it – as long as it is connected to a worthwhile goal. Gen Y is capable of creating their own meaningful work, but you’ll be better off helping them do it, so that your work will be in the mix. Lay out the options and ask Gen Y if they’d be interested in trying various tasks. You can do this during the job interviews. They’ll tell you what they do and don’t want to do, and their choices will often surprise you.
With Gen Y, Words Matter
Written by Buddy Hobart on August 26th, 2009
In Gen Y Now, we discussed how ‘words matter’ and used a reference to a ‘Jethro Bodine’ cereal bowl. This weekend I experienced a similar and humorous situation.
While furniture shopping, my wife and I were looking for a chair with an ottoman. Our sales person was a Gen Y’er, and we discovered, studied interior design. She seemed to be very knowledgeable and was also very professional.
As we were describing what we wanted, my wife mentioned that when she came home from work she did not want to be “Rob Petrie” (referring to the opening of the old Dick Van Dyke Show when he tripped over the ottoman). I immediately knew what she meant, and also immediately knew our sales person DID NOT understand the reference. I probably should have clarified it, but I thought it would be a fun and harmless experiment.
For the next fifteen minutes we were shown very large pieces that simply would not fit our space. Then we CLARIFIED our need by providing more information versus an obscure old TV reference. We were then led directly to the perfect piece of furniture.
After we finalized our purchase I asked the sales person about the Rob Petrie reference and if she understood. She admitted she did not. I realized that since she had no point of reference, she could not even formulate a good follow up question in order to better clarify our needs. If we had been more specific she could have been more productive.
I left the store wondering how often I do that at work without even realizing it. Can I improve my communications so folks can be more productive? Without the proper frame of reference folks can not even ask good follow up questions.
There were two things I got from that furniture store….a very nice new ottoman, and a good lesson on communication.
Misconceptions about Gen Y (Pt. 2): Implementing Performance Management Basics That Benefit All Employees
Written by Buddy Hobart on August 24th, 2009
The other day I wrote about a client who said he would never build a “playground” in order to attract new workers. He was referring to holding games and social events in order to attract Gen Y. A common misunderstanding about managing Gen Y is that you have to hold these types of activities in order to attract and keep younger workers at your company.
In the book we talk about the fact that Gen Y is only asking for what every one wants, nothing more. The fact is, we Baby Boomers, and by extension Gen X, have learned to live without some performance management basics. Gen Y will not live without these basics, at least not for long.
Business leaders should ask themselves two simple questions before implementing any new program…”How will ALL of our employees feel about this program? And, will all of our employees benefit and appreciate this change?”
My advice is to look at things like:
- How can we provide more real time feedback to our employees?
- How can I be more accessible to my team without becoming unproductive?
- Am I (and is the organization) showing the proper respect to our new workforce (and to all workers)?
- Are we letting our folks know where they stand on projects and performance in a timely way?
- Are we still stuck on meaningless annual appraisals (that are really every 15-18 months)?
- Have we implemented a one on one process?
Implementing a REAL performance management system will go much farther than having “Pizza Day” or “Dress Down Friday”. Most of us like pizza, a free lunch and to wear jeans every once in awhile. These things do not bring about lasting change. They are nice and you should do it on occasion. However, if you want lasting change your ENTIRE workforce will embrace, look at improving your performance management systems and processes.
There is no need to build a playground.
Misconceptions about Gen Y Management
Written by Buddy Hobart on August 21st, 2009
Is it me or do we as humans like to be angry and frustrated? Excuse my rant, but for the past year or two I have come to realize that most media outlets are constantly pushing negative stories and trying to drum up controversy. If the listening/reading public did not like controversy then I guess the media would produce different stories. But, since negative sells, we are stuck with the negative. All of this brings me to my Gen Y point.
Last week I was meeting with one of our senior consultants who just completed a corporate strategic plan for a client. He was saying how negative our client is toward the “expect it all without working for it” generation (or Gen Y). Our client is tired of hearing about how he has to have volley ball teams, softball tournaments and ice cream socials just to get the new employees to even WANT to work there. He does not hold Gen Y in high regard.
When we asked him about his softball, volley ball and ice cream social experiences, he told us he hasn’t done any of that and has no intention of implementing that kind of “playground” work place. We then asked why did he use these examples and why does he believe it is critical to create a “play ground” in order to attract new talent. His response…….it is all he has read about regarding Gen Y! He has not ACTUALLY HAD THE EXPERIENCE, he has just read about it.
Just read about it…..negative and frustrating. That is what seems to sell. Why aren’t there more articles about the volunteerism of Gen Y, or their advances degrees, or their work ethic (which when channeled I believe is superior to The Boomers)?
I think it is sad that positive doesn’t sell, so we are left with not only negative images of Gen Y, but untrue negative images as well.
How to Get Gen Y “Plugged In”
Written by Buddy Hobart on August 19th, 2009
We have been receiving several messages from folks who have read the book and have begun to apply the Gen Y Now strategies. The following is a sample of a reader’s experience.
“After reading the book I found it to relate very well to what I’ve experienced thus far in managing/leading this generation. As a matter of fact, it was the impetus for taking our newest hire to lunch on Friday. Not surprisingly, her simple request was to ask me what our organizational objectives were going forward such that she could plug into that concept. I further found out her interest in data mining for marketing purposes (not her current role in the organization) and I indicated that it would fit well with our next initiative as she frees up some time with her primary role. Even more amazing, we found out we each have Italian heritage and relatives that settled in the same coal mining town at the turn of the century.”
My bet is these two folks now have a greater understanding of each others vision, will work harder for each other to achieve the visions, and they have a personal bond that will connect them for some time to come. That sounds like a plugged in employee and one that will give her all to the cause.
Performance Management: Is it “All or Nothing”?
Written by Buddy Hobart on August 17th, 2009
The other day I had a client ask about my comment regarding improving their organizations performance management system. They had some specific heartburn around my comment that they need to be more accessible. They felt that being more accessible would cut into their productivity and that people would take advantage of their time. After some conversation we realized she, and her organization, really had an “all or nothing” attitude. In other words, if they truly had an open door policy, then they were available 100% of the time.
While it is true that time is a finite resource, it is also true that how we INVEST out time is critical. We had our client talk to her managers and discuss these two points.
1. Do you believe “being flexible” shows a lack of discipline?
2. Do you believe that being accessible will cause you lost productivity?
We then asked her and her team to track, for one week, the amount of time they spent fixing issues due to miscommunications, lack of clarity, missed hand offs, etc. What we found was astounding. An enormous amount of time was wasted, not only by her and the team, but by all of the employees due to rework, etc.
For the next week we had her team be TRULY accessible to the employees. Their job was to offer clarification and guidance on a REAL TIME basis. We wanted them to have the opportunity to offer input while the project was moving forward, versus after completion.
The final result…..her team spent nearly 30% LESS overall time than before. Also, we did a quick survey of the employee before and after our experiment. There was a measurable positive shift in attitude and morale. Folks appreciated receiving course corrections DURING the journey, and not finding out they arrived in the wrong place after an unproductive trip!!
One final comment, our client’s workforce is mostly Baby Boomers and Gen X, with only about 25% Gen Y. Our survey did not show any difference between the groups…everyone appreciated it equally. Conclusion…..Gen Y demands what everyone wants. There is no need to treat them “special”. A good performance management process for everyone is special enough.
8 Points to Consider When Crafting Your Gen Y Strategy
Written by Buddy Hobart on August 14th, 2009
There are many news outlets and economists who are saying the recession may be over. The challenging part of this prediction is that we won’t know for some time since recessions are not like a light switch that is either on or off. We now know we were in a recession as early as 12/07. It takes a bit of time for all of the evidence to be examined.
If we are, in fact, out of the recession, Gen Y will start to enter the workforce in record numbers. It is CRITICAL for businesses to be ready. Just like a recession, sometimes it is too late once all of the evidence is available. Businesses that have proactively put a Gen Y strategy in place will have access to the best and brightest.
Here are 8 points to consider:
1. Focus on your Gen Y recruiting and retention strategy IMMEDIATELY. Do not wait until you need to hire a number of new folks. Then it will be too late.
2. Get aggressive for talent. While there may be thousands of Gen Y’ers available, the best and the brightest will be snapped up quickly.
3. Make sure you have trained your experienced folks to be mentors for Gen Y. They are looking for leadership, and will be drawn to organizations who have a mentoring program in place.
4. Gen Y has learned a great deal from the recent recession. The current economy has taught them some valuable lessons about money and career, make sure you can help build on these lessons.
5. Make sure your “short timers” are on board. Just because they may not be working with Gen Y for the next 30 years, they should not be allowed to drive your talent out the door over the next 30 months.
6. Many folks have been humbled in these tough economic times. Do not allow your employees to take an “I told you so” attitude with your new folks. Once jobs are plentiful again, Gen Y will be as likely to leave a poor workplace as they were in November 07.
7. The recovery will be built upon a labor force who has 30 years left, not 30 months. Make sure your culture can support both and does not just support the folks who will not be here in the long term.
8. Gen Y will be looking at how you are loyal (or not) to your current employees, therefore it is critical to support BOTH ends of the tenure curve. Gen Y can be extremely loyal to those organizations who also display loyalty.
Recession Presents “Teachable Moment” for Gen Y
Written by Buddy Hobart on August 12th, 2009
It is my deep belief that Gen Y looks to Gen X and Baby Boomers for leadership and guidance. One need to look no further than the mountain of evidence that shows how Gen Y looks to their parents and extended family for advice on life decisions. The research shows Gen Y does this to a FAR GREATER extent than any previous generation.
That brings me to the current “teachable moment”. I think the current economic/employment situation is a perfect opportunity to help mentor and lead Gen Y. While I do not believe Gen Y expects everything for nothing, the reality is that Gen Y grew up in one of the most prosperous times in world history. Gen Y did become used to having certain things (and taking it for granted) that previous generations would have considered a MAJOR luxury. This expectation, I believe, can be misconstrued as entitlement.
I think about some conversations my Dad had with me as a kid. He thought we were really LAZY for wanting to put a second (rotary dial, I might add) phone on our THIRD floor. He could remember, and lived quite nicely thank you very much, when the phone wasn’t even in the house. How could his kids have become so soft!? Or there was the conversation we had about the possibility of having a stereo in our room, or a television. To him those were extreme luxuries, since he was a child of the depression. We were in no way ENTITLED to any of that. However, he did consent that if we EARNED it, we could buy it. (we did get the stereo and TV, but we never did get the extra phone!!) He taught us some valuable lessons with his wise guidance.
The same holds true today. Even the most prejudiced boomer against Gen Y I have ever met will at least admit that Gen Y does learn new things and is an aware group. You can believe Gen Y is AWARE of the current economic/employment challenges. As a leader, this is a great opportunity to teach Gen Y some business/economic realities. Leaders can show Gen Y how tough choices are made and that certain things previous generations of employees took for granted will no longer be provided (think 401k matches, travel budgets, 100% medical, etc). Leaders should not just announce changes, but take the time to follow a reasonable change management process. Explanation is required AND it helps educate the employees.
Taking the time to communicate and to lead will help Gen Y realize that some things they might have taken for granted are REALLY luxuries. They are no more ENTITLED to these things than I was to have a stereo in my bedroom. Gen Y will get it…..they will understand, just as we did. EVERYTHING is earned and no one is ENTITLED to even the basics, let alone luxuries. Now is the time for leaders to apply the lessons of their youth (which we learned from our parents) and use this opportunity to mentor Gen Y.
Volunteerism and Work is not a Zero Sum Game
Written by Buddy Hobart on August 10th, 2009
The USA Today recently ran an article discussing the growth of volunteerism in America in 2008. Overall, more than 1 million more people volunteered in 2008 than in 2007. This increase represents a 2% overall increase.
In the 16-24 young adult category (Gen Y), the increase is over 5.7%! This latest data would seem to support the research in Gen Y Now that young Americans give their time to charity causes at a higher rate than any previous generation. If Gen Y were lazy or slackers, why would they be giving away their time and talent? Also, it has been my experience that donated time is hard work…the ‘heavy lifting’ for non-profit organizations. There is nothing easy about it. Slackers need not apply.
I think Gen Y gives their time because they know their efforts MATTER. Gen Y also knows that they can learn valuable skills as they contribute to a cause larger than themselves.
In order for business to maximize their Gen Y talent, these two components must be present in the job. Gen Y is asking ‘how do my efforts make a difference’ and ‘how can I continue to learn and grow’. If the workplace is answering these 2 issues, then Gen Y will be fully engaged at work.
Finally, I STRONGLY believe that if Gen Y is fully engaged at work they WILL NOT reduce their rate of volunteerism. Gen Y will not divert their time from non-profit causes to work projects. It is not a zero sum game. Gen Y will ADD to their schedule, not trade one for the other. At that point, Gen Y will feel fulfilled on both fronts. What could be better than that?