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Generation Y, The Downturn and Your Business

Dr Graeme Codrington explains why Generation Y is different, and what you can do to get the most out of them, especially during a recession.

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The matric students of 2009 were born after Nelson Mandela was released and have done their entire schooling in the new South Africa. They are part of a group of young people known internationally as Generation Y. The oldest of this generation is already working for you, and they bring a very different attitude to the workplace. Why Generation Y is different, and what you can do to get the most out of them, especially during a recession?

It’s been 20 years since some of the most amazing moments of human history changed our world forever. In the first few months of 1989, students led a Chinese revolution, culminating in June’s iconic Tiananmen Square protests. In Iran, the Ayatollah’s funeral brought two million young Iranians to the streets on 6 June 1989. On 23 August 1989, two million people in Estonia, Latvia and Lithuania held hands across their countries to form a single human chain to protest Soviet occupation.

On 9 November that same year, the Berlin wall came down, and a few days later Prague experienced a “velvet revolution” as hundreds of thousands took to the streets. On Christmas day, 1989, the Romanian dictator, Nicolae Ceausescu was hanged outside his palace. The following day, Mikhail Gorbachev proclaimed perestroika and banned the communist party in Russia. And, on 11 February 1990, Nelson Mandela was released after 27 years in jail.

Eight months, and the entire world was changed – north, south, east and west. And today’s 20-something young people can’t remember any of it – for them, it’s just history. They’ve grown up in a new world, not just politically, but also technologically. Windows was released in 1992, the first SMS was sent from a cellphone in Finland in 1993, and Netscape Navigator was launched in 1994, quickly capturing 90% of the Internet browsing market.

And economically, they’ve never really experienced much of a downturn. The IT bust of March 2000, following the complete non-event of the Y2K bug (remember that?), now seems like a mere blip in what was an almost unbroken boom period through the 1990s to September 2008.

Generation Y: Freedom’s children

This quick history lesson is important context. Generational theory explains that people born during the same era are influenced, shaped and moulded by society’s reaction to world events. Today’s young people, sometimes called Generation Y, have grown up in a very different world, and have different values and attitudes. Understanding this will make it easier to identify what motivates and drives your younger employees and consumers and how you can influence them. It’s important to understand that they’re unlike any generation that has preceded them.

There is no consensus over the exact birth dates that define Generation Y. In America, and therefore in most mainstream media, they are normally defined as the young people born from 1978 to 2002. In South Africa, they’re generally regarded as the children who cannot remember apartheid, born from the late 1980s onwards. Either way, they’re your youngest employees and customers, and more of them are “coming soon to an office near you”.

Wake up call

We’re talking about a generation of people who have experienced very little adversity in their lives thus far. This is their first economic downturn, and most of them have been taken by surprise. I was speaking with a business owner recently, who had just realised that most of his young sales team had never actually sold anything. His industry had been growing so much over the past 10 years, with his products so easy to sell, that in all honesty, his “sales” team had been more of an order taking team; they had never needed to chase down sales or do cold calling.

As the recession hit, they needed to develop real selling skills. After a few difficult months, this business owner had done some hard-core sales training. He turned his young team around – from low morale, almost depressed, to thriving and excited about hunting for new leads and closing sales. These young people might exude confidence, but they’re actually new to the world of work, and might need a bit more handholding and training than they appear to.

Because this generation of young people grew up with digital technology, they expect everyone else to be as comfortable as they are using it. And because they grew up in a world filled with the optimism about change, they became fearless about the future. As a result, they may be somewhat lost in this time of economic recession. Because this generation has been extremely pampered and nurtured since they were toddlers, with every moment of their days filled with adult-led activities, they are both high-performance and high-maintenance, with a strong sense of self-worth.

In other words, if you’re prepared to put in some effort, they could be brilliant for you right now.

A different frame of mind

Leaders need to understand that a younger generation of staff and customers, who have never experienced a downturn, have different expectations of the workplace and will respond to the stress of the current environment in different ways to older people. Not just because they are younger, but also because they have a different set of generational values guiding their attitudes and behaviours. As frustrating as they might sometimes be, your business can benefit greatly from their outlook, energy and passion. But it will take dedicated leadership – and a mindset shift – to make it happen.

How to get more from the me generation

  • Communicate differently. Generation Y’ers prefer short and sharp emails to long-winded memos, they stay connected via social media, and they are comfortable using text messages for formal communication. Improve your use of digital communication, and don’t restrict their access to it.
  • Meetings and teams. Older staff may expect a phone call or face-to-face meetings on important topics, but younger workers prefer virtual problem solving. They want meetings to be short, to the point, and interactive – they don’t see the value of a meeting or presentation if all you do is speak at them; rather just send an email. They work best in teams when they have a specific and unique contribution in the team.
  • They need to know “why”. They are less likely to respond to the traditional command-and-control type of management still popular in many of today’s workplaces. They’ve grown up questioning parents and teachers – and they will question their managers, too. Unless they have been given a reason to do something, they won’t be inclined to do it. This is a critical issue in difficult times – it may seem obvious to management that the strategy presented to the team makes sense and is appropriate for the situation, but has the reason why it will work been explained?
  • Give them constant feedback. An annual review is insufficient – they want feedback at the end of every project, whether it’s a day, week or month-long event. They also want a personal mentor or coach.
  • Help them grow and they’ll stay. In a world where there is no job security, today’s young people are passionate about developing their CVs and ensuring their skills are current and honed. The recession might give them a reason to stay with you slightly longer than they anticipated, but don’t be complacent about staff turnover. As an upturn begins, they might be the first out of the door if you take them for granted now. It may be a paradox, but the more confident your people are that they could get another job somewhere else, the more likely they are to stay with you. Spend time developing them, and finding out why they work for you, really (tip: it’s not because they want to make you or your shareholders rich). Help them achieve their personal goals, and they’ll help you achieve yours.
  • They hate being bored or doing insignificant work. They need to be kept busy, and they need to know that the work they do makes a meaningful contribution. They’re multi-taskers and they don’t like to stay too long on any one assignment
  • They have very different priorities. Whereas older staff members generally see loyalty to the company as a given and don’t have to be asked to work overtime and put their employer first; younger employees are much more likely to prioritise family and personal commitments, especially when they know you’re unlikely to be paying bonuses this year. They also want to have fun at the workplace – this might be easiest to forget during tough times.

Entrepreneur Magazine is South Africa's top read business publication with the highest readership per month according to AMPS. The title has won seven major publishing excellence awards since it's launch in 2006. Entrepreneur Magazine is the "how-to" handbook for growing companies. Find us on Google+ here.

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Managing Staff

How To Listen To Your Employees Better So You Can Improve Your Business

Create ‘Hero relationships’ with your workers so you foster a team environment that helps fix mistakes and makes your business stronger.

Jeffrey Hayzlett

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Years ago, I was in a business where we were shipping product constantly to get things out on time: “Get the stuff out the door so we can make revenue and meet our quotas now.” With our Operational Excellence seemingly hanging in the balance, we did what we were told.

We forgot about our dedication to quality and our promise to do the best for our customers. We also forgot about what it was doing to our people, from the top of the organisation to the floor. Concerns about what was going on were acknowledged, but never pursued. Head down, pedal to the metal, nothing to see here.

We’ve all lost our way like this at some point. The question is, does anyone have the courage to speak up, and will anyone listen before it brings the culture and the company down? Our company culture had been good up to this point. We were a “Good Co.” But no one was listening to our people anymore. We were now “Bottom Liners,” and if we kept going, we would soon be sliding toward “Zero.”

Then we had a company meeting with the CEO, and I watched as the senior leaders turned on their people and told the CEO what they thought he wanted to hear. They spoke about how great things were going and how everyone was stepping up. That’s when one of our people – an hourly worker – had the courage to speak up. He said things weren’t great — that we were breaking our brand promise and cheating our customers:

“We’re not doing the right things, and we might be putting a product out that’s not quite ready or not checked for quality in packaging and shipping. Is that OK if I raise my hand and say, ‘No, that’s not acceptable’?”

Related: The Value Of Employee Growth

The senior leaders were shocked, and I wondered what the CEO was going to say. He had to be surprised, given this was the first he had heard of this. I wondered: Would he be willing to listen, really listen to what this person had to say? “Absolutely, that’s OK,” our CEO said, looking around the room at everyone but focusing hard on the leaders. “Does that mean we’re going to lose revenue and make customers unhappy short term? Yes. But we’re going to fix this. And in the end, we’ll get a better customer for any we lose, because we did the right thing.”

Our CEO was right. The company took a hit but recovered within the year to achieve record revenue and profits. And what if we hadn’t recovered? Well, at least it wouldn’t be because we failed to do the right thing and listened.

What can you do to listen? Start by doing what that hourly worker had the guts to do:

Speak up and ask questions. Get your butt out of your chair, walk over to a desk, and ask a question to someone’s face.

Not a demand, like, “Where’s the report I asked for?” or a yes/ no question. One that opens people up and requires a thoughtful answer – the more personal and less work-driven, the better. Anything that shows you care about their well-being. Maybe try to find out one thing you don’t know about them:

  • What did you do this weekend?
  • Who’s that in the picture on your desk?
  • Where do you like to eat dinner when you go out?

Then listen to the answer and ask at least two more follow-up questions before saying anything about you. This is what’s called “active listening.” But it only works if you stop thinking about yourself and genuinely care about others – and let them ask questions of you, too.

A big part of listening is asking questions to understand. You want your people to do that, so you need to model this behaviour, which is why I’m always happy for my people to ask good, thoughtful questions when we launch a new program so they can execute better.

Related: Dealing With Employee Misconduct

The more you do that, the more you not only show your people you care but also connect and begin to form real relationships with them. When an employee feels that connection, it makes them want to work harder to serve you and deliver better results. By listening to others, you also learn to put yourself in the other person’s shoes to ask bigger and more important questions, like:

  • What does this potential customer want?
  • How can I help my boss do more?
  • What is the other party in our joint venture or partnership trying to accomplish?

Of course, questioning can cross a line. Leaders can never tolerate questions designed to undermine authority, prove what they don’t know, or make excuses. I’m intolerant when my people keep questioning why the company is doing what we’re doing and attacking it, as if I didn’t consider all sides before making the decision. Any question like that sounds like it’s really saying, “Jeff, you know that makes you an idiot, right?” is the worst kind of entitlement: Thinking you know better.

This article was originally posted here on Entrepreneur.com.

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Managing Staff

How To Make Your Team Feel Safe Bringing You Problems

Advertising an ‘open door’ isn’t enough.Team members need to truly believe that you’ll hear them out and take action.

Liz Kislik

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Plenty of leaders say they offer an “open door policy” to encourage employees to bring them problems or concerns. Many of these leaders also ask that employees voicing concerns come prepared with solutions in order to take responsibility for the problem rather than just “dump” or “vent.”

But employees in those scenarios may get the idea that it’s unacceptable to raise problems in the business if they don’t know how to fix them. In fact, in a study of a phenomenon  they dubbed “employee silence,” professors from New York University’s Stern School of Business demonstrated that 85 percent of their respondents felt they couldn’t raise important issues to their management at all.

Is this happening at your company? If you’re not regularly hearing about your team members’ challenges and frustrations, you can’t conclude that all is well: In fact, you might be missing out on vital information that could help you make crucial decisions about your business. You might also end up losing employees who would otherwise be able to make significant contributions.

The good news is that there are ways to reduce these risks. Try the following techniques to encourage employees to speak their minds and feel confident that you’ll take their comments into account.

Tell them why you need to hear from them as a matter of business

Emphasise that your openness isn’t because you’re nice or merely want to placate them. Instead, explain that you recognise the downside of not understanding employees’ opinions or acknowledging the risks of having a disengaged workforce, i.e., high turnover.

Research backs up this concern: A Harvard Business Review study by James R. Detert and Ethan R. Burris found that”

“When employees can voice their concerns freely, organisations see increased retention and stronger performance.”

Teach employees to use code words

These will signal to you when they’re coming in with an important matter and want you to hear them out. For example, many of my clients now tell one other to “put their seatbelts on” to signal that they need to have a tough conversation and want to cue the other party that it’s important to keep cool and maintain an open mind on the issue.

Research from Fierce Conversations and Quantum Workplace found that although about half of employees studied didn’t speak up regularly, the employees who always or almost always “speak their minds reported being more engaged at work than those who said they never or almost never did so.”

A mutually agreed-on process for ensuring attentiveness goes a long way toward helping employees speak up.

Go and seek them out

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If you haven’t heard from crucial individuals for a while, or you suspect there’s an issue brewing no one has talked to you about, create the forum for a discussion yourself.

This doesn’t have to mean summoning people to your office. One of the CEOs I work with says, “I don’t know what I don’t know,” and periodically walks the floor, chatting with everyone and lingering longer and probing more deeply with influencers and opinion leaders to learn what’s really going on.

Show that you act on their input

Refer to times when you took someone’s opinion and were able to improve a situation. Be explicit, so that the participants and other employees can tell you mean it. You could say something like, “Once Sally told me what was going on, it got me thinking. So I reevaluated that supplier’s performance, and asked them to improve their level of service. Now we’ve got a better deal.”

Use a meeting and report structure

One of my clients was slow about taking action on employee concerns. As a result, her employees stopped informing her of problems altogether, and instead ratcheted up the conflict among themselves.

This outcome matched the findings of the Journal of Business Ethics study, When Employees Stop Talking and Start Fighting, whose authors wrote that:

“Negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be … given by managers who do not have the intention to actually consider employee input.”

To correct the problem, this leader started holding weekly meetings to ask employees what was new or bothersome and to make public lists of the issues that needed attention.

Create an advisory group or process

Another of my clients knew he wasn’t hearing enough candid feedback from his team. He created an advisory council that collected concerns from the entire group and met with the leader quarterly to share them. This felt less risky personally to the individual employees and helped create a consistent feedback loop.

Overall, employees may always have some nervousness about raising tough topics to their leaders. But if you take the time and trouble to make clear that you care about their feedback and intend to take it seriously, they’ll be much more likely to share their concerns and deepen their commitment to you and the company.

This article was originally posted here on Entrepreneur.com.

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Managing Staff

Reduce Turnover Of Hourly Workers With These 7 Tips

Employee turnover can be costly for businesses that rely on hourly workers.

Desmond Lim

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Hourly workers play a significant role in today’s economy – from running operations at restaurants, to transporting goods from one place to another, to getting people to their destinations. Companies from Amazon, Uber and Instacart to local retail, food and logistics businesses are raising wages and offering better benefits in order to attract and retain hourly workers. At the same time, the demand for hourly workers has increased significantly, as the number of job openings in the United States has exceeded the number of job seekers.

At the same time, companies face the challenge of high turnover of hourly workers for their businesses. In a survey of 1,200 hourly workers by FSG and Hart Research Associates, the majority of respondents wanted to leave their current positions within less than 12 months. The average cost of a turnover in the company includes the cost of interviewing and screening, the cost of on-boarding, cost of training and lost productivity and engagement of current employees, which can be significant.

Therefore, it is important for business owners and entrepreneurs to recognise the importance of engaging hourly workers, to reduce turnover and to increase productivity. Therefore, in this publication, I hope to offer some tips to reduce the turnover of hourly workers for your business.

1. Start with a great onboarding process

Onboarding is a prime opportunity for employers to win the hearts and minds of new employees. It is important to have a well-structured onboarding process to provide employees with the information to succeed in their work, and to also integrate them into the culture of the company. The few weeks before employees start and after employees join is the best time to engage with new hourly workers, as they are most receptive to new structure, processes and ideas.

As an employer, it is important to come up with a well-structure onboarding process to share the values, mission and processes of the company and to ensure that each manager reinforces them. Hourly workers who experienced a robust onboarding process are more likely to stay with the company for a longer period of time and also exhibit higher productivity.

Related: HR Management Basics For The Small Business

2. Offer professional development opportunities

Many hourly workers may only have finished high school or community colleges and are often eager to learn new skills, obtain new knowledge and broaden their horizons. One example is Starbucks’ College Achievement Plan, which was introduced in June 2014 in partnership with Arizona State University, to create an opportunity for all eligible employees in United States to earn their bachelor’s degree with full tuition covered.

On a smaller scale, local businesses can offer mentoring sessions with managers, or provide opportunities for hourly workers to go to community classes on sales, marketing or communication skills. They could also turn to online courses such as Coursera or Khan Academy, where employees will be able to access resources from leading universities at minimal or no cost.

3. Offer flexibility in work scheduling

uber

With the growth of on-demand companies like Uber, DoorDash, Instacart and more, it has become increasingly important for companies to be able to offer the flexibility that the gig economy presents. Uber drivers are able to have complete flexibility in their schedule with a few clicks on the mobile app, and hence the trend has evolved that employees value their control over their time allocation. Therefore, business owners and entrepreneurs should adopt scheduling software to increase efficiency and allow employees to readily select the time slots that may best fit their weekly schedule, increasing loyalty and engagement.

4. Work toward inclusion, not just diversity

Hourly workers come from many different backgrounds and having a more inclusive work environment and hiring for a more diverse team will benefit the company significantly. In order to attract more talent and reduce turnover, it is important to work toward both inclusion and diversity to better engage hourly workers.

One of the leaders in this is Gap, which created a program called “This Way Ahead,” which helps younger workers who face employment challenges. Coming up with programs and career initiatives focused on a wider range of people is also an effective talent strategy for companies as different demographics of workers may have lower turnover rate, and hence be a better source of talent pipeline.

Related: An Excellence Approach To Nurture Star Performers

5. Communicate with your team by having periodic check-ins

It is important for managers and owners to have periodic check-ins with their employees of all levels and backgrounds. Hourly workers increasingly seek engagement and having a clear line of communication is essential. Many hourly workers are not satisfied with their work because they do not feel supported or recognised in their workplace. In a Randstad report, 27 percent of employees surveyed said that a lack of recognition is what causes they to leave the company. The more engaged workers are, the more committed they will, in turn reducing the turnover of hourly workers for companies.

6. Provide a clear path to progression and promotion

Local businesses should have an employee of the month in place to increase competition, to motivate employees and to reward the ones who excel. Hourly workers want to have a clear path to progression and promotion, and there should be a clear career road map. In the case of a restaurant, hourly workers should have the opportunity to progress from a server, to team lead, to manager and to other functions within the company.

Employers can further break down the different role hierarchies to allow more space for employees to progress in their work. Companies can also tie annual bonuses to the performance of employees, and incentive schemes like this can greatly motivate hourly workers.

High turnover for a business is detrimental and can significantly impact the morale, productivity and operations of any company. As the competition for good hourly workers increases, it has become ever more important for companies to focus on increasing engagement for their entry-level workers, to further motivate them and to reduce the turnover for workers. Companies need to take a more structured approach to communicating with entry-level workers, to better onboard them and to better reward them. Lower turnover will lead to a higher output for businesses, and benefits created from reducing turnover will surely outweigh the costs and resources allocated to it.

This article was originally posted here on Entrepreneur.com.

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