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Wednesday, December 26, 2007

Topic: Motivating Young Workers

Reference: Gannon, Joyce. “Study finds Gen Y workers are less likely to be happy on the job.” Pittsburgh Post-Gazette. Http://www.post-gazette.com/pg/07351/841816-28.stm. December 1, 2007.

It has occurred to me that managing employees these days is increasingly a higher maintenance operation. Managing diversity, different age groups, skill sets, and expectations is an inexact science and depending on the business environment a real challenge to leadership. This is particularly true in environments where the financial incentives are limited, or the job classifications are widely banded, making rewards more difficult to administer. As a C-level executive you are no longer able to generalize rewards, rely solely on objective criteria, or to lead strictly through your direct reports.

Wednesday, December 26, 2007   

Topic: Motivating Young Workers

Reference: Gannon, Joyce. “Study finds Gen Y workers are less likely to be happy on the job.” Pittsburgh Post-Gazette. Http://www.post-gazette.com/pg/07351/841816-28.stm. December 1, 2007.

It has occurred to me that managing employees these days is increasingly a higher maintenance operation. Managing diversity, different age groups, skill sets, and expectations is an inexact science and depending on the business environment a real challenge to leadership. This is particularly true in environments where the financial incentives are limited, or the job classifications are widely banded, making rewards more difficult to administer. As a C-level executive you are no longer able to generalize rewards, rely solely on objective criteria, or to lead strictly through your direct reports. You have to be much more vested in the people within your operation, know the relative strengths and weaknesses of the specific individuals, and game plan according to specific desired results and outputs. This approach calls for non-traditional skill sets, problem solving capability, and time on task. In the referenced article the commentator echoes this sentiment by describing a recent study by Leadership IQ in which younger workers posted more job dissatisfaction where their bosses don’t provide them with enough job performance recognition. “Younger workers, those newest to their careers, are looking for lots of positive reinforcement. Older workers are saying. ‘I’ve had had plenty of praise. What I need now is just clear direction. Tell me what you want and get out of my way’”. Clearly one size does not fit for a workforce that is not homogenous in age, skills, or backgrounds. Different age groups require different drivers, rewards, and contact. This means that C-level executives have to pay more attention to these differences. Generally improving recognition is a good thing for any organization and this is fundamentally true with a younger workforce. The problem is really a matter of degree. Frequently, Generation Y workers are too used to getting rewards for their participation rather than for their results.  They rate themselves highly for ordinary acts and are so used to group participation that individual criticism is often taken the wrong way. It is difficult to run an organization where results are not the defining component of employee evaluation. Also, harmonizing this reality with older workers who are more used to a bottom line orientation can create workplace conflict if it is not handled correctly. As with most things, good front line supervision, relationship building, and mentoring are critical to keeping this dynamic from undermining the workplace. I find that creative use of the Open Door policy, recognition for positive team outcomes, and skills development are critical to managing this workforce tension. “Praise is a fairly inexpensive recognition tool.” I am interested in hearing from others on this topic as well.