Communicating with the Changing Labor Market
Dr. Jay McCurry
Terri Nagle reports in her paper, Coaching Generation X, that Generation X is the most ignored, misread, and dismayed generation our country has seen in a long time. No one can define who belongs to Generation X. While most agree that there is a generation after the Baby Boomers (individuals born from 1946 to 1964), no one agrees on who it is. In a September 23, 1996, article in USA Today, six experts defined Generation X, each with a different answer. They ranged anywhere from those born between 1961 to 1981 (78 to 85 million) to those born between 1965 to 1976 (46 million).
The truth of the matter is that Generation X are the employees that are entering the workforce today; they are the leaders of tomorrow. They are not going away, nor are they likely to conform to the previous generation's description of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset. This does not mean agreement with an Xer's attitude but, understanding them to make coaching easier. The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them (Nagle). And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization. To be a successful manager and help Generation X, managers must learn what Xers want, how they feel, and how they view their world.
I would like to propose five ways of communicating with the changing labor market, specifically, communicating with the younger employee. First, Xer’s love to ask questions. Richard Lewis (Organizational Behavior Meets Generation X and Y, A Practical Approach) shares that Xers are not afraid to ask questions. Never miss a teachable moment. What was one of the best questions you ever heard from another employee? Xers really do love knowledge. Many times they see themselves like sponges trying to soak up as much information as possible. Don’t ever laugh or look down on a question from an Xer. They are very serious when they ask questions. If you abuse that opportunity, you probably will never get another chance.
Second, place an emphasis on results and not on the process. Scott Jaschik (The Generation X Professor) relates that Xers do not want to spend a lot of time talking about things or having meetings. They want to get in, do the work, and move to the next thing. If you are looking for someone to deliver a report every week, you do not want an Xer. If you offer an Xer a job that is repetitive with little challenge – they won’t stick around long. Managers who insist on having Xers pay their dues with busywork will risk losing them.
Third, never micromanage. Jill Geisler (Boomer Bosses Meet Your New Employees) reports that Xers do not want managers who constantly are supervising over their shoulder. She believes it is because of their latchkey childhood that these young workers are not used to being closely supervised. Believe it or not, they are very good at working on their own. Starbucks Coffee Chain, was ranked 29th, in Fortune Magazine’s Top 100 companies to work for. Starbucks offers a very empowered culture. Store employees get to do a lot of the decision making without having to call someone at headquarters.
Fourth, place the individual in high esteem. Geisler goes on to report that Xers do not want to be treated as a single unit. They want to be looked upon as individuals. These young workers are homesick for the home they never had. I believe this was from the fact of both parents working so much. Their focus on relationships over achievement is what I have heard many Boomers complain and accuse them of being lazy. But I submit to you, is not this strong sense of community and personal relationships in the workplace just what we need? According to Fortune magazine, Google is the number one company to work for in America. They offer free meals, a swimming spa, free doctors, and engineers and spend 20% of their time on independent projects. It is no wonder that Google receives over 1300 resumes every day.
Fifth, do not hold back from giving feedback. Bruce Tulgan (Managing Generation X) shares that Xers crave time with their bosses and can never get enough feedback on their performance. Because of their short attention span, acknowledgment and rewards must arrive quickly. Employee of the month does nothing for them.
I believe that the characteristics for which Generation X has received such bad press are the very qualities that make them valuable. I have heard Boomers say they want an empowered work force, well, give Xers the ball and they will run with it. If you want a self-directed work force, I believe these workers have been self directed from a very young age. Managers want computer literacy, then Generation X comes out on top. If you want flexible, adaptable workers, then Xers are right on again. Xers will respond to Boomer managers if Boomers will strive to understand and communicate with Xers.
I want to encourage you to create an environment where Xers are challenged by and enjoy their work, where they are measured on performance rather than on which clothes they wear, where they are informed, included and recognized.