We observed equity between the number of Baby Boomers and Millennial in today’s workforce for the first time this year. Because of that new reality, contractors must be dialed in to what possibilities exist for productivity brilliance that the age groups can bring to results.
There is a host of statistics out there that would lead you to believe that there is little hope for companies in dealing with the younger workers. But just before you give up the good fight and sell your business for fear of not having enough committed and self-less workers, consider a few stats that will present some reality about our youngest of workers.
The PwC Survey Millennial Survey (2013) found that:
- 41% would prefer to be rewarded or recognized for their work at least monthly.
The Deloitte Millennial Survey (2015) uncovered:
- Only 28% of Millennials believe their organization is making full use of their skills
- Millennials believe that leadership should focus more on people, but they believe today’s management focuses solely on profit and personal reward
And, in a Forbes Article – “What Millennials Want in the Workplace,” it was discovered that:
- 79% want their current boss to serve more as a coach or mentor
- 88% prefer a collaborative work-culture rather than a competitive one
- 88% want “work-life integration” (work and life blending together)
In another survey, it was found that many Millennials would prefer collaborating in person rather than on-line or video-conferencing. This is interesting, as most Baby-Boomers believe that the “smart phone” has been surgically implanted in many younger employees’ ears.
Another finding I too found incredible was that many Millennials really do value opportunities for career advancement and learning new skills, more so than their “Generation X” and Baby Boomer co-workers. So, it’s not all gloom and doom. In fact, I see many studies reflecting a young generation who want to be engaged, want to be educated, and want there to be accurate and clear communication. That’s not bad, is it?
While the above statistics are just that, statistics, they do provide some insight into how our youngest of worker may view their work life and future. There are exceptions to every trend of course. For example, I would never assume that all Baby Boomers and Generation X age workers are always hard-working, dependable, and the most knowledgeable of workers. Would you?
As owners and leaders, the key is to build teams of productive and functional people. Like a professional sports manager or coach, our goal should still be to employee the best people possible. Further, it is important that we influence all generations of workers to respect the talents and differences of their co-workers.
Let’s take a few shots at building generational brilliance from among our current and future workers…taking consideration of their age, interest, personal hopes, and professional goals.
1st – Build Consistent Communication Opportunities
This effort should be present in any organization but it is even more vital in a multi-generation work place. The focus on “consistent” includes regularly scheduled meetings but it extends to encouraging workers to seek each other out to discuss issues in person, rather than just send an e-mail or text. I’ve noticed over the past years a growing use of electronic messaging among the Baby Boomers so the use of 
this means is not a Millennial “thing” alone. Whether face-to-face or by phone, encourage and influence more consistent communication.
2nd – Increase Learning Opportunities…for All Employees
With the explosion of technology hitting just about every facet of construction, there is no waiting around for anyone connected with your company. On top of such technology advancements, there is still a great need for workers of all generations to learn more about the “softer skills” of working. Skills such as teamwork, listening, resolving conflicts, customer satisfaction, etc. are all skills that must be taught all over again. Interesting, at one contractor this past year, I was asked to provide the younger leaders, most of whom were Millennial, some of the basics of supervising. After the first round of classes (one of six total rounds over the next two years I might add) it was clearly discovered that the older, more seasoned leaders needed the same training.
Further, we found that over 60% of the Baby Boomer and Generation X leaders had never received any “basics of supervision” in their work history. So, don’t ever assume that just because an employee is older that they have already had all the learning they can muster; most of them haven’t received much in the way of professional development.
Increasing the “learning opportunities” is not only through formal workshops, although this is a good method to use as well. However, the greater opportunities will come via formal and informal opportunities to mentor. Here’s the cool part: have your Millennial mentor the older workers on technology learning and the Baby Boomer/Generation X workers mentor on actual work process and procedure of the company. It’s a sure winner believe me!
3rd – Give Increased Recognition (Not Money!)
Most of the studies conducted on Millennial needs in the workplace scream for more recognition. In fact, one study found that our Millennial workers like recognition on average of once a month. Here’s another interesting point to consider: Even God gave Adam a “thumbs up” for his work in the garden. That is until Eve threw a red apple against his head. (No, that’s a beer commercial, sorry!)
Recognition, especially the sort that praises soon after a completed task or project phase, continues to be just what the psychologist ordered to keep workers enthusiastic about their work, team, and project. Remember, recognition, even if it’s about a problem, can be turned into very satisfying emotions for workers, many who are interested in growing their career and importance to their company.
4th – Influence Leaders to Be more Coach-Like
As a Baby Boomer, myself, I’ve never enjoyed working for anyone who led, acted, and spoke like he was a “gift from heaven” and that I should recognize that by bowing to his presence each time I saw him. Personally, I always responded to sport coaches and business leaders who preferred working “with people rather than over people.” Many Millennial feel the same but here’s my hunch: I think most Baby Boomers and Generation X’ers also prefer their leaders to be more coach-like in their leadership. No biggie here as I see it!
5th – Increase the Personalizing of Being a Professional
Many Millennial workers seek to enjoy their “day job,” seeing it as a reflection of who they are and what they are about. I think this fifth suggestion requires a two-part response. First of all, I do think it is important today for owners and leaders to establish their corporate values. The values might include such topics as trustworthiness, honesty, listening, freedom to express oneself, customer importance, and forgiveness. Such values need to be discussed, posted up for visual awareness, and made part of meetings and performance appraisals. Most important however is that such values must be believed and reinforced…from the owner down through their leaders and still further supported all through the rank and file. No excuses and no exceptions!
The second thought here is that the company needs to increase their “hanging out” with their workers. Pizza for lunch, wings and root beer after work, a dinner here, a ball game there, family day at the zoo for all the workers, etc. Such efforts will reinforce the importance of being a team, being part of a bigger family, and realizing that the company who spends time together can keep all their workers happier and around longer!
6th – Confront the Likes/Dislikes Openly & Honestly
Look, not every Millennial agrees with, much less reflects, the statistical gurus who study such differences. So, how about a novel idea…why not conduct your own generational study?
Here’s how you can do this. First, interview your different generations about the same topics, asking for their input and feelings. Second, bring the different generations together and share the results you collected. Be ready for some fun and funny discussions. It will be healthy for your people to discuss such similarities and differences. Don’t be surprised if you find a mix of reaction that is almost opposite from what you would have first predicted.
Third and finally, engage your workers to commit to a list of values and preferences that they would all like to see in your organization. You may be surprised if such things reflect important values that should be included anyway. However, let your people believe that they are the provider of helpful culture tools to keep a better motivated workforce at play. This third effort might just be one of the better efforts you can make with the multi-generational workforce.
There is no magic in the six recommendations just presented. There will always be employees who find a better opportunity somewhere else or who’s spouse took a job across the country. Such things have always been part of an owners’ running of the business. But, why not make the effort to positively impact and influence those workers, no matter the generation, to see the greatness of the company that they currently call their “home.” Can we do any less?
Here’s to bringing out the generational brilliance in your company!
Brad Humphrey
The Contractor’s Best Friend
