For the past 10 or so generations, we have focuses on having good jobs and screening out candidates that didn't fit within the constructs of our good jobs. Businesses have invested their energies into communication technologies, marketing strategies, contingency planning, and building great buildings. At the end of the day, however, we have missed the mark in many ways with the Millennial Generation as well as with Generation Z. We have missed the mark because they are spending more of their energies evaluating who we are as leaders and less of their time evaluating what the benefit structure looks like.
The younger generations listened to their parents as they talked about what a jerk their boss was, or how their boss didn't listen to them, or how their boss tried to steal credit for the work that they did. They listened as the media exposed scandal after scandal of company leaders operating with almost a complete lack of ethics. They watched as Radio Shack laid off a couple of hundred people via email. They watched as the leaders of Enron stole from their own employees, and Health South ripped off the people that believed in them. They watched as lawsuit after lawsuit popped up with a leader acting inappropriately, and often illegally in relation to their employees. They watched as leaders hired person after person to be in charge that had virtually no relational skills. They simply hired people that "had the experience" that was necessary. This model doesn't work anymore and hasn't really worked for some time.
The new frontier is one of recruiting fantastically relational bosses, investing in their ability to communicate, training up their teams, and providing support to them. It is NO LONGER about pleasing the boss. It is now about the boss becoming a true servant leader and inspiring their people to act. For two generations, companies have given lip service to the idea of servant leadership, often without taking any positive action to create it. Top leaders in companies often put the training on middle managers and believe that they have nothing left to learn and/or no time to invest in their own growth. The companies who will compete moving forward are the ones that will build communication and relationship skills from the very top to the very bottom of their organization. They are the ones that will start with the CEO, not the supervisor. They are the ones that grasp the idea that the higher up they are in the organization they are, the more visible they need to be.
This new world that we are living in is one where employees/candidates are screening the bosses in a company to determine if they are willing to share their talent there. It isn't about keeping candidates out anymore. It is about being the leaders that you need to be in order to proactively recruit and attract top talent. It is about paying the most that you can to talented people that you recruit and then going out of your way to help them succeed, grow, and make more money. I believe that any company that does not focus in this manner will face increasing frustration with turnover, stagnant productivity, and fewer numbers of qualified candidates. It is time for us to create a movement toward spectacular cultures. It is time for us to give employees a reason to want to work for us and want to perform for us. It is time to truly lead!
To Your Success,
Jody N Holland
According to Experience.com, 70% of Millenials will leave their first job in 2 years or less!
According to Forbes.com, 75% of your top performers are likely to look for greener pastures somewhere else!
According to the Bureau of Labor Statistics, 91% of turnover can be tracked back to a lack of positive relationships.
As of February of 2016, the Millenial Generation is the largest of the four generations in the workplace, edging out both the Baby Boomers and Generation Xers who were larger last year. Baby Boomers have shrunk from over 40% of the total workforce to less than 28% of the total workforce since October of 2014, through February of 2016. With this change comes some significant challenges for great employers and some INTENSE challenges for those who are not already investing in their people. Let's face it, the work world that existed 10 years ago is gone forever. We either grow and adapt and learn how to manage in the new world of work, or our businesses suffer.
To Your Success,
Jody N Holland
We caught up with Dr. Douglas Worthington, a PhD in Industrial and Organizational Psychology, to ask him about why the generations are different from one another and how it affects work today. Dr. Worthington has spent more than four decades working with businesses to help them find, develop, and keep the best people for their teams. In that four decades, he has come across some very interesting shifts in societal expectations.
“The generational shift that happened with the entrance of the Millennial Generations, is the most significant change that we have seen in workplace values during my lifetime,” says Dr. Worthington. He goes on to explain that there are three fundamental reasons that people are different now than they were 20, 30, or even 50 years ago as they entered the world of work.
The rules of the game have changed, which requires a new strategy to win the game. The game of business, as we know it in the Senior Housing Industry, has shifted on both ends of the scale. Baby Boomers have a significantly higher expectation of service than did their predecessors, the Traditionalists. And, Millennials have a significantly lower self-expectation for work output than did the previous three generations. When you combine those two things, you realize that “something’s gotta give,” as one Executive Director of a CCRC put it.
Dr. Worthington states that people can still learn accountability and can still master the art of working diligently. The challenge is, as he puts it, “that we cannot manage people the way that we used to and expect to get great results, because we are managing completely different people.” We have to be willing to invest in our leaders as well as our employees if we expect to get great results out of them. We have to learn about the generations, how to motivate them, how to coach them, how to change their behaviors, and how to help them win in a world that is very different than it used to be.
According to Dr. Worthington, there are four key areas with 3 sub-areas each, that leaders must master in order to develop their people to the right level. The four areas that are critical are…
The approach that is necessary for improving performance is address the four generations at work and how they respond to different stimuli in each of the developmental categories. Once that foundation is laid, the development process will build a more positive culture and organizations will see their retention rates go up. The second key to success is to ensure that the new people that are coming on board are the right one for the new culture model. This is done through the use of psychometric testing. These tests are designed to measure the psychological makeup of an existing top performer and then match it against the potential candidates in the candidate pool. This helps to narrow the field. Dr. Worthington states that it is the soft skills that will predict a person’s likelihood of success or failure. “When you match people up based on their profile, you significantly increase the odds of a good hire on the first try.” Dr. Worthington
Harvard Business, in their review of best practices in hiring, indicated that the use of pre-hire, validated, assessments, along with conducting reference checks and background checks, will more than triple your odds of a good hire. That cost is often unchecked in long-term care, even though Leading Age Texas has estimated it at around $11,000 per C.N.A. that turns over.
The final component of the process is to continuously measure the attitudes and perceptions of your people. According to the Gallup organization, only 20% of the average workforce is fully engaged right now. Knowing this, it means that 80% of the average workforce has the potential for greater performance, if and when they are motivated to perform at a higher level. The use of Employee Engagement Surveys, along with 360 Evaluations (as needed), and a solid performance review system will make it possible to keep your finger on the pulse of the organization. This is critical, according to Dr. Worthington, because Millennials expect continuous feedback and will often leave if they feel that they are not getting enough. Generation Xers are not far behind them in their desire for feedback as well.
Knowing that the issues facing our workforce relate to the generational shifts in values and knowing that this three-step model makes it much easier to achieve success, it only makes sense to explore ways of building a better culture. A better culture, one that embraces the generational diversity that exists, will retain people, attract people, and develop their full potential.
Generational Values Chart:
Jody is a writer, motivational speaker, consultant, and entrepreneur. He has been the keynote speaker at over 250 events around the world. Jody speaks more than 150 times per year at different programs, and he has given more than 10,000 speeches during his career.