by Don Tyler, Tyler & Associates

Throughout time, some things rarely change. Generations tend to see each other with a traditional perspective. Whatever generation we are, we see those older than us as unwilling to change, and too rooted in the past. Those younger than us we see as “irresponsible,” “disrespectful,” and ironically, wanting to change things too fast!

The next generation of the workforce is quite different from the generation before them. As with any generation, we may see those younger than us as lacking the necessary attitudes, work ethic and talents needed to do their best. How many times have we heard (or said ourselves) that these young people “Just don’t want to work hard,” or “They have no understanding of what it is to be responsible.”

It is becoming clear in my work with producers throughout agriculture that the operations with the lowest turnover, the highest satisfaction levels and the most consistent production are those who avoid stereotyping the next generation, and work hard to understand what drives them. They found out what the new generation of the workforce was looking for—really looking for—and they found a way to provide it in the workplace. And frankly, they differentiated themselves so much from the other available workplaces that their staff won’t even consider leaving.

Let’s take a look at the next generation of the workforce.

Their background:
They were young teenagers in a time (the 1980’s) where families moved very often, large corporations were laying off employees by the thousands, the divorce rate was the highest in history, few people were self-employed, and both parents were employees.

They don’t know life without VCR’s, color TV, computers and computer games, the Internet, bar code scanners, shopping malls, new movies coming out every weekend, interstate highways, space travel and $89.00 fares to Florida. To them, Jay Leno has always been on the “Tonight Show”, the Vietnam War is ancient history, and Neil Armstrong was just another astronaut.

Their values were probably shaped more by what they saw on TV, than what they witnessed at home. They are skeptical of any claims of “Better/Faster/Newer”, and tend to accept technology as a necessity, rather than something that needs time to be perfected.

They tend to view those in their late 40’s and older as materialistic workaholics without a balance between family and work, based on their own parents.

What Drives Them:
Since their background tended to lack stable home and social environments—either for them or their best friends—they strive to find ways to establish solid relationships. They are drawn to work environments that allow flexibility, social camaraderie, stability and freedom from conflict.

Since only 15 percent of the workforce during the 80’s was self-employed, chances are that their parents (both of them) were employees, not employers. Their parents probably talked to them about the workplace only from the standpoint of being managed, rather than having to meet payroll and stay competitive. They tended to focus on simple measures of success like the amount of pay and benefits, instead of doing what was best for the company—since the company was probably going to lay you off anyway.

Tips for working with them:
Spend time individually with each person on your staff—about 15 minutes per week. Don’t talk shop—instead, talk about their family, their spouse, what they did last weekend, etc. (This is THE most important thing to do.)

Allow them to socialize, but set very clear expectations for performance.

Don’t be critical. They will take criticism much more personally than you think.

Allow them to personalize their own work space.

Have written Job Descriptions, Employee Handbooks, Operating Procedures and Evaluation Forms—and refer to them regularly.

Give them information in a timely manner and expect them to provide information to you.

Provide flexible work hours, within the parameters of good production practices.

Hold them accountable.

Be an encourager. Tell them “I’m confident you can do this”, “I’m proud of your ability in this area”, or “This looks good….tell me about what you did here”.

Be a mentor, and allow them to mentor others.

Tips to help them work with older generations:
Show an appreciation for your employer’s success. Ask questions and learn about the history of the operation and the owner’s background.

Put yourself in your employer’s shoes. Have an appreciation for their challenges.

Respect their workspace. They are probably more private than you and easily feel encroached upon.

Respect the privacy of their family—don’t bother them with business after hours or on weekends unless it is expected or common practice.

Don’t take things too personally. Your employer became successful out of their ability to manage and produce, not from their ability to communicate their ideas and preferences.

Give your employer the benefit of the doubt. Things aren’t easy for owners right now and decisions will be changed more than they would like.

Limit bringing your personal problems to work with you. Your employer sees the workplace more for work—less for socialization.

Take initiative. Accept responsibility. Be accountable. ©

For assistance with employee management issues, or for reference materials on these subjects, call Don or review his management book, “The Complete Guide To Managing Agricultural Employees ©” and his new audio series, “Introduction To Communications ©”. They can be reviewed at www.dontyler.com, or contact Don Tyler; Tyler & Associates, at 765-523-3259.