Ask long service employees how they feel about newbies and you will inevitably hear; "They are not as good as we were." It only takes a few short years for people to forget what it was like to be the novice at work.
Set the Example
Differences in generational expectations further complicate the approach to those with the least seniority. "They don’t do it the way we do" is compounded by, "They just don’t have a clue." I can hear the big sigh for emphasis.
Caring employees and workplaces know how important it is to set the best example. Throwing any new employees to the wolves and expecting them to sink or swim doesn’t help anyone. On the job training has its limitations when workers don’t have the experience or knowledge to take over from the start.
That Was Then; This is Now
It’s easy to forget that standards are not intuitive. Employers must take the initiative to clearly communicate expectations; they are not transmitted through osmosis. Never assume that employees have been exposed to a common protocol.
The Regional Director at The National Labor Relations Board, where I worked early in my career, insisted that I call him Arthur. He had power, responsibility and was about the same age as my father; I struggled and probably stuttered or mumbled the first name address. I grew up in an environment where all adults were addressed with mister, missus, Ms. was acceptable too. Less than ten years after my NLRB work I became the Regional Director of Human Resources for Hyatt Hotels for the Northeast and again faced the first name dilemma. This time I practiced saying the common name of the very European Regional Vice President. None of my male peers called him Mr., and I wasn’t going to either.
That was then; today there are few employees who use anything other than first names to address superiors. Boomers and Millennials are commonly divided by experiences they bring to the workplace. It’s easy to make a list of the differentiators from technology to food, entertainment and even family structure. The gap can be stark between those who were raised to expect instant everything from microwave meals to text messages and a generation that grew up seeking change and working to implement many transformations we now take for granted.
Articulate the Standard
Joni Daniels, principal of Daniels & Associates, assists employers responding to generational challenges as part of her consulting practice. She feels standards should be articulated. Tell employees, "Here’s the way we do things here." According to Daniels flexibility on both sides is beneficial but once accountabilities are articulated employers should "hold feet to the fire."
Why Can’t They Just Be More Like Me?
Daniels says it well when she reports, "There is not a 40 year old 20 year old waiting behind the 20 year old." Employees wishing for clones among the new hires are dreaming, as Daniel summarizes, "This is the talent pool."
It’s helpful to remember that this is not a new conversation. The same boomers who can be frustrated today made waves as women entered what had been traditionally male roles, stopped automatically saying yes to every cross country transfer and ushered in business casual.
Whether you are a boomer, millennial or somewhere in between I’m certain you can describe differences and experiences you bring to the table. Think about these the next time you are ready to bemoan the talents of the latest new hire.
From The HR Answer Blog which can be read on a regular basis at www.AllBusiness.com.
