Posts

Recognize, Reward And Engage Your Multi-Generational Workforce

I was at the Genius Bar the other day soaking up the smarts and getting an introduction to the benefits of backing up data before updating to a new OS. As is so often the case at the Apple store, I found myself working with people from several generations. They seemed to be collaborating with relative harmony and purpose to ensure my data wasn’t lost forever, they seemed for the most part happy, and they seemed engaged in their jobs – from the store concierge (no, not a greeter, and not a Baby Boomer either) to the flight deck controller at the Genius Bar, to the Genius. Many leaders and HR pros are struggling to find a way to make multi-generational workforces mesh and be productive. The chatter is all about the changing workforce and managing generational “differences” or as I prefer to say “nuances”. We talk a lot about how each group has specific needs – Traditionalists, Boomers, Gen X, and Millennials. We talk about how generational differences often seem to polarize the workplace, and what to do about it. It’s sad to say, but I don’t see the same patterns in many corporate settings.

When will we finally be ready to walk the walk (less talk, more action already) about bringing people together? Where does being an authentic leader fit into this equation? Will focusing on data and generational differences truly help our current employee engagement crisis? Why are we still asking these questions?

The best leaders recognize these nuances and understand how to engage – and in my opinion – Champion the similarities (there are more than differences by the way) to engage. Here’s how today’s workforce breaks down for those who want a refresher or are simply data driven:

Traditionalists, the group born before 1945, are also the smallest group in the workforce today at about 12 %, according to Gallup. Born in the hard times of the Great Depression through WWII, this generation values is fatalistic. They value hard work. They view their relationship with employers as a responsibility. Most have retired, but those who’ve hung in may be seen as inflexible fossils by the rest of the organization. Their willingness to work hard may be paired with inflexibility. Fail to recognize their deep experience and you will be rewarded with a failure to engage.

Boomers, born into the relative ease and prosperity of post WWII through the mid Sixties, are the suburban generation, the Woodstock generation. They want to be valued as individuals (not unlike Millennials). They want to be needed. They think they deserve good fortune (again, not unlike Millennials), they’re generally optimistic, and they think things will get better although they may not want to take responsibility for actually making things better. They’re loyal as long as they feel involved but disengage rapidly when they think their contributions aren’t appropriately recognized and rewarded. Respect is a path to engagement with this group.

Gen X, a relatively small generation at 41 million, is sometimes called the Forgotten Generation. They are pragmatic, skeptical of leadership, and quick to disengage if they feel slighted. They demand work-life balance but reject rules. They want to do things their way and may not respect Boomers (selfish) but may have an affinity for Traditionalists, the Silent Generation, whom they view as sharing the curse of being overlooked in the workplace. Gen X is dangerously disengaged. They lack the optimism of the Boomers, share the fatalism of the Traditionalists, and dismiss what they see as the entitled attitude of the Millennials. To engage Gen X, leaders must give them the space to do it their own way, relax the rules a bit, and realize they’ll question every attempt made to engage them.

Millennials, a generation which accounts for about 77 million individuals, according to Pew Research, is roughly the same size as the Boomers (76 million). Millennials were told ‘Good Job!’ and “You’re so smart!’ by indulgent Boomer parents. They demand recognition for even routine tasks, want to know why before they do anything, and expect to be consulted on matters big and small. They see work-life balance as a birthright, value innovation and chafe at having to work with people they see as less bright, tech-savvy and social as themselves. They’ll be most engaged when working with people they think are smart, social and committed.

With so many disparate needs and motivators, what can leaders do to increase employee engagement? It’s really pretty straightforward:

  1. Recognize and reward people.Forget about what generation for a moment.A one-size-fits-all reward and recognition programs will fail no matter who you are dealing with. When you understand what motivates (or sets off) certain generational groups or individuals, you can tailor your response, build more effective teams, and adjust recognition and reward programs.
  1. Acknowledge shared needs. No one likes surprises; everyone craves respect; everyone wants to feel included in the forward motion of the organization; everyone hungers to learn, and we all need pretty continuous feedback. Build your culture on the shared needs of the multi-generational workforce and you’ll see fewer cracks in the foundation.
  1. Engage by creating a sense of teamwork that spans generations. There’s a place for everyone in the world of work. The work ethic of Traditionalists can inspire all groups. The optimism of Boomers can help all employees see the positives in the organization. The skepticism of Gen X will keep everyone honest. The enthusiasm and self-confidence of Millennials is infectious and inspiring if it’s channeled. Teams are made up of individuals with a shared goal; build your organization’s goals around a shared sense of work and responsibility, a sense of optimism, healthy skepticism, enthusiasm, and confidence in the organization’s mission.

It wouldn’t be real if I didn’t add that leaders need to build trust with employees by engaging at an emotional level. To manage multigenerational workforces, Recognize that the people who work for you are individuals with intrinsic human value. Reward excellence, and encourage and educate those who come up short. Engage by committing to shared goals, committing to building a great place to work, and sharing your sense of engagement with the goals of the organization.

A version of this was first posted on Forbes.

Photo Credit: Phenom Apps images via Compfight cc

Your Employees Are Engaged…REALLY?

A while back, I dropped in on an innovative workspace for one of my software technology clients– it’s a very cool office space. An open-plan, communal space with worktables in rows, very low partitions between areas, and no private offices. Note that I said workspace, because it wasn’t very clear to me how a vast room offering little in the way of private work areas could become a workplace – somewhere to get things done.

Of course, I can’t forget the large sunny cafeteria and the designated area for Foosball table and other games. Ok, call me jaded but….this hip tech culture seemed a bit year 2000 to me, but which the office manager touted as contributing to a happy, productive and engaged workforce.

Part of me remains unconvinced. How can this be?

Some of the teams that I represent as a recruiter for technology talent have ‘thinking’ jobs in the software development realm, which means that they need time, space, and quiet to do their jobs. Sure, they collaborate as team members and absolutely love games and free coffee, coke and popcorn—who doesn’t? These bennies don’t, however, make them engage in their commitment to their employers. It would be great if employers could throw in a few video and board games and get happy employees and top productivity, but that’s not how it works.

Engagement is forged with different tools: trust, loyalty, open communication, clearly articulated goals and expectations, shared values and well-understood reward systems. It really isn’t about how the office is set up, or the toys gathered to distract restive employees, that build engagement. Turns out, employees engage with employers and brands when they’re treated as humans worthy of respect.

When companies like the one I visited tell me their workplace culture and trendy furniture builds employee engagement, I try to make them see that they’re focusing on the wrong part of the equation. They’re focusing on what, not why. What can tell you a lot about a company, but it’s why that tells you it’s a good company to work with. I consult with these organizations and hiring leaders to consider the whys of employee engagement.

Here are my top 5 questions which help construct the WHYS of employee engagement for leaders.

1) Why am I here? An employee will never get to an answer if you don’t communicate a shared sense of mission, vision and goals. Tell people why you want them to work at your company, and why you think they’ll be successful. Then you can focus on what they need to do to be successful.

2) Why should I trust you leadership? Open communications build trust, which is essential to engagement. Respect is essential to mutual trust, and also builds engagement. Communicate clearly and openly about goals and expectations. With open communications, you’ll be able tell the why, then move to the what: what are the tasks and actions necessary to be successful.

3) Why should I be loyal to your company? Engaged employees know why they’re loyal – they are treated with respect and honesty. Companies which rank mutual respect and honesty below procedural activities, such as tracking time, will see engagement and productivity drop. Tell employees why you’re loyal to them.

4) Why don’t you communicate your company values? Fail to show employees your organization has core values and you might as well forget about engagement. Even worse, if you talk about values and then behave in a vastly different way, you’ll telegraph just how little management actually believes in and practices those values. Explain why a value system is important to you, and the what – the actual list of values – will follow.

5) Why aren’t you clear about the rewards of working in this company? People need to know what to expect – not just what’s expected of them, but what they can expect in return. If you’re very clear and open about the rewards system – which includes everything from pay to benefits, bonuses, vacation, and the path upward in the organization. Explain why you have the rewards you do, and people will sign on and believe. Be crystal-clear, consistent and unambiguous in creating and distributing rewards, or engagement will go out the window.

Innovative workspaces have their own place and some employees that I’ve spoken with love these creative places. If you have a multi-generational workforce, focus on the whys of working for your company before you spend a moment on the whats: what desk, what chair, what computer. Engagement is innovative when it looks at why people behave and believe as they do rather than what might motivate them.

So break it all down—focus on the why, and the whats will come. If your employees cannot answer these five questions above all the cool workplace culture in the universe will not make a difference. Please let me know how it goes leaders and employees alike. I’m listening and engaging in the interim.

A version of this post was first published on Forbes.com on 10/14/12

photo credit: Solution via photopin (license)