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Is Your Workplace Evolving Faster Than You Are?
February 09, 2010
You don't need psychic abilities to sense a change in the workforce. The introduction of Generation Y to your workplace, combined with the phasing out of Boomers and the use of new technologies, makes the office an increasingly strange place to many. Lori Dernavich, a business advisor to C-level executives, human resources directors, and boards of directors offers the following tips to staying ahead of the workplace curve:
• Offer a flexible work environment. The key to determining if this method can be successful is to review employees' work schedules to see if it is possible for them to work from home a few days a week, says Dernavich. If the employee needs to be in the office to complete his or her work, an option could be a 10-hour day, four-day week schedule, she says. Update the company's technological capabilities to include Web conferencing and interactive remote meetings. This does not have to have a hefty price tag, she says. "Create detailed job descriptions and have strong communication and accountability measures in place," says Dernavich. "Expectations and deadlines must be explained and enforced so you won't be left second-guessing whether your employees are getting any work done."
• Learn to bridge intergenerational dynamics. The combination of Baby Boomers delaying their retirement and more Millennials entering the workforce will create communication issues, Dernavich points out. Companies, she says, must train employees and create programs to show these generations how to work together effectively. "The primary characteristic of Baby Boomers is they are goal-oriented and celebrate their accomplishments and achievements, while Millennials want to know the overall goals and how their work will contribute," she says. "This generation wants to learn, and they want to make a difference; to them, work does not equal life."
• Provide employees with up-to-date technologies and resources. When working with Baby Boomers, provide training to get up-to-date and stay up-to-date on the latest technologies, Dernavich recommends. Provide the necessary training, she says, so they don't feel inferior or intimidated. “Encourage these generations to interact—establish a mentoring program so both generations can learn from each other," she says. "Create team projects that encourage collaboration and minimize hierarchies."
• Operate in a highly collaborative work environment. Managers must change their management styles to become more collaborative. The old way of managing is for a manager to set the goals/objectives, dole out the work, establish deadlines, fix what is wrong, and have all the answers, Dernavich notes. The collaborative way of managing is far more effective and takes pressure off of managers, she says, since employees want to know how their work contributes to the bigger picture. Collaboration allows employees to take ownership of their work and to be held accountable for its correct completion. "Managers should encourage employee input for what they would like to work on," says Dernavich. "Managers should ask employees to outline the steps [regarding] how and when they will achieve their goals."
• Integrate corporate social responsibility. The principle of making a difference and helping others is important to the Millennial generation, Dernavich explains. More than just donating money to nonprofit organizations, she says companies should create ways for employees to get involved, as people increasingly are looking for meaning in their jobs. Companies should set up optional events that will get employees involved in nonprofits, she says. Examples include taking a trip to a shelter to serve lunch, helping build a home for Habitat for Humanity, or filling care packages for U.S. troops. These examples should be optional so employees don't feel they are required to participate. "If managers don't get a lot of employee participation at the first event," she says, "continue with the project—the word will spread and more employees will participate next time. The key is to be consistent and have opportunities to serve regularly."
• Focus on employee engagement. Companies need to live and breathe the statement that their employees are their biggest asset, Dernavich stresses. "Managers must be creative in finding ways to engage employees that go beyond cash rewards," she says. "In this economic climate, money may be the best reward; however, managers should talk to employees to find out what they really value and reward accordingly. Do they like to exercise? Think about a gym membership. Shopping? Try gift certificates. Volunteering? Give them a day off to do it."
Is there anything you can do to encourage forward-thinking management? What does your company do to evolve with the changing workforce? Join the discussion on Training Day
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