HR Management & Compliance

Reverse Mentoring and Other Joys of Managing Gens X and Y


Having explained generational baggage in yesterday’s Advisor, n-gen People Performance Inc. consultant Giselle Kovary moves on to tips for getting, keeping, and growing employees of different generations.


You have to be able to tell a story that’s appealing to all four generations, says Kovary. Analyze your current approach:



  •  What is your unique selling proposition?
  •  What are the key messages you send out?
  •  What recruitment vehicles do you use?
  •  What recruitment process do you follow?

After that analysis, work on designing a new or enhanced process that will appeal to four generations, she says. Her best example of enhanced recruiting? The Starbucks example: Do you want to sell coffee? No. But, do you want to be a barista? Oh, yes!


For Traditionalists (ages 63 to 86), you want to show stability.


For Boomers (ages 44 to 62), show opportunities for personal growth, demonstrate your market leadership, and say, “You can be a star, your hard work will be rewarded, and opportunities abound.”


For Gen Xers (ages 28 to 43), demonstrate your flexibility, show how independence may be exercised within your structures, and indicate how new employees will achieve results and grow.


For Gen Ys (ages 8 to 27), show that you have fun, and that employees find meaning in their work.


Be warned: If you like to ask the question, “Where do you see yourself in 5 years?” Ys will most likely answer, “Well, not here,” Kovary said.




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Orientation


The orientation program must support younger generations’ entry into the business world. Ys often don’t know what they don’t know, says Kovary. HR has to help them navigate the business environment.


For example, they show up for work in shorts and flip flops, and, if you call them on it, they’ll say they feel they are dressing appropriately for the workplace. They are used to dressing casually in all aspects of life.
 
During that first 90 days, says Kovary, HR must help managers seal the psychological deal with new employees by showing them that your organization lives up to its promises.


Remember that Ys expect daily feedback. However, they have never had criticism. You’ll have to prepare them for that and give them the time they need to reflect, she notes.


Reverse Mentoring


Remember that in the Traditionalist’s view, talent management means “Let me shape you to be like me.” But Xers don’t want that, and Ys in particular say, “No, you need to be shaped like me.” It’s “reverse mentoring,” Kovary says.


Dealing with employees


If it’s not one thing it’s another. You need resources, and our editors recommend the “everything HR in one” website, HR.BLR.com.


Just as an example of what you will find there, here are some tips on hiring—from a supervisor handout on HR.BLR.com:



  • Evaluate applications and résumés against a written job description that outlines essential job functions and defines the skills, knowledge, aptitudes, and abilities required to perform the job effectively.


  • Check references and compare the information you obtain with applications and résumés. Surveys report that 30 percent to 50 percent of job applicants either lie or exaggerate on applications and résumés.


  • Don’t let personal prejudices interfere with the screening process. Evaluate each candidate based on objective job qualifications.


  • Know—and follow strictly—requirements of company hiring policies and the fair employment laws.


  • Avoid preemployment tests not directly related to skills, knowledge, aptitudes, and characteristics essential for the job.

We should point out that this is just one of hundreds of such handouts, and other supervisor training aids on the site.


Take a look, get a complimentary special report!


You can examine the entire HR.BLR.com program free of any cost or commitment. It’s quite remarkable—30 years of accumulated HR knowledge, tools, and skills gathered in one place, and accessible at the click of a mouse. 




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2 thoughts on “Reverse Mentoring and Other Joys of Managing Gens X and Y”

  1. As a hardworking successful Gen Y’er who knows better than to wear flip-flops to the office, I was offended by this article. I’m getting tired of hearing about how lazy and spoiled my generation is. Age discrimination is illegal; an HR article should be a little more sensitive. Imagine if this article was written about ‘managing women’ or ‘managing people of different religions’ and the groups were stereotyped in this manner!

  2. I really like the way you begin this article, Steve. It’s all about recognizing there are differences AND appreciating those differences. It’s about helping organizations to understand each generation has their own unique ways of appreciating the work.

    What’s interesting is that you went from talking about all the generations – their unique characterists – to focusing on how to best deal with generations Yers. I welcome you to consider strategies for how to lead across generations. Many Gen Yers are currently in a position of leadership – yep, they are, in many cases, the ones hiring interviewing and hiring.

    Perhaps another approach for your next article could include how all the generations as it pertains to orientation, reverse mentoring and dealing with employees.

    Rock on!

    Warmly,

    Misti Burmeister

    Author of “From Boomers To Bloggers: Success Strategies Across Generations”

    http://www.MistiB.com

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