8:31 am
The more time I spend with front-line managers, the more I am convinced that close supervision is the best way to begin the work relationship with those under 25. Now every time I say this to an audience, I get push back from two groups: 1) The managers in the room who say, “Who’s got the time?” 2) The Millennials in the room who accuse me of perpetuating a myth that they’re all dumb, lazy, good-for nuthin’s. But that’s not my point. So let’s get practical here:
To the Millennials: No, I am not perpetuating a myth. I am counseling managers and supervisors on the most effective means for getting the productivity they need out of those under 25. Yes, I certainly agree there are many in this age Continue reading “Close Supervision — The Key to Establishing the Millennial Relationship”
12:18 pm
What? You know — an anomaly — a one-time occurance — like that time somebody spilled a cup of coffee on a big report and in response you banned all food and drink in the office forever. One of the topics that comes up consistently in the conversations I have with young workers is the LACK of consistency among the supervisors they work for. I have to wonder what impact this has on the turnover of Millennials.
I’ll be the first one to say that managers are having an increasingly difficult time remaining consistent when there is so much pressure to do more with less. This, coupled with all those young people who think they know their workplace rights, Continue reading “Are You Managing by Anomaly?”
5:59 pm
One of the laments I hear from employers is about the thirty-something professional who completes management training, rotates thru all the learning opportunities and then proceeds to leave for greener pastures within months. As a result, the organization has spent tens-of-thousands of dollars, mostly for naught. When I ask why they think this is happening, most blame it on the perceived lack of upward mobility within the firm. After all, these young professionals are typically afforded considerable access to those who will impact their future over time. Imagine looking around and realizing that your opportunities for promotion are not all that abundant. “What,” you might think, “will I do with all this training and development if there is no place to go?”
On top of this, there is the well-established belief among those in Generation X that a job is a contract. If the organziation trains them but then places them in a holding pattern, why wouldn’t they leave? This can be especially true if the recruiting function did a good job of selling the promotional opportunities within the firm when they were hired.
So how does an organization successfully retain those in whom it has placed so much investment? Here are five suggested steps to addressing the issue: Continue reading “Solutions to the “Thanks for the Training– I’m Off to a Better Job” Problem”
