Blog Post: Mentoring the New Workforce

One of the things I hear about the most is the frustration that Boomer and even Generation X managers have in dealing with the incoming workforce.  Of course, I have to chuckle a bit at the complaints of my Gen X clients.  I used to hear the same gripes about them a short few years ago!

Realistically, the Great Generation (WWII Vets) had the same complaints about Boomers when we entered the workforce.  There is a very old quote from Socrates about how the young people of the day were disrespectful, without manners, dressed outlandishly and listened to terrible music.  Socrates lived from 469 – 399 BCE.  Ironically, he was executed by the Athenian government for corrupting the young.  The more things change….

We often forget how clueless most of us were when we entered the workforce.  Our school system does an abysmal job of preparing people for actual life, especially now.  Kids now get awards just for showing up at an event.  Everybody is seen as a winner.  Needless to say, this does not work in today’s cutthroat business environment.

Managers need to begin by realizing that very little to none of what the younger workforce does is specifically designed to make managers tear out their hair.  It does, of course, have that effect.  But simply realizing that it is ignorance, not malice that is driving the younger workers’ behavior may help to lower blood pressure a bit.

What most younger workers need is a bit of gentle re-parenting.  I see very few functional homes or workplaces.  A good manager can give a new worker a great attitude about work and a fantastic first work experience by taking on the role of mentor and, sometimes, parent.

First of all, however, some boundaries need to be set.  If you haven’t run into “helicopter parents” yet, you will.  These obnoxious parents want to hover over their brood and protect them from the real world.  It needs to be made clear to new workers that their parents are not welcome in the workplace like they were (at least officially) in the school system.  I have told new workers that the very first time their parent calls to question a decision of mine as their boss, they will be put on probation.  The second time they will be fired.  Firmly enforcing this policy and putting it in a policy manual will save you a great deal of grief.  If a helicopter parent does call, calmly explain that you cannot discuss personnel issues with anyone except the employee, the HR department, and appropriate supervisory personnel and hang up.  If you get a return call, indicate that the next call will result in termination of the employee.

It is essential to set up what seem like obvious boundaries in writing and assure that the employees read them.  Set up expectations about on-time arrival, days off, vacations, sick time, attire, demeanor, personal interactions and so on.  One of the younger generation’s favorite cop-outs is “But nobody told me.”  So tell them.  Give very specific examples and don’t expect them to take a principle and universalize it.  If you tell them they need to be on time tomorrow, they will be on time tomorrow, but late the rest of the week, for example.  Say “We work from 8 AM – 5 PM or later Monday, Tuesday, Wednesday, Thursday and Friday.  You are expected to be here from 8:00 sharp every single day until your manager tells you it is OK to go sometime after 5 PM every one of those days.  You may not just go home at 5.  Your manager needs to say it is OK.  You’re expected to stay until your manager is finished with you.”  These young workers are sidewalk lawyers.  If you don’t spell it out, they’ll find a loophole.  This isn’t their fault.  Blame their parents and an out-of-control school system.

Mentor them with clear and detailed instructions.  Give them praise frequently and criticisms gently.  It is always bad form to discipline an employee in front of other employees.  For younger workers it is absolute disaster.  Not only will the humiliation cause rebellion, but the other workers will almost certainly side with the worker being disciplined and not with you — even if the disciplined worker is causing trouble for the others.

Never underestimate the “pack mentality” of younger workers.  Use it to motivate them as a team.  Slowly bring out individuals who are exceptional, giving them a very small taste at a time of additional responsibility.  Hire an executive coach if you promote one of them to a management role.  Coaches aren’t cheap, but they are far less expensive than the mistakes in management a newly promoted manager will make and the lawsuits that might result.

The emerging workforce can also be a lot of fun.  My daughter is 22 and I purely love to be around Meagan and her friends.  They are great people with a ton of energy.  They also think outside the box on almost everything and can come up with great new marketing ideas and ways to make the company better.  They also are very comfortable being asked for their input and will openly give it.  As a manager I like that.  Others may not, but refusing to listen is very foolish.  These “kids” are the biggest potential customers ever for a variety of businesses.  It seems intelligent to listen to their input and put it into action.

Finally — give them a chance.  If you can keep their parents out of the mix, help them rise above the pack mentality and put their brains to work, they will rapidly become your favorite employees.  They will go 150% for you if they see that you are willing to give them a shot, but that you expect performance.

John Heckers, MA, CPC, BCPC, may be reached at his personal cell phone number 720.581.4301, or his email: jheckers@aol.com.  Website:  www.heckersdevgroup.com.  For a free résumé guide, and job board listing send current résumé with the word “RESUME” in the subject line to jheckers@aol.com.  For information on our Executive Structured Networking Event send name, current or last title, and phone, with INFO in the subject line to jheckers@aol.com.  I will also accept all invitations on LinkedIn.  Read more employment advice by John at http://employmentskills.blogspot.com/ and, for executives, http://executiveexpert.blogspot.com/.