Many good employees are quitting

traditional organizations because the older workforce does not know how

to manage them properly.

I recently worked with the

U.S. Army who is experiencing a severe retention problem. Highly skilled

Generation X junior officers and enlisted soldiers are leaving in droves.

The lure of higher paying civilian jobs is only part of the problem. According

to a survey I conducted many of these young Gen. X officers are not merely

leaving for financial reasons, but for management reasons. They don,t

believe their older and more senior-ranking officers understand their

needs nor manage them properly. This issue is not unique with the military

but reflected in most traditional organizations in America today.

In general, Generation X employees

are those between the age of 19-34. Unlike their parents and grandparents,

Generation X employees do not plan on staying with one job or company

throughout their careernor will they sacrifice their family for their

job. They grew up seeing their parents laid off. Many of them have grown

up as latch key children and in divorced family situations. Therefore

time for their family is very important to them.

Many times Gen. X workers are

characterized negatively by the older generation. Clearly, their work

ethics are different, but along with their age they bring unique strengths

and abilities. First they have a voracious appetite for technology and

learning. This is good unless your organization is not willing or able

to share information or has up-to-date technology. There are major hurdles

between work environments that will either attract or repel Gen. X:

Traditional Workplace §

Security from the institution § Promotions based on longevity §

Loyalty to the organization § Wait to be told what to do § Respect

based on position/title

New Generation Workplace §

Security from within § Promotions based on performance § Loyalty

to the team § Challenge authority § You must earn respect

Generation X employees tend

to be less motivated by promises of overtime pay and more motivated by

personal satisfaction with their jobs. They want to grow in their jobs

and learn new skills. They will change jobs often as they seek jobs that

offers them both better benefits and more opportunity for professional

growth as well as personal fulfillment.

Generation X employees want,

and expect, their employers to hear what they have to say. They want to

understand the big picture for the company and how this influences their

employment and growth. They are creative thinkers, independent, results

oriented and bring with them a healthy dose of skepticism.

Here are a few general areas

to keep in mind to improve retention and productivity.

Be approachable. Direct access

to decision makers is very important to the younger workforce. Take time

to speak with an employee,s spouse or family when you meet them and let

them know you appreciate the employee. Remember, Generation X employees

look for more than just fair pay: they need and want personal acknowledgment

and job satisfaction.

Take time to be personal. Thank

an employee for doing a good job (in person, in writing, or both). Listen

to what employees have to say, both in a one-on-one situation and in a

group meeting. Let the employee know what happened to the idea or suggestion

he or she submitted.

Encourage employee growth.

Provide feedback on their performance. Be specific; mention a particular

situation or activity. Make sure the employee understands company expectations.

Involve the employee in the decision-making process whenever possible.

Give an employee room to do the job without unnecessary micro-management.

Pay for employees to attend workshops and seminars; offer on-site classes

where employees can learn new skills or improve upon old ones. Most jobs

contain a certain amount of routine, day-to-day work; offer employees

a chance to work on something in which they have a special interest, something

that will challenge them.

Performance based promotions

and rewards. Traditional organizations lose valuable younger employees

because of their longevity based recognition and promotion systems. Recognize

an employee who has done an outstanding job by giving an unexpected reward,

such as a day off or a free dinner for the employee and his family at

a nice restaurant. Manage people individually and promote outstanding

individuals even if it means ahead of older or more senior employees.

The employee who deserves a promotion and does not get it will start looking

elsewhere for a better opportunity to move upward.

Help employees see the Big

Picture. Employees need to experience a sense of ownership. Encourage

this by providing them with information about new products, advertising

campaigns, strategies for competing, etc. Let each employee see how he

or she fits into the plan. Help employees see how meeting their goals

contribute to meeting the organization,s goals.

Build morale. Have an open

work environment; encourage initiative and welcome new ideas. This generation

enjoys having fun at work. Don,t be afraid to try something new every

now and then. For example hotel tradition calls for employees at the Hyatt

Regency in Lexington, Kentucky to wrap a 12-pound frozen turkey with electrical

tape. Then they roll it 50 feet down the loading dock toward the human

resource office and try to turn over as many wine bottle bowling pins

as possible. Winners get a pumpkin pie.

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