Three Options for a New Workforce (Part II)

The biggest disconnect employers are now facing is how unprepared this new generation is for the working world (unless you are a technology business) and how little companies are budgeting for employee development. Simply, the older generation is expecting the new hires to work hard at self development to get up to speed of making a difference in the workplace and the younger generation is looking for the employer to prepare them for the work they want accomplished in the same way schools prepared them to graduate: Exciting and entertaining delivery of information directly related to what will get them to the next grade (or promotion.) This is part 2 of this information.


2. Train with the job in mind.

Some organizations are retooling their training to best prepare the employee for the job they have been hired for. With ISO 9000 type documentation and focus, job descriptions are translated line item by lime item into a training task that teaches the most effective and efficient ways to perform the tasks for maximum profit for the organization. With engineering specificity expectations are set for the only right way to carry out the functions of the job. A generation-wide attention deficit disorder will cause newly hired employees to lost interest and tune out instructors and learn the basics only to then add their own interpretation on what works best for them. This will create friction in the workplace and that revolving door to continue to swing.

3. Teach, coach and mentor throughout the process.

One of the most important expectations of this generation's new employees is keeping their interests in mind at all times. This is also how to keep your best performers committed to staying on your payroll. As long as the new employee knows you are preparing them best for their career growth and success, they will stay attentive, work hard to provide top performance. Training needs to be a combination of effective professionally prepared learning from experts they can respect filled with plenty of Q and A, not monologue delivery of boring information. Once the training has begun, it should be continuous along with coaching along the way to develop people and ensure there is no sink or swim mentality. A mentor should also be assigned as a career counselor, friendly ear, and giver of sage advice. This is the continuation of the training process that is personal and critical to long-term success of these employees. This is a generation that will stay with employers because of personal commitments within the organization, not because the organization itself.


If all of this sounds like a budget breaker, or more trouble than it's worth consider this. How much productivity are you losing through that revolving door of employees leaving? How many customer mistakes are occurring because of an untrained, poorly developed workforce that is costing your organization thousands if not millions of dollars in revenue? How much are you losing from poor morale, minimal effort and a negative buzz about why everyone is constantly leaving?

If you answer these questions honestly, you will see a new training/employee development approach isn’t a budget breaker; rather it is a money maker. The future is uncharted territory; don't let the way it's always been be your guide.