manPower Uprate: Increasing the Output Of Your Generation Y Workers Managers around the world have been perplexed, to say the least, by the influx of a new breed of worker. Commonly referred to as Generation Y or the Millennials, this cohort, born between 1980 – 19991 , does not seem to respond to the tried‐ and‐true management techniques of the past. It’s an issue that’s impossible to ignore—at three times the size of Generation X, they are a force to be reckoned with. The Millennials’ entry into the nuclear workforce, while only a trickle now, will soon turn into a flood. Therefore, new strategies are needed to effectively motivate and engage this strikingly peculiar generation ‐ indeed, the future of our industry.
Nuclear Conundrum: The Labor Pool Has Gone Subcritical Recruitment and training are well known challenges for the nuclear industry. For over two decades, international political support for nuclear science and engineering has been all but nonexistent. This has only recently started to change as nuclear power is increasingly being recognized for what it is: the only viable, baseload “green” energy source available today. But it will take time, and time is in short supply.
Today, Baby Boomers are in the process of retiring en masse, forcing many nuclear plants to face a novel dilemma. As time goes on, the nuclear industry teeters closer to the edge of an increasingly ominous “retirement cliff” in which large numbers of personnel are eligible to retire within a short period of time1. Industry‐wide the numbers look bleak—more than half of all nuclear workers in the United States are over the age of 48 and are eligible to retire within a decade. Sound daunting? The situation is worse and more urgent than many realize—within just five years, 35% of the nuclear workforce could be lost through retirements alone2.
Yet, who will be their replacement?
Gen X, pruned by the emerging popularization of birth control in their formative years, may not be large enough to shoulder the human resource responsibility alone. As a result, it is predicted that Generation Y will enter the work force with a vengeance, accounting for nearly half of all employees worldwide by 20153. Without a doubt, this demographic shift toward Millennials will have a significant impact on the dynamics in your workplace.
1
For our purposes, we will define Generation Y as those born between 1980 – 1999, however, you should know that there is a spirited debate among generational experts as to when the Millennial generation actually started, with estimates ranging widely from the late 70’s to the mid 80’s.
You’ve Recruited Generation Y, Now What? If you think that was the hard part, you may be in for a surprise.
With a newfound glut of fresh faced, eager employees, leaders may be tempted to dust off their old management playbook from the past. First realize, however, that these new workers are not the same animal that you found even as recent as 10 years ago– they are fundamentally different in very significant ways.
As we all know, everyone’s life experiences shapes who they are. Employees who grew up in different time periods have different world views, expectations, and values, resulting in preferred methods of communication and personal interaction. Consequently, there are recurring themes that repeatedly surface pertaining to these dislocations.
Generational Collisions Inelastic Scattering in the Workplace Empirical research shows that there are five key drivers of tension in generationally diverse organizations. This provides the nuclear industry, which is lagging the trend, with valuable insight on what to expect in the near future.
Gen Y and Work, an ALARA approach Millennials, much like Generation X workers, are on the far opposite end of the spectrum from Boomers on the beliefs and values spectrum. Work isn’t an inherent part of the Millennials’ self‐identity and building a career is not a primary motivator. In fact, to a Millennial mind, work should be kept “as low as reasonable achievable”. To a Boomer this is absolutely absurd. They have embraced competitiveness throughout their careers, a necessity due to their large numbers, and have focused intensely on climbing the organizational ranks4. Boomers are the original workaholics who, even as young adults, had no concept of Work–Life balance, which just so happens to be the Millennials’ primary concern. To a Millennial, Work–Life balance is crucial and something to be preserved at all costs. This strategy has been known to meet strong resistance from the Maginot Line of Boomer and Gen X leadership. In particular, Boomer co‐workers, who are often in management positions, may question Millennials’ commitment and dedication to the organization. Boomers don’t think Millennials work as hard as they do ‐ Millennials tend to not like “punching the clock” and putting in “face time” from 8am to 5 pm every day, instead they are more concerned about outcome than process. Much like Gen X, they are results‐ oriented, and do not focus on the method used to achieve results5. Millennials, more so than any other generation, multitask and view time as a valuable resource that should not be squandered6. This outcome‐based work ethic is an essential component in their quest to maintain a positive dichotomy between their work and personal lives. Millennial demands for Flex time or alternative work hours are viewed as odd by Boomers, and believed to be unproductive work arrangements. Millennials can go either of two ways as a result of this intergenerational conflict: they can adapt quickly and start behaving more like Boomers once they become committed to particular projects and goals or, like the Maginot Line of yore, they will find a way to go around their managers to force their Work–Life ratio back into balance.
The Concept of Paying Dues—Can I just write a check? Another common complaint is that Millennials don’t want to pay dues over time, as Xers were forced to do with a sea of Baby Boomers blocking their path forward. Gen Y workers tend to look for instant gratification rather than long‐term investments of time and effort. In addition to demanding immediate rewards, Millennials are likely to prefer special projects and resist menial work and other “dues‐paying chores”7.
Teamwork or “Me” work Millennials prefer to work in teams, finding excessive comfort in team‐based direction, oversight, and decision‐making. What is surprising is that this preference for team work may not be because of a genuine affinity for collective effort, as commonly believed. Research has shown that the Millennials’ team‐focus may actually be an attempt to avoid the risk associated with independent thinking and decisions8. Whatever the reason, the Millennials’ group orientation is perceptible and puts them at odds with their older coworkers.
Baby Boomers hate teams‐—they want to be in charge; they want to stand out as being special. The skeptical Generation X hates teams as well—they prefer to work autonomously and notoriously abhor meetings and group work9. This is most likely a consequence of Gen X being the first demographic group to be parented “inabsentia,” thanks to the mass popularization of divorce and single parent working households. Consequently, this gave Gen Xers an increased sense of independence and self‐ direction not typically seen in members of other generations.
Regardless of their motive for team–based work, the only “real” team players in the organization are Millennials. Their lives have been a team‐centric event ever since their childhood. They grew up in highly structured team activities, they did school projects in teams, they interviewed for jobs in teams— they often quit their jobs in teams as well.
Anti‐Social Skills Due to their overbearing parents, Gen Y workers may lack skills in dealing with difficult people, and may be impatient. Their strong technical skills are not balanced by strong soft skills such as listening, communicating (especially face‐to‐face), independent thinking, and time management. Millennials are demanding and they question everything, so if there isn’t a good reason for overtime or staying late, don’t expect them to want to do it10. Compared with other generations, Gen Y also tends to have less respect for rank and more respect for ability and accomplishment, which only compounds the problem.
(Mis)Communication While Generation X favors a hands‐off management style, Millennials desire a strong connection with their boss and want open communication on a wide range of business issues. Millennials expect communication with supervisors to be frequent, positive, and more affirming than has been the case with employees of prior generations6. This may feel burdensome to many senior organizational members, but as mentioned earlier, this need for affirmation is derived from the Millennials’ formative years in which they received a constant flow of supportive messages from parents, teachers, and coaches8.
For Millennials, information should be kept free and accessible to all, in a Net Neutrality kind of way. Millennials are unlikely to accept an organizational policy that information is communicated on a “need‐ to‐know” basis. Regardless of their position in the hierarchy, Millennial workers want to feel
“connected” and expect to be kept in the loop. Research indicates that supervisors today are surprised by Millennials’ expectations that supervisors freely share information such as strategic plans while they are being formulated by upper management11. Moreover, Millennials have a reputation for making their expectations known. This lack of formality regarding status and structure may cause senior level workers to feel disrespected by young workers whom they believe have not yet earned these considerations.
Communication modalities also pose problems between generations. Baby Boomers, and Xers to an extent, highly value face‐to‐face communication, and have no problem walking to another office location to ask a colleague a question. Millennials, however, overwhelmingly tend to favor instant messaging, text messaging and emails. Many are much more comfortable sending a quick email than having a face‐to‐face or telephone conversation. These digital forms of communication are overtly declared by Millennials to be more efficient. Yes, this may be true, but another explanation of the popularity of digital communication is that these methods align well, and may be the cause of, the Millennials’ notoriously undeveloped social skills.
The Millennials’ over reliance on email can also be a source of workplace conflict. As we all know, email is not always the best mode for conducting business, especially if a quick decision is needed or bad news needs to be shared. Email is inherently slow and, without the subtleties of inflection and body language, can be dehumanizing and cause offense. Furthermore, the exclusive use of email as the primary means of communication can have an insulating effect by not allowing younger workers to develop more personal relationships with colleagues and managers.
Clearly, Millennials can be a source of consternation for today’s managers; however, keep in mind that some of Gen Y’s characteristics may make it easier to manage than commonly thought. Gen Y tends to value teamwork and fairness and are likely to be more positive than Gen X on a range of workplace issues. Gen Y workers are inclined to be motivated, hopeful, collaborative, and inclusive. In addition to being well educated and technically savvy, they also tend to be open‐minded, achievement oriented, and able to work on parallel tasks. So do not despair, there is reason for hope. Next, various strategies are proposed on how to effectively integrate, motivate, and engage your Generation Y workers.
A critical path forward: Management Techniques For the Modern Nuclear Workplace It is here where all the pieces come together and executable strategies emerge, approaches that produce the most leverage for positive change. The ideas and methods presented here are new and may take some time getting used to. The important part is to rethink what a modern nuclear workplace should be. Managers must be willing to re‐evaluate and refine policies as necessary to adapt to the changing generational mix in the industry. You can’t expect Millennials to adapt 100% to a Boomer engineered workplace —a foreign construct a million miles away to a Millennial mind. Start slow, if necessary, by picking and choosing the approaches that align well with your organization’s existing culture. That said, the following tactics represent the essence of how to properly manage today’s Gen Y worker and, thus, prepare you and your organization for the 21st century. Now it’s time to get to work.
1. It’s All About Gen Y’s Work–Life Balance Research continually shows that maintaining a healthy balance of work and leisure is the biggest issue for Millennials. Unfortunately, in today’s competitive landscape it’s a challenge to achieve. Work–Life balance is a zero sum game—there are only 24 hours in a day and the more you work, the less personal time you have available to pursue other activities. As a manager you have direct control of your subordinates’ “work” commitment, but you must be aware that indiscriminate excesses on this side can have caustic effects on the opposite “Life” end of this delicate balance.
A good place to start addressing this issue would be to compress the work week if possible. Compressed work weeks offer employees the opportunity to complete their 40 hours of work in 4 days or fewer per week, and flextime provides employees with the choice of when to start and stop work. These alternative work schedules provide workplace flexibility and have a positive impact on employee motivation, satisfaction, and organizational commitment12. Admittedly, this won’t be possible for everyone, especially shift workers. However, shift schedules can and should be written with this issue in mind to keep this sacred ratio in balance. Another possible idea is to incorporate time off into your reward system by giving out extra vacation in lieu of money.
Another area to explore is to try and build enjoyment into the workplace: “Life is short” is the principle many Millennials live by. They’ve witnessed natural disasters, terrorist attacks and school shootings as a part of their formative years. Millennials seek employers who can provide them with fluidity between work and play. Nuclear work is serious business, and not to be taken lightly, but there are most likely some missed opportunities for making your organization an enjoyable place to work. Managers should take a look at companies that consistently rank high on Fortune Magazine’s Best Companies to Work For survey, such as Google and SAS. Google, offers free gourmet meals, free transportation to work, “surprise” bonuses, and has a on‐site masseuse in order to keep their workers happy (and working late into the night). Jim Goodnight’s SAS is a consistent standout as well for providing such things as a 66,000 square foot fitness center, a library, and even a natatorium. There is most likely a causal relationship between these benefits and the low turnover these companies experience—SAS has a stellar 2% turnover rate, the lowest in their industry.
The companies which make the coveted Best Companies list are also known for having “destructured” work environments that allow self‐directed work and opportunities to alternate between work and leisure. Given budget constraints in today’s harsh business environment, your organization may want to focus on these simpler, less expensive policies such as offering your employees the option to allocate 20% of their work day for personal projects, a work practice originally pioneered by 3M and later popularized by Google. An interesting note is that some major innovations have come about by using this practice ‐ the ubiquitous Post‐It note was developed during this unstructured “free” time at 3M as well as Google’s extremely popular email service, Gmail. Another avenue to explore is to facilitate structured internet or game breaks to allow younger workers to alternate some play with work without compromising their worker responsibilities or nuclear safety.
2. Provide Microfeedback “I’d like to give you some feedback”
This phrase is unlikely to inspire great feelings of warmth for most people. For Millennials, however,
feedback is different. They learn through trial and error and interaction. A Millennial who asks for feedback is asking for a suggestion, a way to proceed more effectively and efficiently. Feedback to them is associated with positive feelings: with teaching, coaching, and opportunities to improve13.
Millennials are a generation adapted to a hyperactive world of instant messaging and multitasking. Managers have to recognize how to give feedback in a more modern, proactive way. The old school phrase of “no news from the manager is good news” does not make sense to Millennials. They need to know how they are doing on a continual basis in order to feel grounded and secure. The faster the feedback loop the better because it allows Millennials to course‐correct much quicker. Managers should develop short term goals with Millennials and provide feedback on their progress in real time, not at the end of the year, or even quarter. An idea is for managers to use “microfeedback”‐ short, concise, timely, digestible, and actionable advice and suggestions for improvement. Think a Twitter‐sized performance review3. Don’t forget to give rewards in the form of positive feedback. This seemingly insignificant and underutilized gesture can reap large returns in engagement and motivation.
3. Engage Them Early Through Ownership and Accountability A successful strategy for engaging Millennials consists of giving them ownership of some small unit of work as soon as possible. The essence of the strategy is to delegate responsibility to Millennials fairly quickly, allowing them the flexibility to do the job their own way, while holding them accountable by expecting results14. For instance, supervisors can start small and let their younger workers set up and facilitate a pre‐job brief or shift turnover meeting. As their confidence grows, more complex assignments and responsibilities can be given. Millennials have been raised to believe they are special and want something they can call their own and be proud of15. They thrive on knowing something has their name on it such as a procedure, database, or a section of the plant so, managers, don’t horde all the responsibility! Freely exploit this aspect of their nature and give them something they can be personally invested in.
4. Help Them Understand Their Place In the Big Picture The Why? Before The What? Explain your reasoning for decisions—Gen Y can be called Gen Why because they need to know the “why” before the “what.” Millennials were conditioned from early childhood to question everything and challenge authority. Managers should get into the habit of explaining their decisions from the outset to break down any resistance the Millennials may offer. Managers, do NOT fool yourselves into believing that the top‐down leadership style of the past is still relevant today. It is not, at least as far as the Millennials are concerned. A comprehensive 10‐year study of the contemporary corporate workplace recommended that, in order to remain competitive in the 21st century, “managers will have to discard traditional authority, rules, and red tape, and become highly engaged in one‐on‐one negotiation and coaching with employees to drive productivity, quality, and innovation”16.
Reluctance by Millennials to do entry‐level, menial tasks often stems from the perception that the tasks have little value. More so than with any other generation, managers should explain to Millennials how each assignment, no matter how small, helps move the organization closer to a stated objective. Millennials desire to understand precisely where they fit into the big picture. A strong supervisor/Millennial relationship can be a big help in achieving this understanding. First, help Millennials grasp how their job drives company productivity, however indirect it may be. Next, connect the dots and show them how this increased productivity then helps your organization reach its highest goals, such as delivering safe, reliable, and cost effective nuclear power.
5. Give Frequent Attention, Praise, and Recognition Meet Your New Office Children Give Generation Y public praise whenever possible. Millennials grew up receiving constant recognition from teachers and parents and expect frequent public acknowledgement of their achievements17. Management should value ideas over experience and recognize and reward good ideas wherever they come in the organization.
A more excessive, perhaps uncomfortable, method for managing the Millennial generation comes from Jennifer Myers of Profit, a trade publication. She proposes a “secret” to managing Millennials may lie in using the same strategies their parents used to raise them. This may mean providing them with lots of support, coddling, and a sense of belonging, but without turning the workplace into a “daycare.” As abhorrent as it may sound, a word of warning: Ignore Myer’s suggestion at your own risk.
Given Millennials’ need for frequent praise and recognition, one way to keep them satisfied is to pay them a 1% increase three times a year, rather than giving them a 3% raise at the end of the year17. Basic “time value of money” calculations can ensure parity between the two scenarios. This may transform the raise into something meaningful, instead of an afterthought, and actually increase Millennial engagement. Cost = $0.
6. Solicit Their Ideas Ignorance as an Asset Want engagement? Hold brainstorming sessions with your Millennial workers and try to incorporate their ideas. Millennials have a fresh set of eyes and a different perspective from more seasoned workers and can offer surprising insights. They are so vocal and inexperienced that something outside‐the‐box is bound to come out of their mouth sooner or later. Be there to catch it and help them implement it. If Millennials feel that their viewpoints are valued, they’ll step up to the plate more often. An industry best practice is emerging at Entergy’s Waterford 3 Nuclear Generating Station. There, departmental Advisory Groups are formed in which junior employees gather to discuss issues and brainstorm solutions that are then presented to management for resolution. Waterford 3 has made great headway in bridging the generation gap using this method.
7. Start Mentoring Forward Å Æ Reverse In order to ease tensions between the generations, a mentorship program should be set up to help facilitate the transfer of institutional knowledge and to teach Millennials the lingua franca and other essential social norms of the workplace. The most effective way to impart standards and expectations on Millennial workers is for leaders to model expected behavior and interact directly with them18. Managers must be cognizant of the fact that you cannot fake genuine caring! A good mentor honestly believes the best part of a mentor‐mentee relationship is helping other people, and that this opportunity is a privilege. Therefore, it is important to solicit volunteers and not blindly assign this crucial role; a productive mentor relationship cannot be forced. The mentor shouldn’t necessarily be a supervisor, in fact, it is better that they are not. The mentee needs to feel free to ask “stupid” questions that may otherwise cause alarm or panic.
This relationship can also have the serendipitous effect of a reverse flow of learning from the Millennial to the Boomer or Gen X mentor. This reverse mentor relationship allows the Millennials’ technical skills to be recognized and shared18. By giving Millennials the opportunity to provide older workers with their technological expertise, they may feel they are making a unique and significant contribution to the organization.
8. Encourage Teamwork Members of Generation Y grew up working within the protective confines of teams and want to continue working with highly‐motivated groups of committed people. They thrive on group collaboration and enjoy learning from colleagues they respect. The human interaction aspect of work helps make a job engaging for Millennials19.
On the other hand, competition, either between shifts or against members of the same crew, may frustrate Millennials. Millennials have been raised to value collaboration over competition. Managers should try setting some goals with rewards for everyone in addition to individual rewards20.
9. Offer A Variety of Opportunities Increase their binding energy, Keep Them Riding the Learning Curve Providing a diversity of learning experiences is essential to keep Millennials motivated and committed to the organization. Members of Generation Y are constantly looking to enhance their skills and knowledge, especially since they are not prepared to lock themselves into one job or company for their entire career. A major reason Millennials job hop so often is to keep their learning curve high. When the learning curve flattens, Millennials jump21.
Organizations should help Millennials have their “career changes” within the organization. Encourage lateral moves within the firm, even if temporary, so that employees are less likely to become bored and leave.
Creating rotation programs for Millennial workers is also a great idea. Many leading companies, including GE and Proctor and Gamble, have programs that introduce young workers to many departments in the organization over a period of time. These programs help Millennials gain a greater understanding of the company and industry within a framework of relative stability21.
10. Workplace Design and Technology Release the Millennials Into Their Native Habitat Office spaces for Millennials should be set up to optimize the exchange of ideas with others. Cubicles are too isolating and foreign to Millennials since they may impinge the free flow of information amongst the group. An “open office” setup found in more creative industries would work well with this group.
Management may want to consider new products that are available which tie collaboration and teamwork into the workplace. These are “cloud computing” software‐as‐a‐service offerings such as Google Docs, Microsoft Live, and Adobe Buzzword that can help Millennials stay connected with their coworkers in real‐time. Best thing: they are free.
The technology used in a workplace tells a lot about the culture (or budget) of a company. Cutting edge technology is very important to Millennials. Many Millennials complain that their home computer and software are much more powerful and capable than the one provided by their employer. Managers should make the business case for a software or hardware upgrade or find a way to allow Millennials to install their own work appropriate software. The potential productivity gains of this decision may surprise you.
Freedom and equality of information is a Millennial mantra and should be embraced. Sharing information that is presently locked away behind restricted corporate databases is a positive first step in building trust amongst the Millennial workforce. Set free the detailed strategy and business plans for all levels in the hierarchy to see.
11. Corporate Communication Speaking In The Millennial Mother Tongue Millennials will see through sterilized, prepackaged corporate propaganda. Ensure leaders “walk the talk” because Millennials will not tolerate inauthentic leadership. Instead, managers should ensure they are candid, talk without hype, and use humor to reach and truly communicate with Millennials. Honesty is key. Be truthful and don’t promise things that cannot realistically be obtained, as doing so will leave the more sensitive Gen Y worker feeling disappointed and deceived22.
Since Millennials were raised on a multitude of diverse media, it is important for an organization to provide information, whenever possible, in compelling, multisensory messages, such as podcasts, video, or other digital formats. Messages can have an even greater impact if they are available for viewing on demand and not subject to strict time–place requirements. An example would be making minutes from All Hands meetings available not only through email, but also as a downloadable podcast. Additionally, messages from the CEO could be made more effective if communicated via video rather than with the written word.
12. Earn Their Respect To Maximize Engagement The Velvet Sledgehammer
Millennials have no problem questioning authority and don’t automatically respect a leader solely due to the leader’s position in the organization23. It may seem like it should be the other way around, but the stark reality is that managers will have to earn the Millennials’ respect. You can’t talk down to young people and expect them to perk up their ears.
Therefore, Millennials’ relationship with their supervisor is particularly important and a fertile area for increasing their motivation and engagement. Managers at The Best Companies to Work For are frequently cited as being empathetic, and supportive. Management at all levels could make an effort to increase their EQ by a point or two by becoming more mindful of their behaviors when interacting with younger workers, again at zero cost but with the potential for significant returns.
Managers should foster a bond with Millennials by genuinely investing in their development by using some of the techniques described in this paper. Research has repeatedly shown that young employees’ commitment and loyalty is determined far more by their feelings than by rational and deductive thought24. Managers can further strengthen this bond by sitting down with their Millennial
subordinates to talk openly about their similarities and differences.
This direct emotional appeal to the Millennials is what, in the end, will foment a healthy manager‐ subordinate relationship and ensure mutual respect on both sides. It is within this type of framework where the Millennial will thrive and intrinsically reach their highest potential, accomplished not by brute force but with the gentle impact of a “velvet sledgehammer” — a softer, more humanistic approach to managing that inspires maximum performance from your team.
Time To Take Charge Millennials are certainly complex, with many perplexing attributes making them difficult to understand. The Millennials’ integration into the nuclear community will be a challenge even for the most seasoned leader—they are diametrically opposed to traditional corporate protocol in ways never before witnessed. Fortunately there is still time ‐ the demographic shift will be gradual but inevitable. It’s time for leaders to stand up, be proactive, and address the industry’s impending generational challenge. By implementing the strategies above, managers can help usher in the future leaders of the nuclear workforce. Patrick Brown Operations URENCO USA pbrown@nefnm.com
Endnotes 1 2 3 4 5 6 7
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