Managing the Generation Gap
What’s the Meaning of Work?
While research shows that co-workers in different generations work well together overall, one of the most common causes of tension among the generations has to do with the meaning of work itself.
Whether it’s about acceptable work hours, pulling weight, or pulling rank, the views of what work is – and should be – vary widely across the pool of generations. In order to better manage the tension that can arise in your workplace, it’s important to understand how each generation feels about the meaning of work.
What work looks like. According to a recent report by the Conference Board, top executives worldwide recently said their top concern is the ability of employees to excel in execution. But, there’s a lot of finger-pointing regarding work ethic among the generations. A recent Society of Human Resource Management (SHRM) report on generational differences showed that Traditionalists think Gen Xers and Millennials don’t know what an honest day’s work is. Characterized as workaholics, both Traditionalists and Boomers place great value and self-worth in climbing the traditional corporate ladder. At the same time, the report said employees in these groups, often those with seniority, tend to think their company owes them something and thus have poorer productivity than employees who report to them, a fact that’s duly noted and disdained by younger generations. Millennials and Gen Xers often think that knowledge as well as the amount and quality of work a person contributes should outrank tenure and job title. Promoting mentoring among the generations makes everyone accountable for their performance, decreasing conflict about work ethic among different age groups.
How workplaces should be structured. Traditionalists and Boomers, comfortable with structure and command and control style, place value on strict organizational hierarchies, experience, job titles, and knowing how to navigate office politics. Gen Xers and Millennials, who value innovation and collaboration, at times appear to resist authority or bypass the chain of command. Highly-educated but with fewer years in the workforce, they often complain when employees are promoted because of tenure rather than qualifications and knowledge. But, the workplace is quickly moving away from a strictly traditional organizational structure. In fact, SHRM reports that according to HR professionals, 90% of organizations have instances of older workers reporting to younger supervisors. Offering leadership training can help relieve the tension over workplace structure and place an emphasis on mutual respect.
How work is done. As the more technologically savvy and team-oriented generations Gen Xers and Millennials tend to place a high value on innovation, advanced technology, and collaboration. This often means they favor scrapping the tried-and-true ways that Traditionalists and Baby Boomers see as proven, effective processes. To help mitigate conflict on work processes, teach Gen Xers and Millennials how to effectively research and pitch new ideas in terms they value Traditionalists and Boomers, like the bottom line, productivity, and return on investment. Communicating openly and promoting training for new technologies can help Traditionalists and Boomers accept change.
Where work takes place. Most Traditionalist and Boomer employees prefer in-person meetings, structured office settings, and professional attire. Gen Xers and Millennials are more comfortable with relaxed environments, telecommuting, teleconferencing and other innovations that allow traditional “work” to take place in a setting outside the office. As the meaning of place in work changes, however, an increasing number of Traditionalists and Boomers are finding the value of a multi-place approach to work. Taking a flexible approach to work settings will appeal across the generations. Research shows that recruiting and retention are enhanced by taking this stance, and productivity doesn’t usually take a hit; in fact, it often increases.
When work happens. According to SHRM research, 24% of HR professionals report observing frequent conflict about acceptable work hours among the generations, making it the biggest source of inter-generational tension. Many Gen Xers and Millennials feel more productive when not tied to the traditional office hours Traditionalists and Baby Boomers value. To appeal to differing views of work schedules and help promote appreciation and respect among the generations, consider offering a flexible work schedule policy that allows both traditional office hours and flexible options.
By understanding the different generational views of work, you can help prevent inter-generational conflict and handle it when it arises. Check out next month’s article to learn how to manage the generation gap concerning pay and benefits.
Making a Great First Impression
3 Tips for Re-Thinking Job Descriptions
In life and love, we often say that first impressions are everything. While that may be open to debate, one thing is certain: your first impression on job seekers is critical in helping create a highly qualified workforce that can be competitive in a shifting economy. Remember, a company is only as strong as it’s most important asset – its people.
One often overlooked element in creating a positive first impression on job seekers is having fresh, relevant, and well-written job descriptions. Think about it: when’s the last time you looked at your job descriptions? Are you using the same ones over and over again, without a second thought? If it’s been a while since you examined your job descriptions, take some time to re-think what they say and how they’re saying it. Don’t think only in terms of what you want from a candidate; try to think about how a job seeker will view your company, industry and open position based on nothing more than the words they see. Try using these three tips before you start the process of writing a job description to ensure you’re making a great first impression on the labor pool.
1. Think new. Most organizations have standard job descriptions they use over and over again, sometimes for years. But, the world of work changes quickly these days, as does the job-seeker pool, the types of degrees or certifications candidates receive, and the type of work performed or technology used. If your job descriptions still describe outmoded technologies, for example, you will quickly lose relevance with the most skilled candidates. That’s why it’s critical to approach job descriptions with a dose of new, and often. So, toss your old descriptions aside, and start over from scratch. Invigorate your hiring process by creating new job descriptions frequently and trying different approaches to what and how you write. Use a creative approach to make job descriptions stand out and reach more candidates.
2. Think big. Consider the big picture for each job in question. Why does the position exist? What are the main ways the position contributes to the company’s goals, bottom line, and direction? Answering these questions will help you think beyond the tasks the person performs and help you demonstrate why the job matters. Job seekers want to find meaningful work that contributes to the company, but when most people write job descriptions, they focus on the day-to-day, task-oriented elements of a job. While it’s useful to include those facts, a stellar job description will also provide view of how the position fits in to the big-picture. This demonstrates that you see each member of your team as contributing to the company’s success, an important thing to highly-skilled job seekers. It also helps your job descriptions – and your organization – stand apart in a sea of bland, basic, and boring.
3. Think broad. The fact is, there’s no one perfect person for any given job, so don’t worry about trying to find an exact replica of the person you’re trying to replace or the ideal candidate. Before you sit down to write a job description, carefully consider what you really need the new hire to do, how they need to act, and what attributes or experience they need to bring with them. Jot down your thoughts, and then go back and look them over. To avoid narrowing down your candidate pool too much, be honest with yourself about the minimum requirements for the job and open your mind to a range of backgrounds that might work. You have plenty of chances to narrow things down later in the hiring process, so think in broad teams about the type of person you’re looking for to make sure to appeal to a broad range of qualified applicants.
Now that you’ve re-thought job descriptions, you’re ready to start writing. Check out our five foundations of great job descriptions to find out what you need to include.
Writing Solid Job Descriptions
5 Foundational Elements to Get You Started
There’s no one formula for creating perfect job descriptions, and formats and styles vary as widely as the types of companies looking for skilled workers. However, most great job descriptions share a few things in common. These five foundations for writing solid job descriptions can serve as a checklist the next time you sit down to write about what you want from a new hire.
1 - Basic Functions
This is traditionally the bulk of a job description, and it’s important to include a basic overview of the types of work the position performs. But keep this section short and avoid writing a laundry list of each task a person could be asked to perform. Instead, outline the basic functions in groups or categories of work. Make sure to include information on both the physical and mental tasks performed, such as the position requires lifting a certain amount of weight or includes making high-level judgments.
2 - Minimum Qualifications
List the minimum qualifications for the positions, including skills, experience, and education.
Skills – Be sure to include hard skills such as proficiency in certain programs, equipment or technology that the job requires. Avoid listing mainly soft skills that are open to interpretation, because most job-seekers will describe themselves as detail-oriented, friendly, outgoing, or team-oriented if you list these as qualifications.
Experience – Listing a range of years of employment in this section won’t tell you much about the type of experience the candidate truly has. Instead, in this section, list specific experience needed such as in a certain industry, supervising people, or meeting fast-paced deadlines.
Education – If a degree isn’t a minimum requirement to complete the job, don’t list it in this section. If a degree is required, list a range of degree titles that would be acceptable for the position. And, if you are willing to consider an equivalent amount of experience in lieu of a degree, say so.
3 - Desired Qualifications
Most employers skip this element altogether, but it’s critical because listing both minimum and desired qualifications keeps your job description broad enough to receive a range of applicants while at the same time signaling to the highly-qualified candidates that you will look more favorably upon them if they apply. In this section, describe skills that aren’t required to do the job but that would be highly valued in the position. For example, this is the perfect place to list desired attributes like an advanced degree, specialized certifications, certain years of experience, the ability to use advanced programs or technologies, or experience in high-level functions.
4 - Company or Workplace Overview
In this section, describe the work environment and team. Sell the highly-qualified job seeker on your industry by giving a brief overview of your history, growth, and projections. Include information about why your company is a great place to work, such as opportunities for employee training and career development or unique perks like free snacks or company paid time to volunteer. Spend time carefully crafting your words in this section to appeal to the best candidates out there.
5 - Pay and Benefits
Some job-seekers will skip descriptions that give no information on salary or benefits, assuming the offerings are not competitive. If you provide health insurance, retirement, vacation time, educational assistance, flexible schedules, and/or other benefits, list them. Also include opportunities for growth within your organization. Many employers shy away from discussing salary in job descriptions, but it’s one of the top things job-seekers are looking for. Weigh the pros and cons of listing a range of hourly or salaried pay, and remember that you can mention that the final salary is determined based on a candidate’s experience. Describing pay and benefits is a great way to help your job descriptions stand apart from the pack and generate interest in your workplace.
Make sure to include these five foundations in your next job description and you’ll attract a great pool of applicants that includes highly qualified candidates.
Employment Situation Summary
United States
Non-farm employment rose by 18,000 jobs in December, and the unemployment rate rose to 5.0%. Average hourly earnings rose by 7 cents. Click here for the most recent employment report from the Bureau of Labor Statistics.
Major Industry Employment for December 2007
• Construction: - 49,000
• Manufacturing: - 31,000
•
Retail Trade: - 24,000
• Professional & Business Services: + 43,000
• Educational & Health Services: + 44,000
• Leisure & Hospitality: + 22,000
• Government: + 31,000
Canada
In December, employment dropped by 19,000 jobs, and the unemployment rate was 5.9%. Employment for all of 2007 was up an estimated 2.2%, making it the fifteenth consecutive year of employment growth. Click here for the most recent employment report from the Statistics Canada.
Major Industry Employment for December 2007
• Construction: +12,900
• Manufacturing: - 33,200
• Trade: + 18,600
• Transportation & Warehousing: + 20,700
• Finance, Insurance, Real Estate & Leasing: - 5,600
• Professional, Scientific & Technical Services: - 3,200
• Business, Building & Support Services: 300
• Educational Services: - 12,700
• Health Care & Social Assistance: 6,300
• Information, Culture & Recreation: + 2,900
•
Accommodation
and Food Services: - 21,900
• Public Administration: + 10,800
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