Retooling For Millennials (CONT’D FROM PAGE 1 )
mittee of employees to talk about the entire operational progression from the entrance of the customer to fol- low-up after the sale,” says Richard Avdoian, an employee development consultant in Metropolitan St. Louis ( richar- davdoian.com ). “The committee can address questions such as, ‘How can the business increase the quality of its products?’ and ‘How can it improve interdepartmental re- lations?’” If this sounds like a bottoms-up approach to business management, that’s because it is. “Millennials want some- body to listen to them,” says Randy Goruk, President of The Randall Wade Group, Scottsdale, Arizona ( leader- sedge360.com ). “They have ideas and opinions. They may come up with a technique for changing an installation process so it’s easier, faster, or safer. But they are going to need someone to give them permission. If the boss isn’t listening, they see it as a problem. They may leave for an- other company where they can share their ideas.”
tom line and the development of loyal customers? “While everybody wants to do meaningful work, it’s much more important to Millennials than to previous gen- erations,” says Jack Altschuler, President of Fully Alive Leadership, Northbrook, Illinois ( fullyaliveleadership. com ). He describes the Millennial mentality this way: “If all I’m doing is putting a screw in a widget on the assembly line, I’m not going to be motivated. In fact, I’m going to be out of here as soon as I can find something else.” Even more can be done: Consultants suggest involving the staff in decision-making. “Decisions are made every day in a manufacturing plant,” says Altschuler. “Involve the Millennials in the decision-making process. Rather than telling them what to do, ask them what they think.” Too, capitalize on the fact that Millennials grew up working in teams. “Consider establishing a rotating com-
As those comments suggest, employees can be excellent sources of ideas for im- provements in the manufacturing process. A monthly contest that awards a prize for the most profitable idea can go a long way to- ward feeding the Millennial’s need to make a real difference in the world. “It’s good to give Millennials the chance to innovate on any- thing that they think could be better, more ef- ficient, or more effective within the company,” says Dorsey. “It’s not even so important that you act on the ideas, as much as you asked people for their ideas and you considered them. They want the chance to be heard.” Societal Issues Millennials also need to know how their work activities contribute to the betterment of society by enhancing customers’ lives. Moreover, their employer should be a good corporate citizen, actively supporting causes through money and action. “Millennials want their employer to participate in such things as charity events, rallies, walkathons, and runs,” says Avdoian. Prospective employees will even use the Internet to assess an employer’s social com- mitment. “Millennials will check on places like Glassdoor where people share reports about companies where they work,” says Altschuler. “They will find out if a company does things like organizing blood drives or conducting volunteer work at retirement homes.” Finally, the workplace must reflect an appreciation for diversity: The staff makeup should reflect the racial mix of the local com- munity. “Millennials’ assumptions about diver- sity are quite different from, say, Boomers,” says Altschuler. “Part of the reason you see
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