Outside Insights | By Lori Libhart
The four generations in the current workforce create unprecedented challenges for employers on issues of training, motivation, team building, and resolving conflict. With the pressures of high unemployment rates and the loss of retirement funds, quick-serves will likely experience an increase in the age range within their work groups.
The generations are often broken down into the following groups: Traditionalists (born 1922-45), Baby Boomers (1946-64), Generation X (1965-1980), and Generation Y (1981-2000). Each of these groups has distinctive attributes and expectations. Their views of work have been shaped by multiple factors including world events, family dynamics, and popular culture. Understanding common differences within these groups can help managers develop a cohesive work environment.
The Traditionalist group includes a variety of workers from senior staff members at the height of their productivity to those working part-time to add dollars or activity to their retirement years. With the deep losses in 401K plans, more of these seniors, along with many boomers, will remain in or return to the workforce. Traditionalists tend to be stable, disciplined, and respectful. Given due respect for their experience and wisdom, this group provides loyal, dedicated employees.
Baby Boomers remain the largest group of employees. Boomers can be competitive, optimistic, and thrive on work. They are proud of how they changed the world and value relationships and achievements. They will work many hours to achieve symbols of success and may need to work extra years to maintain those symbols due to the current economic downturn. Boomers seek good health, fitness, personal growth, and community involvement. They enjoy feeling valued and like to be seen as unique and important to the success of their employers.
The smallest group of employees, Generation X tends to enjoy building a portable set of skills and is techno-literate. They are loyal to themselves, their work groups, and to their direct bosses, if managed properly. X’ers like to manage their own time and problems. They want to maintain a balance between work and personal time. They are motivated by personal satisfaction and easily frustrated by office politics. X’ers generally value diversity, a trait that serves them well in quick-service.
Generation Y, is the true high-tech generation. Many have been parented with high expectations and with much attention. These Millennials want to make their mark on the world and work well in groups. They can multitask and expect to work with technology. They expect and need supervision and structure. They can be motivated by working with quality teams in a fun environment. Supervisors need to provide frequent feedback and praise.
Given this diverse supply of workers, what strategies might best serve operators? The first step is to understand that the group information is a generalization. Although the generational tendencies are real and offer great potential insight for management, workers are still individuals and each step of the hiring, engagement, and retention process needs to accommodate individual, generational, and other cultural traits. Just as restaurants thrive with a diverse customer base, they can set a foundation for success with a diverse employee base.
Make sure your employee candidates understand how their roles fit in with the business goals and how your restaurant serves the community. Be very specific about work requirements. Mold strong teams by using the strengths of each generation. Coach them to share skills. Use humor to prove that their differences are okay. Provide avenues for them to communicate and understand the perspectives of each other.
You should see a direct payoff as they transfer this generational understanding to their customer service skills. Reward and acknowledge, keeping the motivators preferred by each generation in mind. Utilize the age and lifestyle issues of your employees to bring strength to your work schedules. Shifts that are difficult for one age group may be perfect for others. Spend time with your people to know who might be a good mentor and who has a natural talent for reaching out to new hires. Make sure your training program is multimodal to encourage learning for each generation and all learning styles.
Leverage the abilities of your multigenerational employees to create an efficient, effective workgroup.