Some shop owners have all but given up on hiring anyone under the age of 30.
"In the past two years, we've had four guys in their 20s come to work for us, and none of them lasted more than four months," said one collision repair shop owner from the Midwest who asked that his real name not be used. "We don't have much turnover, generally. All but one of our other employees have been here five years or more, and on average all our employees have been here nine years. So I'm starting to think there's just something wrong with this youngest generation of workers."
The Midwest shop owner is right in one regard, said Rick Jazwin, whose work with the Universal Technical Institute (UTI) training centers around the country provides him with regular interaction with young adults interested in automotive-related careers.
"Gen-Y" employees are different from those in earlier generations. But, Jazwin said, it's not that there's anything "wrong" with 20-somethings as much as it is that many employers don't understand what it takes to recruit, motivate, and retain this new generation.
"But these young people are the key to the future of the collision industry," Jazwin said.
What they have in commonUTI's collision repair training programs at its Houston and Sacramento campuses produce hundreds of entry-level technicians each year, so it's not surprising that Jazwin, UTI's vice president of industry development, has found himself becoming well-versed in understanding the generation born after 1978. Jazwin said he has made presentations explaining how to successfully recruit and retain these younger workers at a number of automotive-related events in recent years.
His audiences, he said, are generally those who are members of either the "Baby Boomer" (born 1946-1964) or "Generation-X" (born 1965-1977) generations.
& "Although Boomers and Gen-Xers are very different, what they have in common is the belief that they have put in their time, paid their dues, worked their way up the ladder, and know how to get the job done," Jazwin said.
Gen-Y is generally considered made up of the 60 million Americans born between 1978 and 1999, a baby bulge that makes Gen-Y more than three times the size of Gen-X, and one third of the U.S. population.
They are already having a huge impact on segments of the economy, and as the population ages, they will become the next dominant generation of Americans," Jazwin said.
So what traits and characteristics tie Gen-Ys together? Jazwin said they tend to be well-educated, self-absorbed, and indulged, and have endless self-confidence.
"They believe they can do anything, absolutely anything," he said. "They grew up in a world where there was no failure. They have been told they can become anything they want to be. They are obsessed with fun and entertainment. Their instincts rule, yet they are far more accepting of authority than the generations before them; there's no flag-burning going on."
That said, Jazwin added that Gen-Y may be "the best future work force this country has ever had."
"They want to be trained, they want to learn, and they want to listen," he said. "But perhaps most importantly, they have a built-in bullshit meter on their forehead. If you're going to try to bullshit them, you will lose them. I promise you that."
So given the shared characteristics the Gen-Y generation brings to the workplace, how can employers successfully recruit, manage and retain these 20-somethings? Here is Jazwin's advice.
Add more flexibility to your workplace.
Individualism is important to Gen-Y, so they may resent even such things as a standard uniform. Jazwin said some employers find that job titles or even customizable name badges can help these employees feel they are not just part of a homogenized pack. Similarly, he suggested, review your company policies to see if any are unnecessarily restrictive or inflexible.
Jazwin said for example that employers may also find Gen-Y workers seeking out more flexible work hours. Employers who can successfully balance the needs of the business and its customers with those who may prefer to work nontraditional hours will more successfully attract and retain Gen-Y workers, he said.
Provide clear communication.
Boomers and Gen-Xers were fine with job descriptions, Jazwin said. Gen-Y workers instead want spelled-out job expectations that demonstrate the relevance and importance of what they do to the overall business.
"We grew up in a culture where we didn't ask the boss, 'Why,'" Jazwin said. "The Gen-Y will ask you why. They're not challenging you. They respect you. But they just want to understand the reasoning, and they will then do a fantastic job for you. But if it doesn't make sense to them, they're not going to do it. Period. That's it."
Give regular and meaningful feedback.
Gen-Y workers grew up in a culture where everyone got a ribbon or trophy just for showing up, Jazwin said, so more than older workers, they expect regular feedback. Once-a-year employee evaluations aren't going to cut it with Gen-Y workers, he said.
"They need an outcome. It's that simple," Jazwin said. "Visit with them regularly and tell them they are doing a good job. They are looking for a mentor and a professional development plan with the potential for advancement. They will show you unbelievable respect if you prove to them that you're working with them."
Feedback in the form of competitive wages and benefits is also as critical to Gen-Y workers as others, Jazwin said. But because they have seen many of their parents laid-off from long-time jobs, they don't presume they will be working for you forever. Under the right conditions they will do so, he said, but they're not apt to be willing to defer raises, for example, on the presumption you will take care of them later.
"When you're dealing with a Gen-Y, a dollar today is better than $4 tomorrow," he said.
Help them learn and work as a team.
On the subject of mentors, Jazwin said Gen-Y workers prefer to work in teams and tend to do so successfully. Pairing them with a mentor who has been given some training on working with Gen-Yers is a great way to build bonds with those workers and provide the clear career path they seek.
Other team-building tools Jazwin recommended include holding group events for employees, keeping them informed about the state of the business, and regularly soliciting employee input.
Keep their work interesting and diverse.
Gen-Y workers expect to be successful and want a fun and engaging work environment, Jazwin said. The excitement of working on cars--and the earning potential--are good tools for recruiting them into the industry. But once in the industry, keeping them requires administering rewards and discipline fairly; offering them opportunities to grow and gain new skills through training (a good investment, Jazwin pointed out, compared to the expense of replacing an employee who leaves); and whenever possible reassigning menial tasks that techs don't enjoy to others.
Status quo not working
Not everyone agrees with Jazwin's suggestions.
"We need to quit catering to them and give them what they really want, which is structure and discipline and personal praise," Ohio collision repair shop Owner John Padula said following Jazwin's presentation at a recent industry event.
But the Midwest shop owner's unsuccessful efforts to retain Gen-Y workers indicates that treating them the same as older workers isn't the answer.
"The studies show that what we're doing now is not working," Jazwin said. "What you have to stop doing is looking at this as mollycoddling. These are just characteristics of this generation. If you don't work to meet their needs, they will leave. Period. Jobs are a dime a dozen to Gen-Y. But if you implement some of these practices, you can help keep these upbeat, techno-savvy workers focused and motivated to create long-term value for your business."
Want more advice on Gen-Y?
Here are some other sources for help in learning how to recruit, manage, and retain Gen-Y workers:
- "Employing Generation Why," a book by Eric Chester, offers more advice on hiring and training the newest work force. Chester also maintains an informational Web site (www.generationwhy.com).
- Fortune Magazine in May published an article titled "Attracting the twentysomething worker" that is available online (visit www.money.cnn.com and search for "twentysomething" in the Fortune section of the site).
- BusinessWeek also offered its take on what Gen-Y means for the workplace in "Careers: The Goods on Generation Y," a report by Karyn McCormack published this past June. Check it out at the magazine's Web site (www.busineessweek.com, search for "Generation Y").
Comment on this article
Send This Link To Friend