by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Panpa Bulletin : July 2006
36 | PANPA BULLETIN July 2006 RECRUITMENT Paul SuMMerS Retaining staff is an age old question that many a manager has come to ponder. According to a recent survey by the Work Life Balance Centre more than half of the employees surveyed believed their work has made them ill with 60 per cent in the survey unable to cope with their workload. Extreme tiredness, irritability with the team, a panic attack will inevitably lead to handing in the resignation letter on the Monday morning. Staff will always judge the way they feel mentally and physically about a position by how they feel when they leave work on the Friday night and arrive again on the Monday morning. Although with this in focus, just over half in the survey enjoyed the challenges of their role and just under half felt more fulfilled when busy. This equates the complexity of the modern age between the job and the role the job plays in people's lives. Current world events such as the war in Iraq and bird flu also come into play with how people rate their priorities. This has cre- ated a mind-set which has got employees evaluating what they want now, to move quickly to get it and if they don't get it now, then move on until they find it. A fast food mentality such as ordering takeaway rather than spending the time to cook a healthy meal that will benefit their health in the long term. This is the new age of Fambition versus the GenerationY ambition. Just when you were accustomed to the Baby Boomer and Genera- tion X employees -- here come the new breed -- The Fambition and Generation Y employees... The Fambition scenario occurs frequently with large numbers of employees preferring to balance work, home life and quality of life rather than concentrate on mak- ing a lot of money, getting ahead in their career and then retiring early in tropical Queensland. This is opposed to the new breed of employee, Generation Y ambition (born 1977-1994) -- hun- gry to proceed as fast as they can in their career, motivated by per- sonal fulfilment opportunities, little or no loyalty to an employer -- especially if it means the next rung in the ladder to where they want to be career/status and sal- ary wise. Generation Ys can be anti-es- tablishment and generally out- spoken and, although they are motivated by money, they will probably choose time off to at- tend a concert rather than take the opportunity to do overtime. Their desire to enjoy themselves and work in a fun environment may often overrule their desire for monetary rewards. Baby Boomers (born 1946- 1963) are characterised in the workplace by hard work, long hours and a commitment to their employer. Boomers are dedi- cated, very loyal and self-reliant. They want to be respected and recognised for the dues they've paid. They also tend to be working parents, single or married, with a strong desire to play an active part in their children's lives, which in- cludes attending a variety of ex- tracurricular activities as well as taking them to medical appoint- ments. As a result, Boomers are interested in having the flexibility to manage their time and work- load in a way that allows them to do it all. Many Baby Boomers are work- ing towards retiring age and a new group of workers, are progressing into the workforce. Research has shown that Generation X (born 1964-1976) were raised on instant gratification, technology and in- dependence. Generation X lived to hear the words, "We don't have a lot of rules", they tended to be in- dividuals who value work-life bal- ance and who are now progress- ing into the age of Fambition. Economic experiences are the divide between Generations X and Y. Generation X entered the workforce during a depressing job market, the Gulf war and a lack of opportunities shaped their world view, and many were grateful for any entry level professional work -- even if it was outside of their own career ambitions. Genera- tion Y, however, grew up in a time of economic expansion. They tend to be more optimistic than Generation X and expect success early in their careers. What is the key to staff reten- tion in this new age? Everybody understands that re- taining is paramount to recruiting -- definitely in today's tight candi- date market when you have to sell the position to the candidate as much as the candidate has to sell themselves to you. When roles are in demand the candidate can pick and choose, name their price and can virtually hold a manager to ransom in order to fulfill staffing requirements. Some ideas that can help im- prove a culture of loyalty are to have a top grade PMA (Perform- ance Management Agenda). Make it easy reading so the em- ployee can see the development issues and not get lost in the jun- gle of key and buzz words. With a decent PMA the aim is to embrace and empower the employee with the focus and energy to be able to clearly see what they are adding to the business. Base level requirements need to be met. These can be salary, con- ditions and job scope and securi- ty. When there is a happy medium of the base level requirements the higher level requirements can be focused on, these being job re- sponsibilities, hours/location of work, career and real long term growth within the organisation. Toget the mostout oftheGenY energy and avoid a management nightmare, offer challenging as- signments as these employees can get bored quickly and enjoy new challenges. Provide state-of- the-art resources. Generation Y workers likely have better tech- nology in their lounge room and will not hesitate to let you know it. Also managers have found that Generation Y employees expect the office to adapt to them instead of learning how a workplace oper- ates and how to adapt to it. GenerationY is steadily growing -- they are energetic, enthusiastic and high-maintenance. A good coaching style of management for this aspiring generation will make all the difference. Remember the motivation fac- tors of the Fambition employee -- they want time out to enjoy their families and personal hobbies -- even better if they can combine their career to fit in with this but as a manager, a work/life balance attitude is a must in order to re- tain this employee. It has become a business ne- cessity to recruit the best of Gen- erations X and Y while retaining an experienced and mentoring workforce with the Baby Boom- ers. Generation Y workers need to be ready for higher-level jobs The age of Fambition and Gene Paul Summers explains how each generation of employee wants something dif and explores how the prevailing economic climate you grew up creates unique Generation Y is steadily growing – they are energetic, enthusiastic and high-maintenance. A good coaching style of management for this aspiring generation will make all the difference.