Every manufacturer wants motivated employees. A productive workforce, though, doesn’t happen by accident: Employers must create an operating environment that inspires their people and gives them the tools needed to succeed.
If the tools vary with the times, lately the times are all about Millennials. These employees, ranging in age from roughly 25 to 40, now make up the largest workforce component according to the Pew Research Center. They tend to job hop more frequently than previous generations — all the more reason for employers to make the right moves now so high-performing “A players” don’t jump ship for the competition.
“Millennials can be very loyal employees and can bring important talents to the factory floor,” said Jason Dorsey, president of The Center for Generational Kinetics, Austin, Texas (jasondorsey.com). “However, businesses must take the time to understand their priorities and recognize how to best meet them. None of this is about spending more money but about understanding the Millennial mentality and then building a work environment that reflects common ground.”
Meaningful Work
The Millennial mentality is rooted in the need to believe in the value of their daily work. How do their assigned tasks contribute to the bottom line and the development of loyal customers?
“While everybody wants to do meaningful work, it’s much more important to Millennials than to previous generations,” cautioned Jack Altschuler, president of Fully Alive Leadership, Northbrook, Illinois (fullyaliveleadership.com). He described 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.”
Consultants suggest involving the staff in decision-making. “Decisions are made every day in a manufacturing plant,” said Altschuler. “Involve the Millennials in the decision-making process. Rather than telling them what to do, ask them what they think.”
It is important for employers to capitalize on the fact that Millennials grew up working in teams. “Consider establishing a rotating committee of employees to talk about the entire operational progression from the entrance of the customer to follow-up after the sale,” suggested Richard Avdoian, an employee development consultant in Metropolitan St. Louis (richardavdoian.com). “The committee can address questions such as, ‘How can the business increase the quality of its products?’ and ‘How can it improve interdepartmental relations?’”
If all of this sounds like a bottoms-up approach to business management, that’s because it is. “Millennials want somebody to listen to them,” stated Randy Goruk, president of The Randall Wade Group, Scottsdale, Arizona (leadersedge360.com). “They have ideas and opinions. They may come up with a technique for changing around 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 another company where they can share their ideas.”
As those comments suggest, employees can be excellent sources of ideas for improvements in the manufacturing process. A monthly contest that awards a prize for the most profitable idea can go a long way toward feeding the Millennial’s need to make a real difference in the world. “It’s good to give millennials the chance to innovate on anything that they think could be better, more efficient, or more effective within the company,” said 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 & Being a Good Corporate Citizen
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,” said Avdoian.
Prospective employees will even use the Internet to assess an employer’s social commitment. “Millennials will check on places like Glassdoor where people share reports about companies where they work,” said 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 community. “Millennials’ assumptions about diversity are quite different from, say, Boomers,” said Altschuler. “Part of the reason you see so many young white faces at Black Lives Matter rallies is because they see people who are different from them as really pretty much like them. That’s a tectonic shift.”
Professional Development
Professional development is more important for Millennials than for previous generations. “Millennials need opportunities for learning on the job,” commented Dorsey. “They feel that they have to keep developing their skills in order to have more security in their careers.”
There’s a special reason for the long-range view of this age group: Their experience with the nation’s economy. “Millennials feel like they’ve been book-ended with significant negative events,” said Dorsey. “On the front end was the Great Recession, which led to unemployment and wage stagnation. On the back end is the COVID-19 pandemic, which has led to job losses and a slowdown in career progression. That’s not only because of restricted job opportunities, but also because the generations preceding them are staying longer in the workforce.”
Given this background, Millennials realize they need to lay the groundwork for their future security — and they expect their employer to provide guidance. “Just training Millennials for the work they are doing currently is no longer sufficient,” said Avdoian. “They expect employers to help them enhance their skills for positions they may take in the future.”
Successful employers communicate a personal interest in Millennials’ future. “Take the guesswork out of advancement,” suggested Lauren Star, a business consultant based in Bedford, New Hampshire (lauranstar.com). “Create a career path for Millennials where training is offered, coaching is provided by skilled individuals, and transparency is intact.” Depending on the talents and interests of each employee, the pathway can include expansion of job duties, the introduction of management levels, and even progression into leadership positions.
Feedback is the flip side of professional development. And Millennials concerned about job stability and advancement need to know how they’re doing more frequently than older workers. “Millennials need interactions at least once a week from their direct boss, or supervisor, in order to feel that they’re doing a good job and their position is secure,” said Dorsey. “It could be a text message, a Zoom session, or an in-person discussion.”
Saying the wrong thing can set back an employee in ways that are not favorable to performance. “Make sure that whoever’s providing feedback has been trained on how to do it well,” explained Goruk. “There are ways to inspire, empower, and engage people with your feedback. And there are ways to be destructive.”
Millennials tend to look beyond the walls of the shop when they plan their lives. “Unlike previous generations, Millennials don’t identify who they are by their job,” said Avdoian. “They are looking for flexibility in their daily work schedule.” Some are juggling work and children while others are holding down more than one job. Because they have a variety of serious interests which they want to pursue, the usual 9-to-5 expectations may require modification.
Manufacturers have a special challenge in meeting the Millennial’s desire for scheduling flexibility. “Manufacturing’s uniquely challenged because people have to physically show up,” stated Dorsey. “However, there is always something that can be done around the edges. Maybe it’s starting the workday an hour earlier on Friday so people can get off an hour earlier and feel like they’re getting more time with their families. Or maybe it’s bringing on some part-time people to give some hourly flexibility to the full-time employees.”
Obtain Feedback
This article has highlighted characteristics common to a Millennial-friendly workplace. Perception, of course, can differ from reality. While an employer may feel a workplace meets the needs of Millennials, they may have a different opinion. The good news is that they will offer constructive advice if asked. Indeed, the wise employer will recognize the desire for organizational involvement by Millennials and will reach out for feedback before the high performing ones depart for greener pastures.
A structured approach can work wonders. “I suggest scheduling regular meetings with employees to understand why they are staying with the company,” advised Avdoian. Encourage Millennials to answer questions such as these:
• What aspects of the company or your job excite you?
• What motivates you to succeed here?
• What would make your job more satisfying?
• Are you pleased with how we are recognizing and compensating employees?
• Are you happy with your work-life balance?
• What training would you benefit from?”
The answers to such questions can help any employer better understand the Millennial mindset and create a workplace responsive to employee needs. “What gets measured gets done,” recognized Goruk. “Companies which systematize their feedback process will continually improve because they are measuring what they are doing. And when they determine they’re not doing as well as they could, they can make refinements that will help them achieve greater success in the future.” (For an assessment of your own workplace, take the quiz in the sidebar, “Are You Millennial-Ready?”)
The end result of a properly reengineered business environment will be a highly motivated workforce and a more robust bottom line. “Millennials and Gen Z are bringing tremendous value to the workplace,” explained Dorsey. “Rather than seeing them only as young employees, see them as a generation that brings different strengths, perspectives, and a desire to make a difference.”
Are You Millennial-Ready?
Does your work environment meet the core needs of Millennials? Find out by taking this quiz.
For each question, score 0 for “Never;” 4 for “Seldom;” 8 for “Often” and 10 for “Regularly.”
Then total your score and check your rating at the bottom of the chart.
1. Do you explain how your business improves customers’ lives?
2. Is your business involved in community affairs?
3. Do you involve your employees in decision-making?
4. Do you show how employee actions contribute to the bottom line?
5. Does your workforce reflect your community’s diversity?
6. Do you provide opportunities for professional development?
7. Do you provide regular performance assessments?
8. Do you encourage flexible work hours when possible?
9. Does your benefit mix reflect employee preferences?
10. Do you solicit employee feedback about your workplace environment?
What’s your score?
Over 80: Congratulations. You have a Millennial-friendly workplace.
Between 60 and 80: Time to retool your organization to better motivate your employees.
Below 60: You need to improve your Millennial IQ. Re-engineer your workplace by instituting suggestions in the accompanying story.
Next Up: Gen Z
Beyond Millennials, what about the next generation after them? Younger workers, known as Generation Z or Gen Z, are people between the ages of 15 to 25. They make up the fastest-growing workforce component.
Gen Z differ a bit from their older colleagues, said Jason Dorsey, president of The Center for Generational Kinetics, Austin, Texas (jasondorsey.com). He highlights these areas:
• Smartphone smarts. “The secret to recruiting Gen Z, we found, is to understand they expect to be able to apply for a job on their mobile device. And this is really very different than other generations, including Millennials. Gen Z expects to complete the entire process on a mobile device. And they expect to be able to save and return to their application as they go along.”
• Benefits. “Health insurance does not seem to interest Gen Z as much as retirement matching. That is very, very important to them, which is surprising given how young they are.”
• Family stresses. “While dealing with aging parents is not a significant factor for Millennials, we absolutely see it with Gen Z which is experiencing anxiety and stress.”
• Money attitudes. “Because Gen Z came of age during the great recession, they were old enough to understand it and have it impact them although they were not yet in the workforce. As a result, Gen Z is much more frugal or practical with their money. And so, when they go to work, what we find is that employer stability for them is even more important than it is for millennials.”
• Payroll. Gen Z also shows a pronounced preference for what’s called ‘earned wage access,’ a system in which employers pay half wages at the end of every shift. “This is an expectation that they are bringing to employers in many industries.”
