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KEYGroup Newsletter EZINE Archives [back to EZINE archive main page] Issue Number Nine: Sept. 2005 So, what is the key to motivating talented, younger employees? Ultimately it's creating the type of environment, or culture that inspires employee enthusiasm and job satisfaction, while increasing productivity. The first step, however, is recognizing some of the key motivators for many of today's younger employees (as well as many of their predecessors):
The firms that will survive and thrive -- as the “earthquake” of generational transition rocks the workplace -- are those in which every employee thinks and acts like an owner. We call this type of firm a Vibrant Entrepreneurial Organization, or VEO, because it's an environment in which that all-elusive sense of ownership can flourish. To learn more about Vibrant Entrepreneurial Organizations, click here. Why Pass Up the Opportunity To Retain More Young Talent Longer? What will happen to your organization as Baby Boomers retire? How will your company deal with the impending labor gap? There are steps you can take now! Join KEYGroup's Teleseminar, 1:00 p.m. – 1:45 p.m. EST 11:00 a.m. – 11:45 a.m. EST Gain insights and techniques to:
In The News: The Arrival of Younger Workers Shakes Up Office Etiquette USA Today – Flip-flops, t-shirts, tattoos, and iPods in the workplace? A revolution is afoot and it's beginning to affect some of the most cherished conventions of office dress-codes and  related protocols. In an article in USA Today (“Going toe-to-toe on office etiquette,” (USA TODAY, August 14, 2005), writers Olivia Barker and Sarah Bailey found that many offices are undergoing a type of culture shock from summer interns and newer employees.
“Office culture varies, of course, according to the kind of office; a law firm is always going to be more polished than a newsroom. But the atmosphere of the workplace is changing dramatically — becoming more informal, more gadgetized, more employee-centric — in large part because of the expectations of today's crop of college interns and recent graduates. And considering the thirtysomething staffers who now duck out to the hall to take cell phone calls or wear heeled flip-flops on Fridays, the rules are shifting for everyone as a result.” The article goes on to discuss how the ensuing culture clash has spilled over from questions over “dress code” to questions over work ethics and values. The writers point out: “They (Generation Y employees) want instant gratification in their first jobs, with meaningful responsibilities right away. They're passionate about finding jobs that fit their values, but they're clueless about negotiating workplace basics.” Xciting The X'ers: Building A Culture That Inspires The NeXt Generation.
Introducing the “KEYGroup® Quest” You already know that teamwork skills are critical to your organization's success. After all, your company is only as good as its people. And your people are only as good as their ability to share knowledge with each other—the right knowledge at the right time in the right way. Today, building high-performance work teams is more of a challenge, thanks to the clash of “multi-generation” cultures and seemingly diverging work-ethics. The real challenge is this: How do you create a meaningful learning experience that improves your team's communication, ingenuity, and problem-solving skills? And that's fun? KEYGroup® Quest is a team adventure that is customized for your organization. Our experts will work with you, or key stakeholders in your organization, to create an interactive event based on your goals, values and other relevant factors. (Think about the excitement of a reality based experience infused with a bottom-line business purpose.) Each participating team receives a highly creative (yet role-appropriate) assignment, a set of clues, and a digital video camera. The team then spends a day completing—and videotaping—the assigned tasks. At the end of the day, we all sit back and view the highlights of everyone's video footage. In this unprecedented teaching tool, your team will be amazed to see the strengths, weaknesses, and unique interpersonal dynamics that come to light. (Cameras don't lie!) Your team members may feel like the winners of a certain popular TV show as they observe their team functioning, discuss team strengths, and focus on areas to improve. And no one will be fired! To learn more about KEYGroup® Quest, click here Take Our Youth Culture Trivia Quiz Think you're in touch with younger employees? Can you read the younger generation like a book? No matter where you stand on the great age divide, our "Youth Culture Trivia Quiz" might open your eyes a little. Do you speak the same “slang-uage?” Do you recognize the younger generation's cultural icons? Take the quiz below and check out the answers on our website. 1. Under current young lingo standards, which of the following uses of the word “mad” fits most appropriately?
2. When someone says “fives,” he or she is:
3. Of the following slang terms and given meanings, pick the pair that has no relationship. 3. Of the following slang terms and given meanings, pick the pair that has no relationship.
4. A "Pod Person" is:
To get the answers to these trivia questions, and to discover more questions to test your cultural “literacy,” click here. Michigan State Study Points to TRUE Job Satisfaction Factors What's the secret to helping your employees achieve high levels of job satisfaction? A new study conducted by researchers at Michigan State University – presented to the American Psychological Association on August 18, 2005-- attempted to answer that question. The research looked at job satisfaction among firefighters, food service workers and fundraising telemarketers. The study authors found that employees that had personal contact with the people they served had higher rates of job satisfaction and measurably higher levels of performance.
Likewise, cafeteria workers who had personal contact with food customers were far more satisfied than food service employees who worked in the kitchen and had little customer contact. Similarly, scholarship fundraisers who met and got to know needy students significantly outperformed fundraisers who had never met the students. The study was undertaken when Grant and his colleagues noted that organizations attempting to increase productivity on the job often ended up decreasing employee job satisfaction. Their research suggested that employee job satisfaction was directly related to the extent to which employees could see how their efforts helped others. As Grant explains it, "You need to know your work is making a difference, and for whom." From a supervisory standpoint, the message is clear. If you want to increase productivity and job satisfaction just help your employees to see the big picture and understand how their work impacts others. That's also one of the key features of a VEO.
(By the way, the University of Michigan researchers are looking for organizations that could help them expand their research. If you know of any organization or group that might be interested in helping, email researcher Adam M. Grant at email) All contents copyright 2005 by KEYGroup® Contents may not be reproduced without permission.
To learn more about how you can create a Vibrant Entrepreneurial Organization contact KEYGroup® at 724-942-7900 or visitour websites www.keygroupconsulting.com and www.joannesujansky.com.
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Today's workforce is more diverse and varied than any in America's history. The rubric of workplace “diversity” embraces not only race, gender, ethnicity, personality, thinking styles, and other differences; the workforce also now includes employees from four different “generations.” Management techniques and systems that worked well with “Baby Boomer” workers are less effective in inspiring enthusiasm and dedication in younger employees.
many of today's younger workers are not primarily motivated by a fat paycheck. Naturally, younger workers expect to get paid but the idea of putting off leisure activities or after-work engagements to pursue overtime, or to earn a bonus, may not always be the top motivator, especially if the environment encourages “workaholic” tendencies night after night. 
Study co-author Adam M. Grant noted that firefighters who reported being more motivated by the need for excitement or by money were less satisfied with their jobs than those firefighters whose primary motivation was in saving fire victims.