I recently attended a workshop on managing during challenging economic times. In the session, an interesting discussion started about Gen X and Y employees and the fact they’ve never seen this kind of economic crisis before. At least compared to Baby Boomers who have seen the inflation of the 70s (and lived through the Great Depression second-hand from their parents).
What I found interesting in the conversation was that HR Pros were saying this economic challenge was good…because those Gen X and Y employees are finally stepping up to the plate to meet the KSAs for their position. My mind immediately started racing…
HR Pros (and managers) should not be hiding behind the economy to get employees to perform. I saw a post on The Recruiters Lounge about layoffs and the point that management should not use the economy to deal with performance issues. The message is spot on. Managers need to make decisions and deal with issues when they arise.
KSAs are defined as the knowledge, skills and abilities to do the job. That being said, logic would tell you KSAs don’t change just because the economy changes. KSAs change because the job changes. Now if the job changes because of the economy…that makes sense. But if an employee has a performance issue or unrealistic expectations, deal with it. It’s not fair to make excuses and hide behind the economy.
But the thought that kept coming back to me was “Is this line of thinking (i.e. Gen X/Y aligning with Boomers) good for our workplaces?” And, my gut keeps telling me no.
If our emerging workforce are being dragged back to the comfort zone of Baby Boomers, what happens to innovation? When I was a kid, my father taught me how to use a slide rule. Said it would come in handy as an adult. In the meantime, Texas Instruments invented a scientific calculator. And, now I’m using an iPhone.
Now more than ever, it’s time for companies to embrace different thinking and even leverage it to excel. It’s those differences that could create innovations that get us out of this economic mess. HR Pros should be helping their management teams lead the conversation during this time of change and uncertainty.
If they don’t, do we run the risk of watching the C-suite go back to their comfort zones of not having human resources at all?
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Michael VanDervort says
Managing performance in down times is one of the key responsibilities for all managers. I have spent years beating up managers who want to utilize a slack business period as an opportunity to lose the poor peformers.
The fact that we even recognize this as a recurring problem shows that companies do not manage performance well, and that was a truth long before Gen X, Gen Y or millenials entered the workforce.
The companies that manage it well are probably more effective in the long term, although GE and their current issues may even turn the Welch churn model for managing performance inside out.
Good post. This will remain an on-goign challenge.
(Thanks for the shoutout on my article that Jim Stroud reposted on Recruiter Lounge, btw!)
BA says
As I read this I thought about technology creeping into everything. While there may be some arguments around the fact that technology has aided us in becoming a very lazy group of people, I still find that good old fashioned methods cannot be replaced by technology.
For instance, even though technology has aided salespeople by producing take-offs and estimates at a rapid pace in the lumber industry, many salespeople have become inept to understanding their clients’ projects and what products are part of their build. Spell check has produced a huge number of dummies that can’t spell. Calculators have made math too easy for people in the field; therefore, many of them can’t put together simple equations when necessary. I still employ good old fashioned elbow grease when I need to do a take off so I can speak intelligently to a builder when he/she has a question about their residential or commercial project. I like some of the older stuff and I welcome a return to vinyl in the record industry.
A book recommendation…
Dropping Almonds
Bach Anon
Business doesn’t have to be so savy either, just honest and full of hard work. I don’t believe we need to innovate anything to bring us out of this crisis. We just need more honest leaders that aren’t so apt to engage in corruption.
Thanks for the post!
Hayli @ RiseSmart says
I think it’s good to a point. In the old days, Gen Y in particular developed a reputation for, if they didn’t like something, moving on with a new job search. So turnover is less because they’re a lot more inclined in this economy to stay put and develop their KSA’s – which I see as code for “lay low and conform to the system.” I say that because this generation actually thrives on feedback and is consumed with self-improvement and good performance – how has that gone unrecognized? Whatever sort of transformation is going on, it won’t kill their spirit – Gen X/Y will continue to innovate, no problem.
Wally Bock says
Congratulations! This post was selected as one of the five best business blog posts of the week in my Three Star Leadership Midweek Review of the Business Blogs.
http://blog.threestarleadership.com/2009/02/11/21109-midweek-look-at-the-business-blogs.aspx
Wally Bock
Robert Richman says
Great post. I’m glad to read you’re putting it in the context of performance, and how that’s what they need to pay attention to, regardless of the economy.
I’m working with the authors of a new book on performance called “The Three Laws of Performance.” It just hit #1 on Amazon this week. I’m happy to get you excerpts if you’d like.