So who are the “New Generation”?

Generations X and Y are commonly known as the New Generation and their importance has been recently highlighted by the ageing population trend. As Baby Boomers begin to leave the employment market, the New Generation will be moving into key sales positions. In order to manage your next New Generation sales star, you need to understand their motivations for joining and remaining with your company.

The New Generation is the most numerous out of all demographic groups. In fact Generation X and Y make up 51% of the total population. If you have sales staff in your team right now that are between the ages of 18 – 40, you are managing the New Generation.

Why are they important?

There are 4 major shifts and their implications are driving the importance of the New Generation

o Ageing Population (Ageing Workforce)
o Transitioning Generations (Succession Planning)
o Increasing Options (Increasing Competition)
o Redefined Work life (Declining Tenure)

Attracting qualified professional sales people has been a major challenge for many organisations. An ageing population resulting in a reduction in the supply of suitable candidates, combined with increased competition in the labour market has made the job of attracting quality sales people an increasingly difficult proposition.

Once quality sales people are taken aboard, trained and brought up to speed with what is expected of them, many organisations face another challenge; keeping them. Average tenure rate has been decreasing over the last 30 years to a stage where many employees are leaving just as they have become to be a valuable asset to the company.

What is the solution?

There are 5 main areas that all companies must examine in order to succeed in attracting and retaining the New Generation:

1. Work/Life Balance

The work/life balance idea has become somewhat of a cliché as many firms have paid lip service to their work/life balance ideas while increasing pressure and time demands on their employees. In order to become an employer of choice for the New Generation, companies must embrace work/life balance in a way that results in maximum results for both themselves and their employees. Examples of New Generation friendly work/life balance measures include telecommuting and flexible work weeks.

2. Workplace Culture

A top-down management structure in which a long chain of command is tugged when something needs to be done does not appeal to the New Generation. While authority in the workplace must be retained it can be done through a more relaxed, easy going attitude to work which encompasses a spirit of community. Today’s generations are looking for more from their work place environment. Their expectations extend to it being a place of social interaction and a community they can be a part of.
Examples of an attractive workplace culture for the New Generation
o relaxed dress code
o fun photo boards/noticeboards,
o regular celebrations (birthdays, achievements, new clients)
o supporting their favourite charities etc

3. Management Style

Building consensus, using creativity and being a feeler rather than a doer may sound like a tall order in most organisations but these are the features that Generations X and Y are looking for in their managers. They want them to be able to work with them in order to gain results; they value their creativity in solving problems and finding solutions and are responsive to those managers which are responsive to them. In a practical sense employers should take the mystery out of how decisions are made, give junior staff greater responsibility/roles in their work, let them conduct exit interviews, give presentations, and organise staff events.

4. Job Content

Varied job content is a great attraction and retention tool as it allows the company to promote itself as a place where employees gain new skills as well as improving the ones they already have. The days of one life – one career are over resulting in is a greater emphasis on the continuous improvement and refreshment of skills in the workplace. By offering some opportunities for cross-role or cross-functional work, companies are giving a great signal that they are willing to grow their employees skill set.

5. Training

The need for continuous improvement and refreshment of skills of the New Generation can also be satisfied by the company through set training programs. New Generation candidates will be looking towards career advancement and a training plan that will help them in this process will be a major point of attraction. They are also a great way to retain employees as an ongoing training program will make employees reluctant to leave an opportunity to grow their skills. Other ideas that managers can implement include provide a borrowing library of training resources, sending staff to training events- with a mini seminar to their peers of what was learned, and supporting their further formal study.

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Mark McCrindle, Social Researcher, MA, BSc. (Psychology), QPMR

Mark is one of Australia’s foremost social researchers. He extensively researches the changing generations and accurately tracks emerging trends. By taking the social pulse of the nation, he is able to analyse the constant changes and communicate the implications these will have on our lives.

For more information about the “New Generation” please contact Mark on:

Mobile: 0411 5000 90
P: +61 2 9980 1777
E: mark@markmccrindle.com