Create a Gen-X Friendly Purchasing Department (and Go Bankrupt at the Same Time)
In the February 2008 issue of the very well-done Contract Management magazine, published by the National Contract Management Association, Deanne DeMarco authored an article "Creating a Gen-X Friendly Workplace to Retain Key Talent." The article is well-written and contains useful information in a very short format. As a Gen-Xer, though, I feel compelled to comment on the article. I don't have an issue with the article per se, but I do have an issue with the overall message of the article--and that overall message is similar to what I've heard and read elsewhere.
First, though, let me explain what I liked about the article. The article offers four strategies to attract Gen-X talent, and each of these strategies would benefit any organization irregardless of the Gen-X issue.
But here's where the article takes a turn I don't agree with--and it shows up in the "offer variety" strategy. The article, as well as many other Gen-X (and beyond) articles I've read, implies that companies must placate the finicky nature of Gen-Xers in order to keep them on staff. The Contract Management article talks about Gen-Xers needing and wanting job flexibility, opportunities to learn new skills, the latest and greatest technology, and the ability to have an open debate. The article also says that if you don't do all of the things necessary to make Gen-Xers happy, that they'll go to a smaller company or start their own business. Yeah right--I'd like to see how long a Gen-Xer's self-employment will last, especially with the Gen-X "Me First" business model.
Interestingly enough, none of the articles I've read with all of these recommendations say what Gen-Xers are going to do for the companies they work for. It's all about what companies are going to do for the Gen-Xers. Companies don't exist for the employees, they exist for their shareholders. Sure, we need to take care of our employees since they literally are the single most important asset of a company, but taking care of employees has limits.
I don't offer telecommuting, my male employees have to wear ties, and staff don't get promoted until they hit tangible criteria (no criteria achievement, no promotion). No long hair, no piercings, and no (visible) tats. You don't get a laptop unless you can justify its use, and you don't get a new computer every year. Sorry, but that's just the way it is.
While my employees' opinions count a tremendous deal, the customer is who we serve and that's where the "open debate" ends. Despite being a Gen-Xer, apparently I have a Baby Boomer mentality when it comes to work. Interestingly, regardless of my apparently not having a Gen-Xer playground environment here at work, I have top talent in my group.
The article concludes by stating that "...if your organization is to survive long term and avoid extinction, you must change and become Gen-Xer friendly as soon as possible."
Instead of falling for what's recommended in most of the Gen-X articles, it's time we quit babysitting the Gen-Xers and start holding them accountable to do some real work. I'm not suggesting to ignore the articles about Gen-Xers, because some, like the article I refer to here, have some real good basic advice that should be considered regardless of Gen-Xers. But here's how I would re-write the concluding quote I included previously "...if your organization is to survive long term and avoid extinction, don't shift your entire corporate culture to placate needy Gen-Xers. Instead, seek out responsible and professional Gen-Xers who understand that the customer is "king," and ultimately pays their paychecks."
The funny thing is that if you go back and look (and I did) to workplace articles from the early 1980s, the articles say a very similar thing about Baby Boomers--how yuppies need constant upward mobility and so on or they'll go elsewhere. It's funny how we forget the learnings (or fallacies) of the past...
By the way, if you're not getting NCMA's Contract Management magazine, you're missing out. NCMA is slanted toward government versus commercial contracting, but the magazine is very well done and most of the articles are applicable to commercial contracting.
First, though, let me explain what I liked about the article. The article offers four strategies to attract Gen-X talent, and each of these strategies would benefit any organization irregardless of the Gen-X issue.
- Focus on collaborative relationships with your staff
- Offer variety in job roles
- Work in teams
- Build a strong corporate communication process
But here's where the article takes a turn I don't agree with--and it shows up in the "offer variety" strategy. The article, as well as many other Gen-X (and beyond) articles I've read, implies that companies must placate the finicky nature of Gen-Xers in order to keep them on staff. The Contract Management article talks about Gen-Xers needing and wanting job flexibility, opportunities to learn new skills, the latest and greatest technology, and the ability to have an open debate. The article also says that if you don't do all of the things necessary to make Gen-Xers happy, that they'll go to a smaller company or start their own business. Yeah right--I'd like to see how long a Gen-Xer's self-employment will last, especially with the Gen-X "Me First" business model.
Interestingly enough, none of the articles I've read with all of these recommendations say what Gen-Xers are going to do for the companies they work for. It's all about what companies are going to do for the Gen-Xers. Companies don't exist for the employees, they exist for their shareholders. Sure, we need to take care of our employees since they literally are the single most important asset of a company, but taking care of employees has limits.
I don't offer telecommuting, my male employees have to wear ties, and staff don't get promoted until they hit tangible criteria (no criteria achievement, no promotion). No long hair, no piercings, and no (visible) tats. You don't get a laptop unless you can justify its use, and you don't get a new computer every year. Sorry, but that's just the way it is.
While my employees' opinions count a tremendous deal, the customer is who we serve and that's where the "open debate" ends. Despite being a Gen-Xer, apparently I have a Baby Boomer mentality when it comes to work. Interestingly, regardless of my apparently not having a Gen-Xer playground environment here at work, I have top talent in my group.
The article concludes by stating that "...if your organization is to survive long term and avoid extinction, you must change and become Gen-Xer friendly as soon as possible."
Instead of falling for what's recommended in most of the Gen-X articles, it's time we quit babysitting the Gen-Xers and start holding them accountable to do some real work. I'm not suggesting to ignore the articles about Gen-Xers, because some, like the article I refer to here, have some real good basic advice that should be considered regardless of Gen-Xers. But here's how I would re-write the concluding quote I included previously "...if your organization is to survive long term and avoid extinction, don't shift your entire corporate culture to placate needy Gen-Xers. Instead, seek out responsible and professional Gen-Xers who understand that the customer is "king," and ultimately pays their paychecks."
The funny thing is that if you go back and look (and I did) to workplace articles from the early 1980s, the articles say a very similar thing about Baby Boomers--how yuppies need constant upward mobility and so on or they'll go elsewhere. It's funny how we forget the learnings (or fallacies) of the past...
By the way, if you're not getting NCMA's Contract Management magazine, you're missing out. NCMA is slanted toward government versus commercial contracting, but the magazine is very well done and most of the articles are applicable to commercial contracting.
Played: 28 | Download | Duration: 00:04:01
Comments