Pub. 1 2012-2013 Issue 2

N E W J E R S E Y C O A L I T I O N O F A U T O M O T I V E R E T A I L E R S N E W J E R S E Y C O A L I T I O N O F A U T O M O T I V E R E T A I L E R S S U M M E R 2 0 1 2 26 27 new jersey auto retailer W W W . N J C A R . O R G new jersey auto retailer they were shaped by what they heard on the radio. In 2011, 7 million of them were still working. • The baby boom generation, from 1946 through 1964. This group grew up during a time of great promise (and fear) and were shaped by what they saw on television. In 2011, there were approximately 60 million baby boomers in the workplace. • Generation X, from 1965 to 1980. This group is the first to grow up in the digital age, with much of their world view deeply influenced by the computer. In 2011, there were 51 million of them working. • The millennial generation, from 1980 to 2000. Many from this generationare essentially the childrenof the baby boomgeneration andhave grownupduring the proliferationof the Internet. In 2011, there were nearly 40 million millennials working. Adapting to change Along with changing demographics in the workplace is a need to redefine productivity. Companies have to think about how the wide span in employee ages, combined with technological advances in the workplace, are going to affect their business plans. It isn’t just about competing in the marketplace. It’s also about attracting, and keeping, the best employees. With the jobs market improving, employers are finding that the people who are looking for jobs can afford to be a little pickier than they would just two or three years ago. Jobs may still be hard to find for many people, but others are looking more closely at their potential employers. Some 60 percent of all busi- nesses are now reporting that they have problems with intergenerational con- f lict. Younger employees, who have grown up with the newest technologies, may have identified more effective ways to operate. But you can’t limit your employees to just the younger set. As the old adage goes, wisdom really does come from experience. When you are running a business, it isn’t smart to always go for the cheapest employees. Sometimes you need more than what an inexperienced person can be expected to give you. But if you need experience, you will have to pay accordingly. The good news is, that experienced person may end up bringing much more profit- ability to your company than the seemingly less-expensive choice could ever have done. But it isn’t just about the extremes between your oldest and young- est employees. You’ve got two generations in between, and each one has its own concerns and needs. Your business plan has to take into account all the existing diversity within the workplace. For all four of those generations, you need to figure out how to implement policies that are designed to emphasize each genera- tion’s strong points and help everyone work together. Here are some specific tips to do just that: • You can probably communicate most effectively with theWorld War II generation if you talk to them face-to-face. Respect what they have to offer, and see whether you can get them to mentor younger employees. • Baby boomers value flexibility, team work, and the power of service. Don’t be dictatorial with them, but do be personal. Many of them have challenging personal situations as they care both for parents and children, so they need a flexible work environment. They want to be involved and to make a difference. Take a personal interest in them. • People from generation X value freedom and flexibility. They are often independent, with no tolerance for double standards or micromanaging. They are oriented toward getting results, and want competent, genuine managers. They appreciate support in career growth and opportunities, straightforward communication, and a non-bureaucratic workplace. • The millenial generation often understands technology and finance. They text… a lot. They are inexperienced, though, especially when it comes to office psychology and politics, so they need mentoring from the World War II or baby boom generations. They also need supervision and structure, but they value organized and consistent managers who treat them with respect and without condescension. They want to be treated as the valuable resource they are. Learn how tomanage all four generations more effectively, and you will see improved profitability throughout your business. Sandra Schectman is the principal of Automotive HR Solutions, a company specializing in the HR services to the automotive industry. She can be reached at 610-233-8244 or sandy@autohrsolutions.com. Demographics  continued from page 9 60 percent of all businesses are now reporting that they have problems with intergenerational conflict.