Support through your toughest HR challenges: A network of 285,000 HR professionals.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Adaptability, comfort with authority make younger workers OK with transition
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
FLA.--When a merger, new computer system or remodeled office becomes so jarring
that workers are growing stressed, angry and combative, Brad Karsh has five
words of advice: Millennials can be your friends.
In other words, said Karsh, who
spoke at the 2014 Society for Human Resource Management Annual Conference &
Exposition, those born between 1981 and 2000 are so accustomed to adapting,
comfortable around authority figures and confident about asking questions that
they may be best suited to lead older workers in embracing company change.
have grown up changing all the time; they deal better with change, because it’s
almost in their DNA,” said Karsh, president of Chicago-based JB Training
Solutions, a consultant and training company, and a Generation X-er himself.
1965, raised with the old-fashioned rotary phone, left to play outdoors without
parental supervision, and accustomed to steering clear of whatever boss he
worked for in his career, Karsh said his childhood experience was unlike that
of most Millennials. They, he said, have adapted to numerous iterations
of mobile devices and computers, grew up with structured sports, camps and
“playdates,” and believe that no supervisory communication means they’re doing
a bad job, Karsh said.
The session—titled “Change
Management Unplugged: Four Essential Rules of Managing the ‘Millennial
Movement”—drew more than 600 people and an overflow audience watching a
monitor outside the seminar room. The session examined how to manage
Millennials during organizational change, and how to harness these young
workers’ attributes to bring older workers on board.
Karsh described four distinct stages that employees go through when facing
major workplace change and discussed each transition through the lens of a
Millennial, detailing how that perspective often differs from that of
Generation X and the Baby Boomers:
Shock and denial. The HR professional’s job at this stage, he said, is to
inform, explain, communicate continually and be transparent about what to
expect. For Millennials, whose parents tended to arrange their calendars, that
means they’re looking to managers for answers. “When Gen X-ers and Boomers had
a question at work, they were told to ‘figure it out,’ ” Karsh said.
“Millennials love to ask questions. … [they] love to know why.” That means
answering questions such as, “What does it mean for me?” “How soon will it
happen?” “How will it affect my job?” “Will I get more money?” “Will I get training?”
resistance. The HR department’s job here, he said, is to anticipate objections,
have a plan for addressing them, and show empathy. Because Millennials are more
likely to consider their parents role models than older generations, they are more
relaxed around authority figures than Karsh recalls being around his bosses.
Today, he joked, a Millennial who sees his CEO walking down the hall is likely
to say, “Bill, you son of a gun! How’s the golf game?” And the Millennial, he
said, takes liberal advantage of the CEO’s “open-door policy.” Hence, he said,
the Millennial is not shy about looking to supervisors for mentoring and
guidance. “You need to tap into that,” Karsh said. “You want to operate as
someone they can turn to, they can trust, who can talk them through things.”
At this stage, he said, workers are discovering the benefits of the company’s
change—whether it’s the ability to access more e-mail accounts on a new mobile
phone, or the closer collaboration that comes with an open-office floor plan.
The HR manager should encourage workers to experiment with the change and learn
how it helps them do their jobs. Because collaborating and contributing to a
larger objective is important to Millennials, he said, “this is a wonderful
opportunity to connect Millennials to what you’re going through. Let them lead
teams. They might be moving through the change slightly ahead of Boomers and
Commitment. Once workers are on board with the
organizational change, he said, it’s HR’s task to keep the momentum going. For
Millennials, this means frequent feedback. For Boomers, he explained, not
hearing from the boss is good news. However, to Millennials, a lack of
supervisory feedback tells them they’ve done something wrong. “It’s important
for you to recognize that no news about their performance is bad news,” Karsh
said. “So … news, news, news.”
Dana Wilkie is an online editor/manager for SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Talent Attraction Study: What Matters to the Modern Candidate
Apply by March 23
SHRM’s HR Vendor Directory contains over 3,200 companies