GETTING THE MOST FROM GENERATION Y EMPLOYEES
Attracting people from Generation Y as members and employees is crucial to the long-term success of the fi tness sector
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Be a great mentor. Gen Y expects
and wants feedback – almost constantly. They prefer a ‘little and often’, mentoring approach, not just an annual review (but who really wants that? – this is another example of something that Gen Y demands but that’s good for other generations too). Be straight with them. Openness
• •
and transparency in communication is particularly important – Gen Y sees through spin in an instant. Don’t make assumptions about them. Gen Y is probably the most
about generalised trends. Making assumptions about individuals based on age alone can be a big mistake – more on this later. However, study after study has
shown that, on average, there are clear differences between generations and what they expect and prefer. This has signifi cant implications for how we recruit and manage staff, and also for how we attract new customers and retain existing members.
june 2010 © cybertrek 2010
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diverse generation in history. One size most defi nitely does not fi t all. Trust them and give them
responsibility. This means you have to train and develop them properly (again, a motivator for all generations). Give them fl exibility whenever
• •
practical. This is particularly important in relation to working hours and work location if possible. Recognise that they’re used to being
connected 24/7: they manage projects in a synchronous, matrix-like way. To other generations this looks chaotic
STAFFING IMPLICATIONS
So how does attitude to work vary across generations? I’m 42: a typical member of Generation X. I grew up as a teenager in the UK through the winter of discontent, Thatcherism and a recession with the loss of countless jobs. Like many of my peers, whether consciously or subconsciously, I tend to consider employment as precious and not something to be taken for granted.
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and disorganised, but resist the urge to micro-manage their processes; instead, manage the outcome. Recognise that the boundaries
between work and play are blurred for Gen Y. They expect to mix both – why not keep up with a mate on Facebook at work and do a bit of work in a spare 10 minutes at home, in a Starbucks hotspot or on the bus? This is another example of when you might need to manage the outcome (ie is the work done to standard and on time?) rather than the process.
As a result, Generation X often puts
up with less-than-ideal leadership. We may be disengaged and performing below our optimum capabilities, but we’re unlikely to resign. Gen Y employees – now in their 20s,
the age group that constitutes a large part of the fi tness industry workforce – see things differently. Until this recent recession, they grew up with full employment, unprecedented economic growth and high disposable income.
Read Health Club Management online at
healthclubmanagement.co.uk/digital 41
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© ISTOCKPHOTO.COM / TYLER STALMAN
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