Prototyping Generation Gap
- 1. Recent Graduate Trainee Program: Generation Gap problem Prototyping Andy Beaulieu
- 2. Problem Statement The dedicated and passionate College Recruitment manager, who leads the firm’s program which brings in around 20 recent grads each year for a six-week training and placement program, needs a way to bridge the generation gap between recent grads and managers, because differences in their needs and expectations may be causing elevated levels of dissatisfaction and reduced levels of empathy, at significant cost to the firm.
- 3. Selected Idea for both Prototypes Idea: Provide Training for Managers Explanation: The problem identified was that new hires – “Millennial generation” – in the company’s training program are having a hard time connecting with the managers they are assigned to work with. This solution is to provide managers with training and coaching to improve their ability to relate to the youngest of their workforce. The first prototype uses trainee program alumni – often only a year or two older than the new trainees – to coach managers to be more effective and empathetic when working with new trainees. The next slides show a script of such a coaching session, which is portrayed in the YouTube video also linked here. The second prototype is the beginning of a guidebook with tips for managers. Sample content from the prototype Manager’s Guide is included later in this ppt.
- 4. Generations Coach: Hello Mr. Grimm Seasoned Manager: Hello DuShane Generations Coach: In our last coaching session we agreed to work on giving feedback to your young trainees. Seasoned Manager: Excellent, I’m very committed to giving feedback, I do it constantly. Generations Coach: So I’ve heard. Seasoned Manager: The important thing is to be very candid and direct, and not beat around the bush. Generations Coach: Well, in the feedback you received, it was pointed out that you can be very intimidating and difficult to work for. Seasoned Manager: I do remember that Generations Coach: The new generation thinks of themselves as very resourceful and independent, and believes they are fully capable of accomplishing significant tasks without a lot of oversight. Seasoned Manager: But none of them know how to do anything! Generations Coach: What do you mean? Seasoned Manager: They google the topic and send me a bunch of links. One guy thought he could complete an assignment while I was describing it to him. Generations Coach: That’s the time you threatened to do something awful to his phone. Seasoned Manager: One of the times. If I never see them staring into their smartphone again it’ll be too soon. Generations Coach: Let’s figure out how to make assignments and set expectations so everyone is successful. Seasoned Manager: Okay Generations Coach: The Millenials are used to being empowered: they’ve mastered technology, and can whip up solutions that once would have taken months. They expect instant results – like 2.5 million google search results in under one second. And they’ve been raised on encouragement from their doting parents. Seasoned Manager: What do I need to do to be more effective? Prototype 1 Video Script: Millennial coaching session
- 5. Generations Coach: Let’s start with making assignments. They probably aren’t going to ask around to figure out what you want, they’re more likely to just take a quick stab at it to get your feedback. Seasoned Manager: My feedback is typically that it’s crap and go start over. Generations Coach: What I’d suggest is to be very detailed and specific about what you want them to cover, what questions you want answered, what the output should look like. If you can, show them a sample output from a similar assignment. Seasoned Manager: That’s a good idea. What else? Generations Coach: Show them what not to cover, and tell them what you’re going to do with their output. Seasoned Manager: Right, that way they’ll see the big picture better. Generations Coach: And when possible, let them work in small teams rather than alone. Seasoned Manager: Why is that? Generations Coach: The Millenials are used to doing everything in teams. In school most assignments were in teams. When they went to the Prom, it would be six guys and six girls, sort of a group date. Seasoned Manager: That’s just weird! Generations Coach: I thought you were going to be understanding and empathetic. Seasoned Manager: I was until you hit me with the Prom thing! What else? Generations Coach: You made some comment before about smartphones. Seasoned Manager: Yeah, what is the deal with the phones? They spend every spare moment with their nose in the phone. I’m thinking of collecting them at the door every morning. Generations Coach: It’s the technology of their time, like the mainframe was in yours. Seasoned Manager: That was cruel. Prototype 1 Video Script: Millennial coaching session
- 6. Generations Coach: It sounds like you feel that they don’t dig very deep into their assignments, and instead use the extra time to play with their phones. Seasoned Manager: Exactly! Generations Coach: I think what we talked about before might help: give them challenging assignments with specific expectations, and see how things work out. Remember that they are more likely to complete assignments quickly than ever before, because everything is up on the internet. If you aren’t clear about what you want, they’ll quickly find a model to follow elsewhere, and then you’ll get a quick response that might not be what you wanted. Seasoned Manager: I get it, that’s good advice. Anything else? Generations Coach: Maybe just to be more open-minded, stop obsessing about the phone thing, and see what you might learn from them? Seasoned Manager: Such as? Generations Coach: Well, a number of them have started their own businesses, and raised money for social causes. Seasoned Manager: That is impressive. Generations Coach: One of them wrote a smartphone application that’s been downloaded 7 million times. Seasoned Manager: Wow! Generations Coach: Another started a foundation that sends used sports equipment to underprivileged kids in central America. Seasoned Manager: I had no idea! Generations Coach: They have skills and experiences that prior generations took a lot longer to develop. Seasoned Manager: Thanks, DuShane, this has given me some ideas about how to tap into what they like and change how we get things done around here. Maybe “the old-fashioned way” isn’t always the best. Prototype 1 Video Script: Millennial coaching session
- 7. Challenge: Millennials can be overly sensitive to criticism Underlying Trait: The generation grew up with total support: doting parents, shelves full of “participation trophies” whether they were the best or not, lack of deprivation, a society fearful of offending anyone. The vast majority view themselves as “above average” on a variety of assessments. They are simply used to success. Management Tips: Set expectations that the challenges of worklife will involve setbacks and re-do’s. Also, include positive feedback about the things they did well, along with gentle and constructive feedback. Challenge: Millennials may tend to produce a “quick answer” to an assignment rather than undergo a lot of research. Underlying Trait: Millenials function in very short time spans; anything taking days or weeks to complete is going to get broken down and tackled as fragments. Management Tips: If your organization provides project management training, this can be a useful skill for Millennials, to help them understand the full range of activities needed to complete an assignment. Prototype 2 : Manager’s Guide to the Millennials
- 8. Challenge: Millennials appear to spend a lot of time on personal tasks. Underlying Trait: The generation that grew up with the smartphone and facebook uses technology incessantly to connect and inter-relate with one another. Management Tips: On the plus side, the Millennials are less likely than you to wander off during work hours to chat with friends or search for potential future mates. Just be patient and keep them challenged with important assignments. Challenge: Millennials seem unmotivated by the normal workplace opportunities. Underlying Trait: Millennials are less interested in advancing in traditional corporate career paths. In the internet age of their upbringing, funding and technology for start- ups have been freely available to their peers. Management Tips: Focus on opportunity rather than advancement as incentive to the Millennials to stay and remain engaged. Millenials are interested in creating something new (innovation), social causes, technology, and entertainment. Prototype 2 : Manager’s Guide to the Millennials
- 9. Feedback on Millennials Training for Managers + What Worked • I liked the effort to record the coaching prototype, but it was good to be able to read the script • Nice work on an important topic • Can see how the Manager Guide would be helpful • The “traits” part of the Manager’s Guide is interesting • You clearly put some effort and thought into this! - What could be Improved • The coaching skit was a little hard to follow • I thought the Guide piece stood a chance of stereotyping, but I understand the point • I got a little confused by the terminology of “trainees” and “program alumni” and Millennials • I think the Manager’s Guide could have used an introduction ? Questions • Did you have other ideas you could have prototyped? • Are the young people in video your kids?! • I guess the Manager’s Guide is supposed to be just a small sample of what a complete product would include? ! Ideas • How about some training for the new staff, to help them understand their tendencies and be more effective in the workplace?