I remember 20 years ago, when all of us Gen Xers and Baby Boomers were up in arms about the Millennials.
The prevailing discourse said that their parents had coddled them. They were more interested in giving their money to Starbucks than saving up for a down payment on a home. And there was a lot of talk about entitlement. Some believed young adults entering the workforce didn’t expect to have to “pay their dues.”
On the flip side, kids of that generation had to pay more and compete harder than their parents for their spots in university and the workforce. So, yeah, some may have questioned the assumption that they needed to start at the bottom of the org chart.
And, controversial take here: A generation that thought to bring together avocado and toast can’t be all that bad. (I said what I said.)
Now, Millennials range in age from 30 to 45 years old. They find themselves as ensconced in adulthood as we are. And now they join us in puzzling over the next crop—Generation Z, also called zoomers. Like every generation, this one has been influenced by economic and societal factors of its youth, as well as the life stages we all go through. And, frankly, they’ve learned from previous generations, looking at their parents’ lives and actions and deciding what they liked and what they didn’t.
As a workforce, this generation has wholeheartedly rejected three of their predecessors’ patterns, which affects how they function as employees: they don’t want their jobs to define them or dominate their lives; they don’t want to work solely for the money; and they’re not interested in mindlessly taking orders, but want to know the reasoning behind management decisions. As we see in “Making Way for the Future,” page 14, these younger workers evaluate each position based on whether it offers a career path, the kind of connection they feel with coworkers, and whether their work serves a higher purpose.
In short, they expect more from their jobs and employers. And while this may add to a manager’s work and frustration in the short term, I take heart from it. I think a workforce focused on the long term will only benefit the industry. I expect a generation of curious employees to yield more and better leaders and self-starters. Those looking for a career path are exactly what the industry needs to carry it forward. And those who seek a sense of purpose on the job will show a commitment to making customers happy.
One thing that I loved hearing is that younger employees often want to know the reasoning behind a manager’s or company’s decision, whether it’s just going to a different site than originally planned for the day, or implementing a new major policy. While it may take longer to communicate the why along with the what, I believe it makes for a better employee in the end. Somebody who understands the internal logic of the company’s processes, procedures, and policies will find themselves better positioned to make decisions on their own when needed. And they’re more likely to do it in a way that aligns with your company’s needs, because all those mini lessons will reveal the full picture of your company’s values, priorities, and approaches to problem solving. They offer clues on how to respond appropriately to even brand-new situations.
As we look for individuals to carry on the legacy of those retiring soon, the priorities of the new generation suggest that more great prospective successors are just around the corner.
Given the direction the pool/spa industry is headed, that all spells good things.
