Peak Performance: Tips You Can Use
 
Volume 6,  Issue 7
August 2014
  
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October 8, 2014


 

College of Veterinary Ophthalmology 


 

Ft. Worth, TX 

 

Leslie will be speaking about Buying Into or Selling a Veterinary Ophthalmology Practice:  Envision Success

 

 

Lorraine's Corner

 

 

 

 

 

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Motivating the Millennials 

(and those following in their footsteps)

Recently I was at the local Apple store while my husband got some questions answered about his iPad.  While there, I watched a group of about 12 youngsters, all in matching green T-shirts, sitting around a table working intently on iPads. I asked the employee at the Genius Bar, who was assisting my husband, what the kids were doing. He said that it was part of the "Apple Camp," where students between ages 8 and 12 sign up to work with the technology to storyboard their ideas, shoot video, and score their own soundtrack, ending with a creative and original movie. This summer they can also create interactive books.  At the end of the week, they share their work product with the rest of the group. (Not surprisingly, Apple doesn't charge for these sessions.)

 

As I watched these kids, I marveled at how different their childhood is from my own.  They have no more fear of pushing buttons and exploring pull down menus than children of my generation had from using crayons, paint and scissors. They're all tools to be used for a particular task. Newer tools simply do more.  Imagine what these kids will be doing ten years from now!  In HR circles, they are known as Generation Z (those who 17 and younger) and they are coming your way.  In the meantime, we have Generation Y.

 

What Makes Millennials (Generation Y) Tick?

 

Millennials are generally defined as those born between the early 1980s and the new millennium.  Chances are good you work with some now. The challenge is for those of us of the "marbles and paper dolls" generation to understand and motivate these younger employees in a work environment.  The various generations just don't think the same - we are all culturally relevant illustrations of generational rebellions from the perceived "old money" way of doing things, a constantly shifting target which the next generation will choose to abandon to find their "new money" style. And yet, we all work together in the same businesses, serving the same clients, and using the same resources. 

 

While there are exceptions, Millennials overall reflect these beliefs:

  • Job loyalty is obsolete.  Being loyal to an employer doesn't lead to reciprocal employer loyalty (think: layoffs).  Therefore, even lateral job changes can be appropriate.
     
  • Cash compensation is important, while benefits are less so, although this may be changing as Millennials age. 

  • Time flexibility is critical.  Millennials like to have a balance between their social life and work, and they'll vigorously defend their right to maintain it.

  • Training, along with interesting work, is highly desired.  Building a strong resume will help each employee get a better position later, since they might not plan to retire from their current job.

What Characteristics Define the Generation that Follows Them, Gen Z?

 

A recent SHRM article suggests this group will be "Millennials on steroids."  Right now, they are roughly 17 and younger, but they will be entering college and the work environment in the coming years.  This group is digitally connected most of their waking hours.  They find the answers to their questions on the Internet and are curious if teachers or parents suggest different answers.  To them, the masses speak with authority.  At the same time, they have been taught to be independent free-thinkers, challenging rules and looking at differing perspectives, to eventually find a "true" answer. They will need to be convinced that regular work hours are important and that flexibility at a veterinary practice can't include showing up "whenever."  They are accustomed to having phones with them at all times, and may not easily accept limits on responding to text messages instantly. There's an attitude on some college campuses now that students deserve respect because they are paying their professors' salaries.  That attitude won't find much traction in the workplace when they are entry-level employees, and the transition from college to work may be rough for both employer and employee.

 

What's An Employer to Do?

 

For practices hiring employees of both these generations, how can we keep them engaged and on board? 

  • Developing skills is crucial.  As soon as these employees feel stagnated, the search for greener pastures begins.  The challenge for a practice can be that while the employee feels well trained and capable, he or she may not actually be able to perform adequately at the outset. In-house training is central at that stage, since the practice must ensure that the work meets the practice's standards without belittling or de-motivating the new employee. 

  • General practice owners sometimes tell us that new doctors won't do certain procedures or surgeries, because they have been taught to refer those to specialists.  For practices in locations with strong referral practices, that may be reasonable.  But in more rural settings, the family vet is often held to a higher level of expectations, both by tradition and for practical reasons.  Each practice needs to determine when cases should be referred in the best interest of the patient and communicate that to its doctors.  With adequate explanation, hands on training and supervision while learning, associates can be enthusiastic about mastering new skills (but still consistent with good patient care).

  • Allowing both associates and key staff to participate in outside CE programs is generally well received by Millennials.  From the employee's viewpoint, this meets two objectives:  it allows them to learn new skills or improve current ones, while also taking steps to build a network of peers that can be helpful in finding that next position.  As an employer, you might not want your staff to meet their counterparts in other practices, but if you are providing reasonable compensation and training opportunities, your practice will compare favorably with your competitors. 

  • Being digitally connected to peers is not the same as interpersonal communication with clients and staff.  Practices will need to develop the ability of their doctors and staff to interact well face to face and with telephone communications with all generations. Millennials will not necessarily have learned this by the time they join the workforce. 

Summary

 

It's never been easy to recruit, train, and retain good team members, and it's not going to get any easier.  Consider who's now setting the rules in your practice, as well as who's doing the recruiting and training.  Even if you are the practice owner or manager, you may not be the best choice if your generation's life experience relates to the "good old days".  Those days are gone.  Generations Y and Z bring great energy and enthusiasm to any practice if you can harness them.  Focus on formalized training and providing in-house opportunities to learn new skills.  Be sure there's a good reason underlying the practice's rules - no rule should survive just because it's always been that way. Stay flexible and you just might like where your practice ends up.