Thinking back twenty-five years to a much simpler time when I began my first job, I am struck by the reality that a variety of people shaped who I was as an employee. In those early days, my parents instilled in me the quality which said, “You don't get what you wish for, you get what you work for”. Work ethic or lack thereof defined the longevity of the work experience. Work values were permanently ingrained in my psyche by those in my “circle”. Additionally, a healthy respect for authority fueled my work ethic. This too, was created by my “circle of influence”.
Young people enter the workforce shaped by those who have gone before. They are scared, a little arrogant, and full of ambition. They want to be guided into right thinking, to be given new experiences, and of course, to make lots of money. Truth be told, that is what they say is the real reason for the job. All other elements that make up their own reality define the total experience that adults call work. The higher the experience for the young person, the better results the employer will have with them. Ultimately, the business which creates positive growth experiences for its employees will reap greater financial rewards. This is what separates the good from the great, the mediocre from dynamic, and the apathetic from the motivated.
The first job provides a fresh dose of real life when the environment fits the applicant. It is difficult to pinpoint the age or time span of the first job but the facts remain that the first job experience is a stepping stone to all of life. It is a rite of passage much like getting a driver's license. Human beings were created to be productive contributors to society which includes employment, community contributions, and personal growth. Young people seek the same benefit. Having hired and led a myriad of teenagers with little or no work and life experience, the perspective I have gained in this arena is significant. The rise and fall of unemployment percentages begs the question of what makes the candidate successful at the onset and the long haul. The fact is that specific characteristics prevail which separate the good from the great. As a leader in business, I maintain a chief goal to recruit, hire and retain the best candidates. Of course, this is the goal of each employer. But what are the distinguishing qualities which stand out as the determinants of success. Further, why is this discussion so pertinent to this time period in the 21st century? These are the questions which will serve as the springboard for this dialogue.
Nutshell Truths:
- The prevailing economic environment influences hiring quality candidates.
- The savvy business leader must look for employees who provide immediate gain and residual service.
- Job skills which accompany personal skills create a valuable package for the employer.
- Young people have little to no life experience with which to build a workable skill set.
- When an employee is hired, the employer also hires the life experiences and relationships that surround the individual.
- Habits and attitudes developed from authority figures to the point of the first job influence the quality of the employment experience.
- Authority figures define the success of the young person by instilling worth and value through correct attitudes about work and life.
- The manager holds a critical role in shaping the work quality of the young person in their charge. The work ethic of the immediate supervisors creates an environment for ultimate success.
- For young people to thrive, they must be presented with a wide mix of work experiences which add value to their character and ultimate skill set.
- When young people thrive, they contribute relational benefit, develop stronger leadership skills among their peers, and become effective at problem solving.
- An employer who realizes these trends and how they relate to the long-term success of the organization has the ability to reduce turnover and produce higher levels of productivity over time.
Retention is a key quality to competing in today's workforce. More importantly, young people define the face of work over the next generation, not just for the immediate employer but for society as a whole. In this sense, retention means that the young person remains as a strong contributor in the workforce. Therefore, it is the obligation of every manager and leader to encourage, develop, and inspire work quality in this “up and coming” generation. I have had the privilege of watching once unconfident, unskilled, undeveloped young people become leaders, problems solvers, and strong contributors in society. They are training to be accountants, teachers, doctors, athletes, and men of the Armed Forces. This fact is not solely the result of one factor, but all pieces feed into the whole.
