CareLink - Fall/Winter 2017 - 9

Symptom #1: My new employee doesn't want to do things
the way we've always done them. She says there's a
better, faster way, but I'm cautious and skeptical because
how we are doing things now has worked just fine for me.
You are not alone! Figuring out new systems and processes
can be difficult, stressful and time consuming. Consider this.
If given the choice today, would you drive a 20-year-old car
with manual locks and hand crank windows OR would you
choose to drive a newer car with Bluetooth and a backup
camera? The older car still runs fine, but the newer car has
more conveniences and is more pleasurable to drive. The same
is true for employees and the workplace. Yes, the old procedures
may still work. But with modern systems and technologies at
our fingertips, tasks can take a fraction of the time and effort
that they once did when we embrace more efficient or effective
processes and tools.

Symptom #2: I've been here for 15 years and a new
employee doesn't respect seniority and the chain of
command like I did when I was her age. Why does she have
no respect for authority?
She was raised differently. Many Baby Boomers (born 19461964) and GenXers (born approx. 1965-1979) were raised as
children to respect their elders and others based on their
position and/or age. We kept our mouths shut and accepted
the way things were "because our superiors said so," and we
were told to "pay our dues" in order to reach our goals and
be successful. For the past 30 years, there has been 24/7 news
coverage, where today's younger workers saw scandal after
scandal uncovered because people in positions of authority
had abused their power and did things that were illegal,
inappropriate or immoral. The parents of this new generation
of workers taught them to be on guard regarding those who
hold positions of authority until they prove themselves worthy
of their respect and trust. They aren't going to trust anyone
until they have built a strong relationship with them.

More and more I hear managers
and supervisors describe their work
environment as if it has an illness. The
daily symptoms include employees
who don't come to work on time, are
constantly distracted and some even
refuse to follow the rules.

Symptom #3: There's a ton of work to be done and this new
hire refuses to work overtime to get it done. If I'd have
refused to stay late, I'd have been fired!
Many of us grew up in a time where we stayed until the
job was done - or else! There are lots of workaholics out there
today because of that philosophy, who have told their now adult
children, "It's not worth it. Be happy!" This is why for today's
new hires, work-life balance is critical to being satisfied and
happy as a person, which is very important to them. Nearly
everyone would like to have more time to enjoy the things
that are important to us like family, friends, free time, hobbies
and travel, and this group has decided to make that a priority
in life. Lots of us missed out on milestone events because we
were working so much. Today's new workforce is no longer
willing to miss out on personal things because of a rigid work
schedule, and many employees will work for less money in
order to have that freedom and flexibility.

Symptom #4: I can't believe it! We've spent all this money
and time training the new recruit and now she is leaving.
She hasn't even been here 18 months!
Ah...the job hopper syndrome. Today we are in an employee's
market, which means the employees and applicants have the
upper hand. And with nearly every company in your area
hiring, an employee can walk away from your job and in many
cases have another job the next day. Before you judge, remember
that the days of a company taking care of its employees into
retirement are long gone. Remember pensions? They're
nearly all gone! And most organizations don't offer enough
incentives to employees to keep them more than one or two
years. A 2% or 3% wage increase isn't a raise. It's a cost of living
adjustment, which means that person will never "get ahead"
in one company without promotions. Younger workers have
figured this out and feel, "If the company isn't going to take
care of me for life or even advance my wages and career over
time, why should I stay?" Assuming people should stay for
"loyalty's sake" has led to painful consequences.
CareLink | 9



Table of Contents for the Digital Edition of CareLink - Fall/Winter 2017

Chair’s Message
President’s Message
Employee Turnover: Your Symptoms, Diagnosis & Treatment Plan
Are You Prepared for the CMS Emergency Management Rule?
KAHCF Vendor Members/ Buyers’ Guide
Association News
Index of Advertisers
Education Calendar
KAHCF New Members
CareLink - Fall/Winter 2017 - intro
CareLink - Fall/Winter 2017 - cover1
CareLink - Fall/Winter 2017 - cover2
CareLink - Fall/Winter 2017 - 3
CareLink - Fall/Winter 2017 - 4
CareLink - Fall/Winter 2017 - 5
CareLink - Fall/Winter 2017 - Chair’s Message
CareLink - Fall/Winter 2017 - President’s Message
CareLink - Fall/Winter 2017 - Employee Turnover: Your Symptoms, Diagnosis & Treatment Plan
CareLink - Fall/Winter 2017 - 9
CareLink - Fall/Winter 2017 - 10
CareLink - Fall/Winter 2017 - 11
CareLink - Fall/Winter 2017 - Are You Prepared for the CMS Emergency Management Rule?
CareLink - Fall/Winter 2017 - KAHCF Vendor Members/ Buyers’ Guide
CareLink - Fall/Winter 2017 - 14
CareLink - Fall/Winter 2017 - Association News
CareLink - Fall/Winter 2017 - 16
CareLink - Fall/Winter 2017 - Index of Advertisers
CareLink - Fall/Winter 2017 - KAHCF New Members
CareLink - Fall/Winter 2017 - cover3
CareLink - Fall/Winter 2017 - cover4
http://www.nxtbook.com/naylor/KAHB/KAHB0218
http://www.nxtbook.com/naylor/KAHB/KAHB0118
http://www.nxtbook.com/naylor/KAHB/KAHB0217
http://www.nxtbook.com/naylor/KAHB/KAHB0117
http://www.nxtbook.com/naylor/KAHB/KAHB0216
http://www.nxtbook.com/naylor/KAHB/KAHB0116
http://www.nxtbook.com/naylor/KAHB/KAHB0215
http://www.nxtbook.com/naylor/KAHB/KAHB0115
http://www.nxtbook.com/naylor/KAHB/KAHB0214
http://www.nxtbook.com/naylor/KAHB/KAHB0114
http://www.nxtbook.com/naylor/KAHB/KAHB0213
http://www.nxtbook.com/naylor/KAHB/KAHB0113
http://www.nxtbook.com/nxtbooks/naylor/KAHB0212
http://www.nxtbook.com/nxtbooks/naylor/KAHB0112
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