Rural Water - Quarter 1, 2008 - (Page 16)

As employers, we also hear, “Why should I show up for work on time, wear a uniform and treat the customers like they’re special? Why should I work hard and keep my nose to the grindstone for a promise that it might pay off down the line? Why should I believe in you, myself, the government, the future, anything? Why?” As this generation impacts the emerging work force, employers must reexamine hiring practices and revamp management techniques. This generation is coming to the work force with a whole new set of attitudes, values and beliefs. Statistics show that 54 to 78 percent of Nexters will leave their jobs within the first 12 months. As a business leader, if you have had any experience employing, supervising or managing young people, referring to them as aliens isn’t all that outrageous. This generation does not see life, much less a job, like anyone from a previous generation. It is difficult to instill in them that a solid work ethic is imperative when the world around them says that they can get what they want without it. Managers have compared the leadership of this generation on the job to pushing a string across a table—a very wavy trail. However, don’t despair. To fully relate to this generation, today’s managers must take off their traditional/boomer/ Xer glasses and take a look at the world 16 • First Quarter 2008 from a different perspective—they must put on a pair of Nexter glasses and go on a ride. These global citizens, born in the late 1970s and early ’80s, are determined to do meaningful work that makes a difference. They want to work with great teams of committed, high-quality people. As traditional/boomer/Xer managers, we have to realize that this generation has no recollection of the Reagan era or the Challenger explosion. They were toddlers during Operation Desert Storm and Black Monday, 1987. Mr. T, E.T. or McDLTs are characters talked about by their boomer parents. They don’t remember Pacman, mopeds or even who shot J.R. They don’t remember when every young boy wanted to grow up to be just like O.J. or when being a presidential intern was a respected assignment. Mention the Miracle on Ice and this group thinks you are talking about Tonya Harding. This generation has never known life without cell phones, pagers, fax machines and voice mail. Their world has always included minivans, bottled water, cable television, overnight package delivery and chat rooms. They would have no personal reference for a time before ATMs, VCRs, PCs, CDs, MT V, CNN, SU Vs or TCBYs. Finally, this generation has never known a world without AIDS, without crack or without terrorist attacks. Sadly, they have never known a world where kids didn’t shoot and kill other kids. What Can Managers Expect It has already been established that this generation is different from any prev ious generat ion. Research has shown that culture, technology, society, media and the events of the modern world have powerfully influenced these individuals. It is now important that managers understand the common characteristics of this powerful generation, both positive and negative, to better grasp their values, attitudes and behavior. This knowledge will enable managers to effectively manage and motivate the newest generation in the work force (Zemke, Raines, Filipczak, 2000). Research has identified 12 common traits among members of the Nexter Gener at ion. Wit h e ver y dow n side

Table of Contents Feed for the Digital Edition of Rural Water - Quarter 1, 2008

Rural Water - Quarter 1, 2008 Contents From the President Afterburn: Nexters' Impact in the Workplace Retirement Will Have to Wait From Sewage, Added Water for Drinking Rural Water and the Farm Bill Fiduciary Responsibility: It's All About Trust Water Industry Supports International Rural Water Association Regulatory Update The Rural Water Washington Rally in April Throwing My Loop A Precious Thing Called Water Index to Advertisers Advertisers.com From the CEO

Rural Water - Quarter 1, 2008

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