Training Industry Magazine - Fall 2014 - (Page 13)
GENERATIONS @ WORK
THE ANTIDOTE TO
How many top performers have you lost
this year? If this year's number is higher
than last year's, you're not alone: as the
economy continues to recover, turnover
rates are increasing.
millennials may be especially vulnerable
to jumping ship. According to a recent
Bentley University study, more than half of
business leaders believe they're especially
difficult to retain.
At any level, turnover is costly (lost
productivity, rehiring, onboarding, and
training costs). But the sheer number
of millennials in the workforce puts
employers at risk of a "very expensive
revolving door"-most companies report
costs between $15,000 and $25,000 to
replace each millennial employee.
So why are millennials leaving? This is
surely a multifaceted problem. However,
an often-overlooked explanation may be
the behavior of their managers.
We know that the most common
reason employees leave companies is
their relationship with their boss. But
millennials working for baby boomers or
Gen 'Xers may have an even more difficult
time because of age-based stereotypes.
According to Chris Blauth and his
colleagues, managers with age-based
stereotypes "discriminate against, restrict,
and dehumanize people because of their
age." Unfortunately, millennials often
bear the brunt of these stereotypes
even though few differences have been
Enter compassion. Research shows that
compassion not only reduces the negative
impact of stereotypes, compassionate
managers do a better job retaining their
"OK, then - I'll just be more
compassionate," you might conclude.
Unfortunately, it's not always that easy for
people in positions of power.
WHY COMPASSION CAN BE DIFFICULT
Research by Adam Galinsky provides
evidence that managers might have
trouble empathizing with their junior
employees simply by virtue of their place
in the pecking order.
Galinsky and his team asked participants
to recall an experience when they had
either high or low power to "prime" them
to feel powerful or powerless. Then they
asked participants to draw the letter "E" on
their forehead while looking in the mirror.
The powerful participants were three times
more likely to draw the "E" so that they
could read it in the mirror, even though
it would look backward to everyone else.
They completely ignored other people's
perspective in favor of their own. They
also made more errors in judging other
T R A I N I N G I N DUSTR Y MA GAZ INE - FALL20 1 4 I WWW.TRAININ GINDU S T RY . C OM/ MAGAZ I NE
- D R . TASH A E U R ICH
THREE TIPS TO RECLAIMING YOUR
1. Take their perspective
When making a decision, ask, "if I were
someone who'd be impacted, what
challenges would this create?" Ask your
team how things are going and how you
2. Be available
If your junior employees view you as
inaccessible, it's hard for them to connect
with you. Get out of your office and talk to
people. Seeing them in action instead of
as numbers in a ledger will remind you of
3. Put yourself in their shoes
Whether you're a CEO or firstline leader,
take a moment to remember when you
were that junior employee. When you're
frustrated with a member of your team,
it can be helpful to remember what it felt
like when you were in their shoes.
Almost all leaders are capable of
showing compassion to everyone on
their team. When you do, your team will
pay you back with commitment, loyalty
and performance - no matter what
generation they belong to.
Dr. Tasha Eurich is an organizational psychologist,
speaker and author of "Bankable Leadership."
Table of Contents for the Digital Edition of Training Industry Magazine - Fall 2014
From Where I Sit
Table of Contents
Guest Editor: Improving Sales Onboarding Effectiveness
An Emerging View of Learning Content
Manager Compassion: The Antidote of the Revolving Door
Balance and Praxis
Giving Old Content New Life
Leveraging Custom Learning Initiatives
Contextual Anchoring in Learning Design
Training for Performance Improvement: A Carrot or A Stick?
Rewiring Your Learning
Working with Subject Matter Experts
What's Your ROI for Content Development?
Casebook: Manitoba Hydro: Powering Up with e-Learning
Design Considerations for Content Delivery
Improving Online Learning Performance
A Brain-based Approach to Developing Training Content
Training Industry Magazine - Fall 2014