The Acumen community heard from Bruce Tulgan, author, speaker, consultant, and Founder/CEO of RainmakerThinking, Inc., at our most recent Advance Leadership Workshop. Bruce and his team have spent the last 30 years researching generational shifts in the workforce, and we were honored to hear his insights and concrete strategies for attracting, hiring, and leading the best of the best from the youngest of today's workers! Missed the event? We captured a few highlights for you. Read on. 

The Generational Shift

Understanding the Numbers

Tulgan started by highlighting the massive generational shift happening in today's workforce in North America. Here’s the breakdown:

• Baby Boomers (born 1946-64) only make up about 17-18% of today's workforce.
• Those born in 1978 or later, on the other hand, now account for over 60%.
• Born after 1990? They’re more than 35% of the workforce.
• And those born after 1997? Over 15%.

These numbers aren’t just stats; they signify a huge shift in workplace norms and expectations. There is a rising "youth bubble" that doesn't quite match the numbers of those older professionals leaving their respective fields, meaning we are all in danger of being perpetually short-staffed. And this isn't just a numbers problem; there is a gap in values and attitude that needs to be thoughtfully addressed as well. No longer are our young workers coming in with their heads down, trusting the system to take care of them in the long-term; rather than putting their faith in the hierarchy, they are thinking in short-term and transactional ways that match their upbringings and the chaotic, untrustworthy world and economy they've just entered. After all, it's not personal; they just have to take care of themselves and their families in this crazy world.

So, the "grown-ups" in the workforce are leaving, taking with them their skills, knowledge, wisdom, and that good old-fashioned work ethic. What happens next?

The Core Challenges

Tulgan identified two core findings from his research into today's generational shifts within the workforce:

1. The workforce is changing.
2. Managing people is getting harder.

Sounds simple, right? But the real challenge lies in understanding how the workforce is changing and why managing people is tougher than ever. To explore those questions, Tulgan dove into a few popular myths about the youngest members of today's workforce.

Debunking the Myths About Young Workers

Myth 1: Young Workers are Disloyal

Tulgan began by busting the myth that young workers are disloyal. It’s not that they lack loyalty; their loyalty is just different. Rather than the kind of loyalty you'd expect from subjects in a monarchy, they now hold the loyalty of the free market, where you get whatever you can negotiate with no hard feelings. Our young workers aren’t interested in trusting the hierarchy and sticking around for vague future promises. They’re focused on what they can get in the short term, and how it benefits their personal and professional growth today and in the near future. As children born into an era of profound uncertainty and constant change, how could we expect any different?

Myth 2: They Only Communicate Digitally

Sure, young workers are glued to their phones; why not, when they can be experts on anything in a quick tap of a thumb? At the same time, they’re also looking for real, meaningful interactions. They want to learn from people, not just computers. They crave wisdom and practical knowledge from experienced colleagues; and when they don't get it, when they hear versions of the message, "Nobody held my hand when I was your age!" - they simply leave.

Myth 3: They Want to Be Left Alone

Contrary to popular belief, young workers don’t want to be left alone by authority figures. They’re closer to their parents and other authority figures than any previous generation! But they do expect strong leadership and clear guidance from those in charge of them. If you’re their boss, you’d better be good at it!

Myth 4: They Want to Be Humored at Work

Another big myth is that young workers want to be humored at work. Tulgan made it clear—they don't want to be pandered to, but they do want to be taken seriously. As one interviewee put it when told she needed to "calm down" and realize she wouldn't be taken seriously until she'd been at the company for a few years: "What would make them think I'd stay that long at a place where I'm not taken seriously?" They’re ready to work hard and make an impact, and they expect to be recognized for their efforts, not just pacified.

So, what do we as leaders need to do in order to best identify, attract, and lead these enthusiastic high performers?

Practical Strategies for Business Leaders

Hiring the Right Talent

Tulgan emphasized the importance of a selective hiring process. Don’t rush to fill positions. Instead, build a large applicant pool and be picky! Your hiring message should be compelling and clear, defining exactly what you want from applicants and what you have to offer them. Want to be sure you're offering something they want? Tulgan's research shows that our youngest workers are primarily concerned with a handful of factors when considering a new job (ranked by level of importance here):

• Whether their salary, which they expect to be comparable to what similar employers would pay, meets the threshold of what they need in order to pay their bills in reasonable comfort.
• Some level of control over their schedule.
• Their work relationships (their direct supervisor matters most of all).
• Task choice (how many mundane, non-preferred tasks do they have to get through before they can move on to a more interesting one?).
• Location (both the workplace itself, and flexibility around working remotely).
• Learning opportunities.

Your attraction message should also have a competitive edge: "Only the best of the best work for us. We are special, and we will rebuild you to be your best self! But not everyone makes the cut." This brings in high performers who are eager to prove themselves.

The number one reason that young workers leave positions after only a brief period, according to Tulgan's research, is a version of buyer's remorse: "This job is not what you said it would be." So, another key part of successfully identifying top-caliber young employees? Try to scare them off. List every downside you can think of about the position, then see who's left and put those remaining through an intensive interview process to find the right person. Don't oversell the position or overlook red flags out of desperation, even if you're short-staffed; put in the time to make sure you end up with an enthusiastic employee who will stick around.

Onboarding and Training

The number two reason young employees depart positions quickly after being hired? A weak onboarding process. Effective onboarding is crucial. And if you think simply telling them to shadow someone is enough, think again! Those first few days are key to establishing a connection and setting expectations. A strong onboarding process should be engaging and immersive, making new hires feel challenged and valued from day one and creating a feeling of connection and shared experience. Don’t just throw them in to sink or swim.

Handoff to Supervisory Leaders

The third top cause for young employees' early departure from a job is a fumbled handoff to a weak manager. Take a good hard look at those who manage and directly supervise your new employees. If your young talent steps into a position where their direct manager doesn't set them up for success by coaching them, outlining clear expectations, tracking progress, providing recognition, and so on, you're in trouble.

A Strong Leadership Culture

Are people your number one asset? Then treat them like it. 

A solid management style and leadership culture is vital for retaining young talent. Leaders need to be supportive, consistent, patient, and thorough, and that means no "freestyling" in your leadership - you need a consistent plan and rhythm for how you manage and lead! Communication is key: structured, substantial, and regular. Tulgan advocated for "management by fire prevention," emphasizing proactive leadership over reactive management. Our world no longer holds a place for hands-off leadership, or even leadership where communication is composed of casual check-ins or an open-door policy. It’s about thoughtful communication that happens regularly and proactively. This prevents issues from escalating and ensures that everyone is on the same page. Leadership should be about the good news, not just crisis management.

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