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Younger workers present challenge
to boomer manager

By Andrea Wolf, Globe Correspondent, 3/16/03

Need advice about managing your career or your workplace? The Job Doc can help. Our specialists can answer your questions on topics ranging from career transitions to management issues. E-mail queries to jobdoc@globe.com, or send letters to Job Doc, c/o the Boston Globe, P.O. Box 2378, MA 02107-2378. Letters may be edited for clarity and length.

I am a manager who is of the baby boom generation and find that I'm having difficulty managing the younger generation in their twenties. They don't seem to understand that they need to pay their dues. They want to negotiate everything. I'm running up against a lot of ''attitude.'' Can you advise me on the best ways to motivate, coach, and manage this younger group?

You are a manager facing generational differences that are new and confusing, but not uncommon in today's work force. The newest diversity issue is taking its place alongside gender, culture, religion, sexual orientation, and education. We now need to define what binds some groups together and separates others.

Organizations that recruit young talent are often watching them clash with older, seasoned employees over issues such as work ethic, respect for authority, dress codes, and climbing the corporate ladder. We need to find ways to develop mutual understanding so that we can work effectively together and learn from one another.

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Let's step back and look at the different lenses of baby boomers, born between 1946 and 1965; Generation X, ages 24-38; and Generation Y, ages 17-24.

For many generations, the baby boomers have been the dominant force in the labor market. Now they are dealing with the younger generations, which combined comprise 44 percent of the work force. This sizable population was the first to be directly influenced by the Internet and a barrage of fast-paced marketing.

Younger workers came into the work force when downsizing, restructuring, and continuous change were the norm. As a result, they redefined ''job security'' as staying on the cutting edge vs. staying in a job. Jobs may come and go, but their career belongs to them.

They often want the same things as older workers such as challenges, creativity, opportunities for growth and development, adding value, increased responsibilities, and flexibility in scheduling. The main difference is that Generation Y, in particular, expects and may demand these opportunities at the beginning of their careers. As a result of this mindset, they may choose to side-step rules and procedures. They are willing to take risks and skip the chain of command because they want resources and answers quickly.

This can be frustrating to the baby boomer boss because he had to ''pay his dues'' to get where he is. Now managers are left with the following challenges: How do you create meaningful work and a career path where up is definitely not the only way? How do you manage to get the highest performance?

I recommend open and ongoing communication to understand core values, beliefs, and attitudes in order to develop mutual understanding of generational differences. Younger workers need to understand where older workers are coming from and visa versa. This will help each of you understand the basis for the way you operate. As a manager, you need to spell out expectations. You should also seek input from the younger employee about their work ideas as well as how they would like to develop and grow their career.

In any management relationship, there are often different goals for management and for employees. The key challenge for managers is to get the best work from each employee. The underlying philosophy should be that each person is capable of high performance. Particularly with this younger generation, it is important to meet regularly to provide feedback, ask for input on needs, and seek commitment for accountability to goals and deadlines.

Which practices will work best for you and your managers in your organization? There is no one answer as every organization has its unique needs and dynamics. However, you can begin to create a more positive work experience for your employees by paying attention to the ones that will work for you and your organization.

Interviewing with several people

I have been invited to interview for a job with a prestigious area university. My first meeting with this institution will include sessions with five different people within the department that has posted the job. What strategies do you recommend that I employ to make sure that I make a good impression on each of them without repeating myself endlessly?

I suggest that you do thorough research about the university and the department, including its research and teaching interests. That way you can identify how your particular knowledge, experience, and accomplishments fit the needs of the department and university overall. You should also prepare some specific questions to uncover the needs and interests of the department's faculty and staff

Next, you need to practice your presentation. Your goal is to tailor how your area of specialization fits within the department and articulate how you can add value to the university. There is nothing wrong with repeating yourself with the five people as you want them to remember your areas of expertise and contributions so that they will be interested in hiring you.

You want to demonstrate enthusiasm, interest and confidence. Remember to exhibit other qualities such as creativity, distinctive areas of interest, and possibilities for collaboration. Also, be aware of your body language and professional image.

How to address salary questions

I have often noticed that job advertisements in the newspapers and trade magazines often ask for an applicant's salary history or salary requirements. My question is this: Is a cover letter or resume an appropriate platform for discussing the delicate subject of compensation? If you don't include this information, will that doom your quest?

Handling salary questions can be tricky.

A job seeker can expect to be asked salary history, most recent salary, or salary expectations at any point in the job search and interview process. Avoid making such a disclosure too soon, as it can impede your opportunities to negotiate. Naming a number can cause interviewers to react against you. They may think the figure is too high and don't see why you are worth it. Or they may perceive the figure as too low and question your qualifications. Even if the salary you name is within the range offered, you've shown your hand to the employer and dealt away an important bargaining chip.

In order to effectively handle salary questions, you need to believe the following statement: ''I'll try several ways to avoid revealing that information. The salary I get for a position should be competitive and should not be based on my prior salary.''

The salary you are offered should be based on the availability of talent in the market and how much the company has to pay to attract and retain talent. A salary should reflect the ''going market rate'' as well as the company's compensation structure. This requires some research.

Try to avoid discussing salary until an offer is made. Until the employer is convinced that you are the one they want to hire, they have no interest in what you want. Following are three common phrases you may come across in want ads, applications, or job interviews and suggestions on how to frame a response to them.

State your salary history: This is usually requested in ads or applications and almost always means ''salary requirements and expectations.'' If you do not provide this information and match the job qualifications, you probably will not be screened out, and the hiring manager will try to obtain the information from you in the interview. If you choose to include your salary history, provide an accurate one. There are many ways for a company to check.

State salary requirement: This is usually requested in ads, on applications, or by a human resources representative. This is a screening strategy and provides the employer with a starting point on which to base the offer. You have a choice to leave the salary information blank. If the application specifies that you must include the information, then you can write ''negotiable.'' If you do know the employer's salary range and want to write something in the blank, I suggest that you state a range with the top of the employer's range at your midpoint.

Early interviewing process: The HR person is usually conducting the initial screening interview. You can answer by saying that you would prefer to learn more about the position and responsibilities before discussing salary. Or, you could say that you would like to come back to discuss salary after you are able to provide a better picture of what you have to offer.

Getting bad vibe from 'good luck'

I worked 16 years for a company that recently went bankrupt. I have interviewed for five jobs. At two of them the interviewers said the words ''good luck'' as I was leaving. After hearing that, I got the impression that there was no way I would be considered for the position even though I thought the interview went well. Am I reading this right?

Since you heard ''good luck'' twice, I can understand your concern about the interpretation of this phrase. Yet, sometimes people say such things as part of a salutation, often because they don't know what else to say. If you are concerned about this, I recommend that at the end of another interview, you ask for feedback so that you can take the pulse of the situation.

Accounting for gap on resume

I have been out of work for the last six years battling a noncontagious, life-threatening illness. I stress noncontagious because in my mind that makes it absolutely my own private business. How do I fill in the gap on my resume now that I am fully recovered and can work again?

Congratulations on your recovery and desire to reenter the working world. All illness is a private matter regardless whether it is contagious or noncontagious. According to human resources specialists, you are not required to disclose a disability unless it affects your ability to do the job.

How do you account for the past six years? First, you should expect to give an explanation. Keep it brief. Following are two different scenarios. You could say, ''I have personal reasons in my life that needed attention.'' This is a general statement that may raise the antenna of the interviewer.

Or you could respond, ''I had medical reasons for not working but now am totally recovered.'' This is a direct approach that is unlikely to raise questions.

A bigger issue that I see is the concern employers will have for how current your skills and competencies are after being out of the job market for six years. It is very important that you look at how you are presenting your skills. Make sure your resume has a summary profile that articulates the knowledge, skills and experience that you bring to the table.

Andrea Wolf is vice president of career management at Right Management Consultants, a career transition and human resources consulting company.

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