Overstock.com CEO, Jonathan Johnson, expected good turnout, especially among young workers, when he extended a staff-wide invitation to join him for lunch every Tuesday at the company’s Utah, headquarters. Total attendance over eight months? Ten people. “Most of the time, I eat my peanut butter sandwich alone,” he said. “When I was 25, if I had a chance to eat my sandwich with the CEO, I’d have been there.”
There is an age-old question asked endlessly about those entering adult society and the workplace: What is wrong with the next generation? The short answer? Nothing. They simply view the world through different experiences than those asking the question.
When it comes to workplace engagement, we should remember how much the work environment has changed in the past few years. There is a natural desire among seasoned contributors that the work environment will return to much of what it was prior to the pandemic. Sure, there are certain elements we don’t miss, like commuting. But there was a well-worked rhythm to what we did, even if it was a bit rocky at times.
Those joining the workforce over the past few years share little of that past. In fact, many have never worked in an office setting. They hear stories of what it was like, but have trouble relating. They are the first true generation of remote workers. As millions return to the office on a part-time basis, these young people are getting their first taste of what their older colleagues experienced regularly for years.
The irony is that 88% of 2021 college graduates said they wanted to meet often with co-workers in person and 64% said they wanted to work in an office at least several days a week, according to the Society for Human Resources Management. Why? Because they understand the value of networking, coaching and mentoring, and these just aren’t the same when being conducted virtually. The challenge will be implementing systems that will enable this desire.
So how do we, as employers, engage this cohort of young contributors? Here are three approaches to begin the effort:
First, schedule social activities around hybrid days in the office. While the jury is still out on the best procedures for implementing an effective hybrid workplace, one successful strategy is having entire teams work in the office on specific days of the week. This allows for work on projects, discussions where in-person would be a better use of time, coaching, and a chance to socialize rather than waving to each other on screens. Companies diverse as Lazard, Salesforce and Elevance Health have implemented this approach.
Second, provide instruction on workplace networking. We might assume that young professionals are uber connected already because of their facility with digital technology. True, young people are pretty good at networking with their age peers. But how about that seasoned manager who could foster their development and understanding of corporate norms? What about initiating relationships with older professionals they meet at conferences? College teaches content. But when it comes to the nuances of navigating the corporate world, students are pretty much left on their own.
How about asking a few of your seasoned leaders for insights on how they did it? What tips can they share? Granted, some techniques have changed over the years. But the principles are the same. You still have to take the initiative and think strategically. By the way, present these in the form of a podcast. That’s one of the best ways to reach people new to the workplace.
You might also ask senior leaders to drop by team socialization times and spend a bit of time networking and introducing themselves. When you’ve shaken the hands of senior leaders, you find out that they’re real people.
Third, encourage senior managers to spend more time in the office. Like many others, those in senior positions are enjoying the flexibility of working remotely. But their presence in the office is essential to fostering relationships, mentoring young people and providing a consistent vision. When you cross paths with those in leadership as a young professional, you are more likely to develop an affinity for the working environment. This promotes retention, an interest in development and the relationships that help the organization grow.
With today’s workplace so much in flux, it is critical that we place a focus on engaging young professionals for whom the job might be viewed as just a stepping stone to the next opportunity. If we engage, they will engage. It’s just a matter of placing a bit of focus on the effort.