Targeting the Mature Market

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For as long as most people can remember, the job of managers has been

to give orders, see that the orders were followed, and hold people

accountable if they didn’t comply. Managers were paid to guarantee

that certain results happened. If they could deliver the goods expected by their management, they got nice bonuses and were promoted.

All that has changed. A manager’s job is no longer that of a watchdog,

policeman, or slave driver. Managers must be able to shape a more

supportive work environment and find ways to help each employee be

more productive.

New workers

One of the reasons for this shift is the changing demographics of

today’s workforce. The explosion of two-wage-earner families has taken

a toll on family life. Having a greater number of non-traditional

families with single parents has added to this stress.

Also, younger employees–the post-Baby Boomers–are entering the work-

force in droves. These younger employees have very different work and

life values that have been shaped in partial reaction to the values of

their parents. While their parents became slaves to their jobs and

careers, today’s younger workers are much more interested in jobs

which have meaning and a larger purpose than just getting a paycheck.

If these workers’ needs are not reflected in the workplace, they are

quick to find another work environment that is more in sync with who

they are. This is true even in tough economic times because they are

also more willing to forego the trappings of material success.

These new values are reflected in the recent National Study of the

Changing Workforce that was conducted by the Families and Work Institute in New York. The top three variables that some 3,400 randomly

selected men and women considered to be most important in deciding to

take their current job were: 1) open communication, 2) effect on

personal/family life, and 3) the nature of work.

How to manage today

What do these changes mean for managers? The expectation is clear:

employees want a more caring supportive management style, and they are

willing to forego other aspects of a job–including salary considerations–to get it.

Open communication. Provide people with what you know, when you know

it–especially when it may affect their jobs. Information about company finances, new products, competitive practices, and pending

changes in policies are all of interest to most employees. Involve

employees in decisions that affect them–or better yet–whenever

possible let them make the decisions themselves.

Effect on personal/family life. Find new ways to allow for greater

flexibility and autonomy in individual jobs. I’m always surprised, for

example, how some managers insist that every one of their workers be

on the job at exactly 8:30 a.m. and work a prescribed number of hours,

with any deviation requiring advance permission. Isn’t it more important for your employees to be at 100% when they are there? A little

flexibility in working hours can go a long way in assuring some piece

of mind–and better focus–while at work.

The nature of work. Give meaning to work. Although you can’t easily

change what your company does as a business, you can have a big impact

on the individual context of how every employee sees his or her job.

Let employees know why what they do is important to your company and

to providing value to your customers. Allow them the opportunities to

develop skills that can make them more valuable employees.

Constantly let your employees know that you appreciate their efforts

in as many ways as possible. Everyone needs to feel valued and everyone wants to be recognized for the job they have done.

As the architect Mies van der Rohe said, “God is in the details.” And

the details of managing today are moving toward finding ways to better

help and support the people who are serving your customers and keeping

you in business.

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