This should not be over-emphasised because it is self-evident. Each generation is different and must be understood as such. This happens with the customers who come to the workshop, but also behind closed doors, in the team itself. In medium and large workshops, and to a lesser extent in those with 2-3 employees, each mechanic or professional may belong to a different generation. It is therefore important to know not only what their interests, concerns and strengths are, but also what they value most in order to motivate them and keep them on your team, which is particularly useful in the case of younger people, who are much more accustomed to changing jobs.
GENERATION Z
In the case of those born from 1997 onwards and in their early 20s, known as Generation Z, they are tech-savvy, flexible, adaptable and happy to share their knowledge. When this generation arrives in the workshop, for example, they may not have the formal skills of previous generations, but they may be able to teach their older colleagues to use new tools as they go along, just as they have done all their lives.
MILLENNIALS
Millennials, born between 1981 and 1996, are also tech-savvy, value flexible working and care about making a positive contribution. It is very important that they find their work interesting, otherwise, not tied down by a mortgage or large loan, they are unlikely to stay in a job they don’t like, that doesn’t make them happy or that conflicts with their core values. However, while they can be extremely loyal employees, they see loyalty as a two-way street that requires certain things from both employers and employees.
GENERATION X
More common in the workshop are members of Generation X, born between 1965 and 1980, who value independence, can solve problems easily, and focus on results rather than process. They tend to be independent and entrepreneurial, dislike being micromanaged and question the need to follow a traditional process if there is another way to achieve a goal that is faster, easier or cheaper. Finally, when it comes to overtime, they do not believe in this strategy, so they work the necessary hours and then go home, as what they value most is having the time to do what they want to do.
As can be seen, there are marked differences in the way each generation perceives work, management (or being managed by others) and carrying out their tasks, all of which influence how they perceive and interact with other members of the workshop team Understanding what motivates the different generations of the team will enable both middle managers and managers to provide the kind of environment, rewards and support to retain the best people.
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