For some years now, there’s been a lot written and said about Generation Y in the workplace and how to best attract, develop and retain them. All the while, there have been some off-stage whispers of resentment that this generation seems to have everything handed to them as the ‘war for talent’ rages on. These whispers were countered with the suggestion that we all might benefit from Gen Y’s ways of working, ideas and new approaches. So far, so good. But now, I’m hearing a few louder whispers…

In the bigger context of possible (or is that probable) European economic meltdown, tolerance of some of Gen Y’s tangential approaches seems to be wearing thin. Over the past few weeks I’ve heard about:

Surprise, surprise.  Older workers are seen as less optimistic and more realistic than their younger colleagues. In a recent Department of Work and Pensions report, Professor Dominic Abrams (University of Kent) and colleagues surveyed 6000 UK respondents.  48 per cent of this group viewed age discrimination as a serious issue. 

One in four respondents reported experience of age discrimination, which makes it the ‘ism’ experienced more than any other form of prejudice.  Yet there is an economic imperative for a longer working life: pensions aren’t shaping up to be what they promised, so people over 65 need to work; the state would rather they did, thus reducing the burden on hard-pressed budgets.  Whilst the majority of respondents viewed older people positively, there were rumblings of prejudice, particularly from younger people, many of whom perceive older workers as an economic threat.  This issue barely touches the sides of most of my clients, where the under 30’s make up more than half the head-count.  For how much longer, I wonder?

For the past few years, I’ve been paying a lot of attention to Generation Y, the people now entering the workplace to the tune of 20% and rising in the UK. Gen Y still fascinate me, particularly how they’re responding to tough times and their views and hopes for the future.  At the same time, it’s hard to escape what’s headed our way from the other end of the workforce’s age spectrum.  How about this for a jaw-dropper:

The number of elderly people needing care is likely to double in the next 20 years (according to the last government, and echoed by the new one in the Prime Minister’s first speech).  When organisations talk about ‘carers’ they don’t mean parents, which separates out that particular form of care, they mean people who have to take caring responsibility for a near relative, partner or spouse (those caring for neighbours or friends currently are not included in the official definition).  

We managed to pick a beautiful, warm and sunny weekend to stay at the brilliant Urban Beach Hotel in Boscombe, Bournemouth.  So that meant we enjoyed the miles of golden sandy beach as well as the award-wining boutique hotel.  Our stay was so perfect I became fascinated by everything about the place – especially the staff.  Sure, the rooms, bistro and terrace are all wonderfully designed to be laid-back and cool without trying too hard.  Liked the Japanese touches in our room and that fact that there was no chintz anywhere in sight (this is Bournemouth remember).  But I was bowled over by the young, happy and totally dedicated people who make the place what it really is.  The lady who checked us in who must have a side-line in charm schools.  The bandana-wearing manager who was outdoors getting organized at 7.30 on a Sunday morning for a Bloody Mary competition later in the day.  The girl who remembered how Chris liked his sausage sarnies.  I can go on, but you get the idea. And yet I keep hearing from corporate clients that they want to know how to manage and motivate Generation Y.  And here’s a four-year-old hotel (a sector not renowned for its ability to attract and pay top whack for top talent) that could really teach them a thing or two.  So I got hold of the owner, Mark Cribb, to ask him how he does it.  Here’s what Mark has to say...

On getting the right people: having grown from no staff at all to 100 people in four years, Mark’s seen the need to formalize things a little.  Candidates go through a four-stage ‘audition’ process where they spend a day with the managers in four areas of the business.  Only if all four managers give the thumbs-up does the candidate get hired.