As a specialized recruiter that has partnered with OEMs (Original Equipment Manufacturers) for the last 10+ years, we have identified generational trends within the industry that are impacting most organizations. By understanding the trends and learning from organizations that have successfully adapted to them, our goal is to provide insight that will help others bridge the gap and see results in increased tenure, improved culture, and ultimately a more successful organization.
In the ever-changing landscape of the manufacturing industry, particularly within OEMs, a notable disconnect exists between the four generations (Baby Boomers, Gen X, Millennials & Gen Z). This gap, shaped by differing values, work ethics, and communication styles, presents significant challenges in the workplace. The remaining observations and solutions relate to what we’ve seen and experienced primarily within technical sales, but not limited to it.
The Travel Paradigm Shift
Historically, sales professionals from the Boomer and Gen X generation embraced a "road warrior" lifestyle, often spending 75-80% of their time traveling. This commitment was seen as a badge of honor and a testament to their dedication to closing deals and fostering client relationships. However, the advent of technology, coupled with the recent global pandemic, has altered this landscape dramatically. Today, many sales roles require only 40-50% travel, yet younger generations are still expected to maintain the same levels of commitment as their Boomer and Gen X supervisors. The question to ask is, “why?”. This expectation creates friction, as millennials and Gen Z prioritize work-life balance and may struggle to meet demands that seem outdated when achieving goals and meeting expectations.
Understanding the New Mindset
Boomers and Gen Xers often come from a background steeped in traditional work ethics—where hard work meant long hours and unwavering dedication. They tend to view commitment through the lens of personal sacrifice. In contrast, Millennials and Gen Z, having grown up in a more supportive and collaborative environment, prioritize job satisfaction and fulfillment. They are more inclined to seek roles that offer clear communication, mentorship, and a sense of purpose. This generational shift can lead to misunderstandings, as Boomers (who measure by hours worked) may perceive younger employees as less committed or driven.
The Need for Support and Training
One of the critical issues at play is the lack of understanding among Boomers and Gen x regarding the training and support that younger generations require. While Boomers and Gen X often learn through trial and error, your Millennial and Gen Z employees thrive on structured guidance and regular feedback. Leaders must recognize that new hires, especially those entering sales roles that involve significant territory management, need consistent communication and support. Implementing weekly check-ins and ongoing training sessions can help bridge this gap.
Moreover, pairing new hires with accountability partners—seasoned sales professionals who can mentor and guide them—can foster a sense of belonging and engagement. This approach not only benefits the new employees but also incentivizes experienced team members, possibly through bonuses or commissions for their mentoring efforts.
Creating a Positive Work Environment
Hiring two salespeople simultaneously can also be an effective strategy. When new hires train and bond together, they create a support system that enhances their experience. However, it is crucial to ensure that the work environment remains positive. Open communication between management and new hires is essential to address any concerns and foster a culture of trust.
Additionally, providing clear expectations from the outset is vital. While Boomers and Gen Xers may be accustomed to a "sink or swim" approach, this methodology can be detrimental to younger generations. Establishing a structured onboarding process with defined roles, responsibilities, and performance metrics can help new employees acclimate more effectively.
Adapting Leadership Styles
To thrive in this new landscape leaders from older generations need to adapt their leadership styles. This may require a shift in mindset, recognizing that the same strategies that worked in the past may not be effective today. Leaders should be willing to invest the time and effort to understand the needs of their younger team members, embracing a more collaborative and supportive approach.
Encouraging feedback from younger employees can provide valuable insights into how to create a more inclusive and engaging work environment. By taking the initiative to understand and address these generational differences, Boomers and Gen Xers can cultivate a workplace culture that not only retains talent but also empowers the next generation of leaders.
The Path Forward
Ultimately, bridging the generational divide in the manufacturing sector is not just about accommodating younger employees; it's about fostering a culture of growth and collaboration that benefits everyone. By investing in training, support, and open communication, organizations can create a workforce that is engaged, motivated, and ready to tackle the challenges of the future.
As Boomers and Gen Xers pass the baton to their younger counterparts, they have the opportunity to shape a new era in manufacturing—one that values diverse perspectives and embraces change. By doing so, they ensure that when the time comes for retirement, a well-prepared and enthusiastic generation is ready to take the reins, ultimately creating a win-win scenario for all.
Terri Kubicki is the executive staffing director/equipment division at the Richmond Group USA.
