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w w w.in s i g h t o n m f g . c o m May 2015 • /INSIGHT ON MANUFACTURING | 21 LOW MINIMUMS TO MILLIONS LOW MINIMUMS TO MILLIONS TAGS & LABELS TAGS & LABELS w w w . b a d g e r t a g . c o m Random Lake, WI 800-331-4863 s a l e s @ b a d g e r t a g . c o m GET STARTED WITH A FREE SAMPLE IDEA PACKET NOW. We can produce your custom tag or label in a quantity that meets your requirements. Whether you need a low minimum, millions, or something in-between. We offer personal service, deliver as promised, and will make certain you get tags and labels that perform best for the intended uses. grew up with technology — they may leave at 5 p.m. on the dot, but they're always connected. Raised under heavy supervision and scheduling, they're comfortable with authority figures to the point of casualness. And they expect open communication from all levels. Additionally, they are: • technologically savvy • natural multi-taskers • focused on real-time improvement (think immediate feedback rather than periodic reviews) • perfectly suited to things like 3D printing and nanotechnology • collaborative and want programs/apps that promote quick communication Manufacturing executives are missing a wave of opportunity. About 43 percent of baby boomer executives think millennials view manufacturing as dirty and blue collar, and don't have the work ethic to succeed. If those leaders are going to be successful, they're going to have to change their attitudes. at means less complaining about the new generation, and more proactive changing of their organizations and cultures to be much more attractive. Fact is, millennials' mastery of technology has a lot to offer the manufacturing industry. ey're designed for this world! And those who collaborate with them, versus trying to harness them or put them through "learning the traditional ropes," are the ones who will quickly have a competitive edge. Bridging the gap at work How do you get the best out of each of these generations without rocking the boat? ink about their needs as you: • Recruit creatively — Evaluate your recruiting methods and benefits packages. Salary is important, but so are a comfortable environment, flexible hours and things like remote working possibilities. • Build "doing good" into your core model — Millennials want to see the direct impact of their work on making the world a better place to live. ey're not satisfied with just "making money" at work so they can donate it somewhere else. • Adjust communication — Boomers may get more out of a meeting, while Gen-X and millennials just need an email. Accommodate your employees' styles by using a mix of communications tools. Audit your communication efforts to see what's working and what's not. • Personalize performance — Look at what works for the individual. Real- time feedback versus an annual review process will generally be more helpful to millennials. Focus more on developing strengths than pointing out weaknesses. • Encourage mentoring — Use boomers and Gen-Xers to mentor millennials, while the latter can teach their elders about technology. • Customize incentives — Give all employees the ability to choose between monetary incentives and time off. omasNet's report concludes: "To take their rightful place as growth leaders, they must embrace the future workforce that will get them there. e path has been laid for them to succeed. e question is whether they'll act in sufficient time. Closing the gaps between baby boomers and millennials is critical to making this happen." e time to get started is now. F Patrick Hopkins is the president and partner of Green Bay-based Imaginasium Inc., a brand alignment firm that helps clients create the consistent, fully aligned customer experiences needed to move their business forward. He enjoys writing and speaking on business leadership, brand development, alignment and customer experience. A member of the Greater Green Bay Chamber's executive committee, he was named Green Bay's Business Person of the Year in 2009.