More millennials hanging on to jobs

Dallas Morning News

DALLAS — The millennial generation is notorious for heading out the company door at the first inkling of job dissatisfaction.

But the lousy economy has many of them staying put.

“Three or four years ago, millennials would just up and leave,” says John Ansbach, an expert in generational dynamics, as this social science is called. “Now, they are making the rational decision that ‘it hurts me in my soul, but I’ll stick it out.’”

That might seem like welcome news to employers trying to retain young talent.

But Ansbach, who helps employers meld the generations, says this isn’t necessarily so. “These people are basically biding their time. You’re not getting innovation, creativity or any level of emotional investment. And that’s not good.”

Millennials — aka Gen Y’ers, echo boomers, trophy kids — have a rap for being hard to discipline. The age bracket for this cohort is debatable. Ansbach uses birthdates from 1977 to 1994, so the oldest in the workforce would be 32.

“For most of their lives they’ve heard: ‘There are no losers.’ ‘Trophies for 12th place in the swim meet even though there are only 12 swimmers,’” Ansbach says. “You really don’t want to be the first person to say, ‘Bad dog! No biscuit!’”

But now that millennials aren’t bolting at the first discouraging word, employers need to dish out tough love and teach young dogs new tricks.

“Through that process, you’ll reveal the time-biders,” says the 37-year-old Gen X’er, who’s also an attorney. “They would be better suited working for somebody else.”

Employers also need to redouble their efforts to retain those who do rise to the challenge by offering real opportunities and meaningful work.

Ansbach became intrigued with generational dynamics nearly a decade ago as a 20-something attorney trying to work with bosses and clients who were 30 to 50 years his senior. Things were getting lost in translation.

He read a book and discovered a passion for social science. He also improved his legal practice.

As a Gen X’er (born between 1965 and 1976), Ansbach was being too informal with his oldest clients — the so-called “civic” generation born before World War II. His elders had an implicit trust in authority and a high regard for the government and rules. These aren’t “native” traits for Gen X’ers.

By modifying mannerisms and suiting up, Ansbach was able to better interact with clients, pull more useful information from them and pull off advantageous legal results.

Now companies, including Frito-Lay Inc., Toyota and the National Association of Realtors, pay $5,000 to $10,000 to hear Ansbach’s take on the challenging interplay among multiple generations sharing the current work world.