WHAT EMPLOYEES WANT

Millennials have been made fun of and vilified since they started entering the workforce. They have been stereotyped as lazy and entitled employees who are quick to trade loyalty for the ability to jump into what’s shiny and new. They want work-life balance, flexible schedules and a casual dress code. But like most things, it is not quite that simple. Employers today are struggling to hire and retain employees. Many think this struggle is due to the millennial employee, but the workforce is the most involved it has ever been.

Defining the workforce

One size doesn’t fit all when it comes to today’s workforce or talking about the different generations. For the first time in history, there are five generations in the workplace. They are:

• Traditionalists—born 1925 to 1945, aged 76 to 96 (2% of the workforce)
• Baby Boomers—born 1946 to 1964, aged 57 to 75 (25% of the workforce)
• Generation X—born 1965 to 1980, aged 41 to 56 (33% of the workforce)
• Millennials—born 1981 to 1997, aged 24 to 40 (35% of the workforce)
• Generation Z—born 1998 to 2020, aged 1 to 23 (5% of the workforce)

---

FIVE GENERATIONS MEANS FIVE APPROACHES

Five generations of employees means five approaches to work, which makes it difficult to satisfy everyone. It is important to note that labels that apply to the different generations do not necessarily contain every member of a given generation. Rather, those labels should be considered hints on how to most effectively connect and work with people.

four quick tips on managing millennials

Millennials currently make up the largest portion of the U.S. workforce. They are known for their familiarity with the internet, social media, and digital devices. As a generation that grew up on stickers and participation trophies, millennials have come to place high importance on collaboration, teamwork and helping the greater good.

So what are the things that you're putting in place for these workers? Because if you’re thinking, “well, I'll just wait.” What you're waiting for is not necessarily coming. Millennials make up about 75% of the workplace, there are more MBAs in the millennial generation than have no degrees at all, 30% of them are living with family, and 36% have tattoos. Planning for the future includes the millennial and gen z employee.

ENCOURAGE THEIR “CAN-DO” ATTITUDE
Millennials want to know that their work is valued, and they are somehow making a difference. The best way to connect with your millennial colleague is to explain the big picture to them and let them know how their work impacts the families or communities you are serving.

They are looking to see that the work that they do adds value to something. To me what this is: Are there things that matter to those employees? If there are, can they be in charge of it. For example, something as simple as doing a can drive. One funeral home did Wreaths Across America and they put their millennial employee in charge of that. They loved it, because they bridged that gap between work and something socially responsible and doing something different. What we find is that the values millennials, and even Gen Z, will go after are the ones that are actually trying to accomplish something versus something that just wants to make money. So, if we can have that kind of balance between those things, make it available to them. Plus, doing drives like this — can drives, clothing drives, things like that — it also boosts the funeral home as well.

CREATE AN ENVIRONMENT THAT IS POSITIVE AND CONSTRUCTIVE
Millennials are accustomed to using technology in their everyday lives, and they expect the same at work. As digital natives, they are comfortable learning and utilizing new technology. If different procedures can be digitized, these employees want the workplace to invest in the new technology and innovations. Mobile integration and modalities are expected, not only by employees, but also by the millennial family members you serve.

They've grown up surrounded by digital devices, but ‘digital natives’ does not mean that they are technologically savvy. If you want them to help you on Facebook and Instagram, that's your group. But if you expect that they are going to somehow run your website, that they're going to fix your printer, got another think coming. The millennials and the Gen Z at Worsham College, if the printer does not work, they will just look at it and go, “it's not working. It's not working.” I am probably more technologically savvy, because I remember dial-up and when I had to read descriptions and put things together.

ENCOURAGE THEM TO GIVE THEIR OPINIONS AND IDEAS
Millennials grew up with parents and teachers who facilitated open communication techniques. They are used to having their opinions heard and having a seat at the table. While millennials do favor encouraging feedback, they also want consistent communication. They want to be informed about the job and the employer’s expectations and have regular meetings to check in on their progress.

They want both instruction and independence, so teach them through conversations, not commands, allowing for feedback and repeating. Give them measurable goals and help them hold themselves accountable for achieving them. Do not threaten punishment if they make mistakes but give them the confidence to take responsibility for their actions, and the support they need to fix their mistakes.

What are the needs of our millennial generation? They need coaching and mentorship. They want to develop their skills and know how they're progressing. I'll say it like this, everyone that comes into mortuary science school — the ones that graduate and move on — they want to be you. They want to be funeral directors. That's why they go to school. So they are excited, they can't wait to start. The idea of you coaching and mentoring them matters a lot to them, because it's such a part of who they are. And it's what they want to see and be a part of.

ACKNOWLEDGE THEIR IMPACT
If a millennial is doing a good job, they want to know. Acknowledge hard work through recognition programs and performance-based incentives. However, this recognition should not be competitive. It is more about them staying motivated rather than outperforming their co-workers.
​
Many of our students work at local funeral homes, and we had a student who worked a visitation. When he came to school the next day, he says, “I had a great day at work yesterday. A funeral director gave me this.” And he holds up above his head, as if he just had won the lottery, a $10 Subway gift card. All our students were so excited, so happy, because here's the two things that happened in that moment: he was recognized and he was appreciated. It doesn't have to be huge. It doesn't need to be these massive rewards. It just needs to be something and you're saying, “Yes, I see what you're doing.”

​MORE THAN A LABEL

It’s easy to stereotype generations because it makes some intuitive sense that people born in similar eras would have similar skills, experiences and attitudes. But good management and a positive work environment matter more than how many generations are co-existing under one roof.

So, for example, if you have an expectation of how you want to receive communication, you need to tell them, If they don't follow your policy, they're a bad employee, get rid of them. But most of the time, the generations are actually be able to change and communicate with you the way that you want.

Many times the actions and behaviors of the millennial can seem like they are disengaged or disinterested in their job but that is not entirely accurate.  For example, many funeral directors say that once a millennial completes their task list they grab their phone and do not look around to find additional tasks.  My response and suggestion is that most of your younger employees have been taught that once you complete a task list you are done. So if you want them to find additional tasks ask your millennial what is missing from the task list.  Make them part of the discussion.

When funeral professionals learn the right approaches to working with the different generations it alleviates a great deal of stress and frustration in the workplace. Acknowledging the different styles of employees allows for them all, regardless of their generation, to contribute and be a meaningful part of the workplace.

Understanding generations particularly around communication, trust and decision-making can go a very long way in helping funeral professionals understand how to better connect with different generations of employees and families they serve. At a time when the profession continues to be more consumer-centric, the potential benefit of better communication is significant. Regardless of the generation most all people want the same thing: to work in a place that treats them fairly and values their work.

---

Portions of this post excerpted from Leili's presentation at CANA's 103rd Cremation Innovation Convention on "Hiring and Retention of Today’s Employee" where she discussed how to effectively communicate and integrate the next generation of funeral directors into the workplace. Happy American Business Women's Day to Leili and all of the women leaders in funeral service with thanks for all you do!

Your employees are your number one asset, and unfortunately, not all business owners and managers recognize this. The funeral profession sees too many graduates leaving the profession citing long hours, low pay and poor company culture. Three Tools for Improving Your Business examines how culture and competencies go hand in hand when it comes to hiring, developing and retaining your people. Plus, you’ll learn strategies for evaluating and developing your staff. The best part? This online and on-demand course is free for CANA Members and just $15 for non-members for 1 hour of CE from the Academy of Professional Funeral Service Practice.
​
Not a member? Consider joining your business to access this course plus many more resources to help you find solutions for all aspects of your business – only $495.
Check out other online courses from CANA that help develop your professional skills and provide practical takeaways in a bite-size format: goCANA.org/eduonline.

---

Leili McMurrough is a licensed funeral director and embalmer and also a licensed attorney. Leili received her B.A. from Lehigh University, her J.D. from Syracuse University College of Law and her Associate degree from Simmons Institute of Funeral Service. Leili is the Program Director at Worsham College of Mortuary Science and works at McMurrough Funeral Chapel in Libertyville, Illinois. She is also a member of the American Board of Funeral Service Education Committee on Accreditation.