ts in mind at all times. This is also how to keep your best performers committed to staying on your payroll. As long as the new employee knows you are preparing them best for their career growth and success, they will stay attentive, work hard to provide top performance. Training needs to be a combination of effective professionally prepared learning from experts they can respect filled with plenty of Q and A, not monologue delivery of boring information. Once the training has begun, it should be continuous along with coaching along the way to develop people and ensure there is no sink or swim mentality. A mentor should also be assigned as a career counselor, friendly ear, and giver of sage advice. This is the continuation of the training process that is personal and critical to long-term success of these employees. This is a generation that will stay with employers because of personal commitments within the organization, not because the organization itself.

If all of this sounds like a budget breaker, or more trouble than it's worth consider this. How much productivity are you losing through that revolving door of employees leaving? How many customer mistakes are occurring because of an untrained, poorly developed workforce that is costing your organization thousands if not millions of dollars in revenue? How much are you losing from poor mor

Imagine if you never had to worry about winning, because you were taught your entire life that everyone is a winner. Your favorite after school activity was a video game and if you were about to lose you can always hit reset. Or, if you really had the desire to put forth some serious effort; you can log on the internet and find the "cheats" for beating the game!

Imagine if you never had to worry about getting good grades because your grades were considered the responsibility of the schools, teachers and parents and besides, the government has created a program of "No Child Left Behind" so you were guaranteed to make it through school no matter how hard everyone had to work to get you to your diploma. Sure you will sweat some standardized tests along the way, but teachers will teach your classes directly toward giving you the information to pass the tests. So its actually more a test of how well teachers understand the information on the tests than an evaluation of your comprehension ability.

And even though you are growing up in a single parent household, you are constantly being told you are living a good life, you are a great person and most importantly you deserve the best of everything whether you strive hard to get it or not.

Imagine if you then graduated from high school and had no concern about providing for meals and lodging because you can always live at home with one of your parents to take care of the bills. You can be picky on the jobs you would accept because although there are plenty of jobs available none of them really fit your expectations. Besides, you don’t have any bills other than the credit cards you are reaching your credit limit on. But who cares! The cards are only asking you to pay a monthly minimum and like your friends have done, if the burden of that gets too heavy, just stop paying the cards until they no longer work, and then walk away. You can worry about your credit score later.

About to have a baby? Don’t worry about not having medical insurance, the hospital has to help you anyhow as long as you do everything you can to pay what you can (you might have to talk to dad about a little help with this one.)

Finally, you find a job that peaks your interest and you are in your job interview. After the person representing the company finished describing the job you ask the questions that are most important to you about this job:

How much vacation do I get? What benefits do I get? How soon will my first promotion be coming? When do I get to renegotiate the terms of employment? (Because, I don’t mind this starting pay as long as we can revisit this in 60 days because I will have experience by then.)

Any of this sounds familiar? The baby boomers reading this will just shake their heads in amazement wondering how anyone can think like this. The Generation X people reading this will say, yup I see this attitude entering my workforce daily. The Millenials who read this will think, "What's wrong with that approach?"

Is there a disconnect in the workplace? You betcha!

The biggest disconnect employers are now facing is how unprepared this new generation is for the working world (unless you are a technology business) and how little companies are budgeting for employee development. Simply, the older generation is expecting the new hires to work hard at self development to get up to speed of making a difference in the workplace and the younger generation is looking for the employer to prepare them for the work they want accomplished in the same way schools prepared them to graduate: Exciting and entertaining delivery of information directly related to what will get them to the next grade (or promotion.)

This leaves companies with a couple of training options. Which one does your organization choose?

1. Keep training as it has always been.

Training has typically been some classroom instruction followed by some hands on learning and then its time to learn on the go. The revolving doors of employees coming and going that executives whine about are a good indication of how well the status quo of training is working out. This is not a sink or swim generation of potential employees. They have too many options (one being living at their parents' home unemployed) to tolerate what they believe is not in their best interest. This type of training direction will also drive the most employable best talent to other companies who have a better initial approach.

2. Train with the job in mind.

Some organizations are retooling their training to best prepare the employee for the job they have been hired for. With ISO 9000 type documentation and focus, job descriptions are translated line item by lime item into a training task that teaches the most effective and efficient ways to perform the tasks for maximum profit for the organization. With engineering specificity expectations are set for the only right way to carry out the functions of the job. A generation-wide attention deficit disorder will cause newly hired employees to lost interest and tune out instructors and learn the basics only to then add their own interpretation on what works best for them. This will create friction in the workplace and that revolving door to continue to swing.

3. Teach, coach and mentor throughout the process.

One of the most important expectations of this generation's new employees is keeping their interests in mind at all times. This is also how to keep your best performers committed to staying on your payroll. As long as the new employee knows you are preparing them best for their career growth and success, they will stay attentive, work hard to provide top performance. Training needs to be a combination of effective professionally prepared learning from experts they can respect filled with plenty of Q and A, not monologue delivery of boring information. Once the training has begun, it should be continuous along with coaching along the way to develop people and ensure there is no sink or swim mentality. A mentor should also be assigned as a career counselor, friendly ear, and giver of sage advice. This is the continuation of the training process that is personal and critical to long-term success of these employees. This is a generation that will stay with employers because of personal commitments within the organization, not because the organization itself.

If all of this sounds like a budget breaker, or more trouble than it's worth consider this. How much productivity are you losing through that revolving door of employees leaving? How many customer mistakes are occurring because of an untrained, poorly developed workforce that is costing your organization thousands if not millions of dollars in revenue? How much are you losing from poor mora

g because you can always live at home with one of your parents to take care of the bills. You can be picky on the jobs you would accept because although there are plenty of jobs available none of them really fit your expectations. Besides, you don’t have any bills other than the credit cards you are reaching your credit limit on. But who cares! The cards are only asking you to pay a monthly minimum and like your friends have done, if the burden of that gets too heavy, just stop paying the cards until they no longer work, and then walk away. You can worry about your credit score later.

About to have a baby? Don’t worry about not having medical insurance, the hospital has to help you anyhow as long as you do everything you can to pay what you can (you might have to talk to dad about a little help with this one.)

Finally, you find a job that peaks your interest and you are in your job interview. After the person representing the company finished describing the job you ask the questions that are most important to you about this job:

How much vacation do I get? What benefits do I get? How soon will my first promotion be coming? When do I get to renegotiate the terms of employment? (Because, I don’t mind this starting pay as long as we can revisit this in 60 days because I will have experience by then.)

Any of this sounds familiar? The baby boomers reading this will just shake their heads in amazement wondering how anyone can think like this. The Generation X people reading this will say, yup I see this attitude entering my workforce daily. The Millenials who read this will think, "What's wrong with that approach?"

Is there a disconnect in the workplace? You betcha!

The biggest disconnect employers are now facing is how unprepared this new generation is for the working world (unless you are a technology business) and how little companies are budgeting for employee development. Simply, the older generation is expecting the new hires to work hard at self development to get up to speed of making a difference in the workplace and the younger generation is looking for the employer to prepare them for the work they want accomplished in the same way schools prepared them to graduate: Exciting and entertaining delivery of information directly related to what will get them to the next grade (or promotion.)

This leaves companies with a couple of training options. Which one does your organization choose?

1. Keep training as it has always been.

Training has typically been some classroom instruction followed by some hands on learning and then its time to learn on the go. The revolving doors of employees coming and going that executives whine about are a good indication of how well the status quo of training is working out. This is not a sink or swim generation of potential employees. They have too many options (one being living at their parents' home unemployed) to tolerate what they believe is not in their best interest. This type of training direction will also drive the most employable best talent to other companies who have a better initial approach.

2. Train with the job in mind.

Some organizations are retooling their training to best prepare the employee for the job they have been hired for. With ISO 9000 type documentation and focus, job descriptions are translated line item by lime item into a training task that teaches the most effective and efficient ways to perform the tasks for maximum profit for the organization. With engineering specificity expectations are set for the only right way to carry out the functions of the job. A generation-wide attention deficit disorder will cause newly hired employees to lost interest and tune out instructors and learn the basics only to then add their own interpretation on what works best for them. This will create friction in the workplace and that revolving door to continue to swing.

3. Teach, coach and mentor throughout the process.

One of the most important expectations of this generation's new employees is keeping their interests in mind at all times. This is also how to keep your best performers committed to staying on your payroll. As long as the new employee knows you are preparing them best for their career growth and success, they will stay attentive, work hard to provide top performance. Training needs to be a combination of effective professionally prepared learning from experts they can respect filled with plenty of Q and A, not monologue delivery of boring information. Once the training has begun, it should be continuous along with coaching along the way to develop people and ensure there is no sink or swim mentality. A mentor should also be assigned as a career counselor, friendly ear, and giver of sage advice. This is the continuation of the training process that is personal and critical to long-term success of these employees. This is a generation that will stay with employers because of personal commitments within the organization, not because the organization itself.

If all of this sounds like a budget breaker, or more trouble than it's worth consider this. How much productivity are you losing through that revolving door of employees leaving? How many customer mistakes are occurring because of an untrained, poorly developed workforce that is costing your organization thousands if not millions of dollars in revenue? How much are you losing from poor mor

ar? The baby boomers reading this will just shake their heads in amazement wondering how anyone can think like this. The Generation X people reading this will say, yup I see this attitude entering my workforce daily. The Millenials who read this will think, "What's wrong with that approach?"

Is there a disconnect in the workplace? You betcha!

The biggest disconnect employers are now facing is how unprepared this new generation is for the working world (unless you are a technology business) and how little companies are budgeting for employee development. Simply, the older generation is expecting the new hires to work hard at self development to get up to speed of making a difference in the workplace and the younger generation is looking for the employer to prepare them for the work they want accomplished in the same way schools prepared them to graduate: Exciting and entertaining delivery of information directly related to what will get them to the next grade (or promotion.)

This leaves companies with a couple of training options. Which one does your organization choose?

1. Keep training as it has always been.

Training has typically been some classroom instruction followed by some hands on learning and then its time to learn on the go. The revolving doors of employees coming and going that executives whine about are a good indication of how well the status quo of training is working out. This is not a sink or swim generation of potential employees. They have too many options (one being living at their parents' home unemployed) to tolerate what they believe is not in their best interest. This type of training direction will also drive the most employable best talent to other companies who have a better initial approach.

2. Train with the job in mind.

Some organizations are retooling their training to best prepare the employee for the job they have been hired for. With ISO 9000 type documentation and focus, job descriptions are translated line item by lime item into a training task that teaches the most effective and efficient ways to perform the tasks for maximum profit for the organization. With engineering specificity expectations are set for the only right way to carry out the functions of the job. A generation-wide attention deficit disorder will cause newly hired employees to lost interest and tune out instructors and learn the basics only to then add their own interpretation on what works best for them. This will create friction in the workplace and that revolving door to continue to swing.

3. Teach, coach and mentor throughout the process.

One of the most important expectations of this generation's new employees is keeping their interests in mind at all times. This is also how to keep your best performers committed to staying on your payroll. As long as the new employee knows you are preparing them best for their career growth and success, they will stay attentive, work hard to provide top performance. Training needs to be a combination of effective professionally prepared learning from experts they can respect filled with plenty of Q and A, not monologue delivery of boring information. Once the training has begun, it should be continuous along with coaching along the way to develop people and ensure there is no sink or swim mentality. A mentor should also be assigned as a career counselor, friendly ear, and giver of sage advice. This is the continuation of the training process that is personal and critical to long-term success of these employees. This is a generation that will stay with employers because of personal commitments within the organization, not because the organization itself.

If all of this sounds like a budget breaker, or more trouble than it's worth consider this. How much productivity are you losing through that revolving door of employees leaving? How many customer mistakes are occurring because of an untrained, poorly developed workforce that is costing your organization thousands if not millions of dollars in revenue? How much are you losing from poor mor

d indication of how well the status quo of training is working out. This is not a sink or swim generation of potential employees. They have too many options (one being living at their parents' home unemployed) to tolerate what they believe is not in their best interest. This type of training direction will also drive the most employable best talent to other companies who have a better initial approach.

2. Train with the job in mind.

Some organizations are retooling their training to best prepare the employee for the job they have been hired for. With ISO 9000 type documentation and focus, job descriptions are translated line item by lime item into a training task that teaches the most effective and efficient ways to perform the tasks for maximum profit for the organization. With engineering specificity expectations are set for the only right way to carry out the functions of the job. A generation-wide attention deficit disorder will cause newly hired employees to lost interest and tune out instructors and learn the basics only to then add their own interpretation on what works best for them. This will create friction in the workplace and that revolving door to continue to swing.

3. Teach, coach and mentor throughout the process.

One of the most important expectations of this generation's new employees is keeping their interests in mind at all times. This is also how to keep your best performers committed to staying on your payroll. As long as the new employee knows you are preparing them best for their career growth and success, they will stay attentive, work hard to provide top performance. Training needs to be a combination of effective professionally prepared learning from experts they can respect filled with plenty of Q and A, not monologue delivery of boring information. Once the training has begun, it should be continuous along with coaching along the way to develop people and ensure there is no sink or swim mentality. A mentor should also be assigned as a career counselor, friendly ear, and giver of sage advice. This is the continuation of the training process that is personal and critical to long-term success of these employees. This is a generation that will stay with employers because of personal commitments within the organization, not because the organization itself.

If all of this sounds like a budget breaker, or more trouble than it's worth consider this. How much productivity are you losing through that revolving door of employees leaving? How many customer mistakes are occurring because of an untrained, poorly developed workforce that is costing your organization thousands if not millions of dollars in revenue? How much are you losing from poor mor

ts in mind at all times. This is also how to keep your best performers committed to staying on your payroll. As long as the new employee knows you are preparing them best for their career growth and success, they will stay attentive, work hard to provide top performance. Training needs to be a combination of effective professionally prepared learning from experts they can respect filled with plenty of Q and A, not monologue delivery of boring information. Once the training has begun, it should be continuous along with coaching along the way to develop people and ensure there is no sink or swim mentality. A mentor should also be assigned as a career counselor, friendly ear, and giver of sage advice. This is the continuation of the training process that is personal and critical to long-term success of these employees. This is a generation that will stay with employers because of personal commitments within the organization, not because the organization itself.

If all of this sounds like a budget breaker, or more trouble than it's worth consider this. How much productivity are you losing through that revolving door of employees leaving? How many customer mistakes are occurring because of an untrained, poorly developed workforce that is costing your organization thousands if not millions of dollars in revenue? How much are you losing from poor morale, minimal effort and a negative buzz about why everyone is constantly leaving?

If you answer these questions honestly, you will see a new training/employee development approach isn’t a budget breaker; rather it is a money maker. The future is uncharted territory; don't let the way it's always been be your guide.