Pantyhose Paradigm
by Lynn Schleeter


Pantyhose have long been a standard requirement for the professional image of experienced women in business. Yet for the Millennial generation, it’s simply unfashionable. Different generations also have conflicting attitudes on the job. It’s imperative for forward-thinking companies to design a more effective “onboarding” experience that addresses the differences between young and experienced women’s attitudes about work.

Onboarding is the process or system that organizations use to introduce, train, integrate and coach new hires to the culture and methods of the company during their first year. Research among recent graduates of the Center for Sales Innovation indicates a strong, positive correlation between the onboarding experience and job satisfaction. And that’s key to employee retention.

Remember the Touch Points

Like pantyhose, attitude adjustments come in many sizes and shades. Research indicates there are many touch points in every Millennial’s process (see figure) of becoming an employee that can make or break her desire to stay. These include:

• Follow-up text messages between interviews and offer letters.

• Support the employee’s decision to join the company before her first day with a frequent communications.

• Fully equip the employee’s new office by the first day.

• Provide a link to the training outline and timeframe.

• List training attendees so everyone feels connected.

Important areas where companies can bridge the gap between experienced workers and the next generation include:

Earning your way versus making a difference.

Women who have worked for years to reach the management ranks are proud of their achievements in breaking through the glass ceiling. But Millennials grew up in a world where they perceive that women and men always have had equal employment opportunities. Rather, they are more driven to make a significant difference for the company and be recognized for it. In the process, they expect rapid job promotions while developing new skills.

Companies should provide a clear pathway, development plan and timeline for job advancement. To make them feel valued, set attainable goals and standards for accountability. Be clear and specific about behaviors to reach desired outcomes.

Supervising versus communicating.

Organizational charts create lines of management, which means that young workers report to a supervisor. Yet, Millennials do not want to be supervised, per se; rather, they are confident in their ability to solve problems and figure out what needs to be done on their own.

To engage and guide them, managers need to step out of their supervisor’s role and have a straight conversation on what it takes to do the job. Frequent check-ins are helpful to ensure the employee is on task and the supervisor isn’t anxious about meeting goals. For example, one business owner became frustrated when her salesperson emailed a customer when she specifically explained that a personal phone call was needed. This was after many promises to make the call, which never happened. Follow up was important to customer satisfaction.

When a Millennial is representing the company and its brand in a sales position, it’s also important to have a real pantyhose conversation. Discuss and determine standards for working hours, attire and boundaries for personal conversations with clients so that the new employee can put her best foot forward.

Find more information at www.humannatureatwork.com and in the book: When Generations Collide: Who Are They, Why They Clash, How to Solve the Generational Puzzle at Work, Lynne Lancaster & David Stillman.

As seen in this issue of Connections Magazine

Lynn Schleeter
Center for Sales Innovation at the College of St. Catherine