X-Tra Challenging Work Force

They have been characterized as apathetic, selfish, cynical and quick to question authority. More accurately, they are aggressive, hardworking and fiercely independent individuals. They are Generation X — people born between 1961 and 1981 — and they are making up an ever-increasing percentage of the pest control work force.

Pest control operators who understand Gen-X’ers and are able to effectively manage this group have a greater chance of success in the 21st century, according to Tom Aho, owner of Aho Enterprises, Longwood, Fla. Aho said if PCOs don’t learn how to deal with Gen-X’ers, "they will compete with us and if they compete with us they will win because they are hard chargers and they have no fear."

Why must PCOs welcome Gen-X’ers aboard and accept their good qualities as well as their "unique" traits? Consider the Pony Express — a rapid postal and express system that operated across the western United States in 1860-61 by relays of horses and riders — Aho said. The Pony Express was comprised of men in their late teens and early 20s who had the strength and stamina to gallop across the range on horses with cumbersome saddlebags flapping at their sides. Much like the Pony Express, pest control is work that is often physically demanding and best performed by men and women in their 20s and 30s.

"I know I can’t do today what I could do when I was 18, nor can any of us," Aho said. "So as a result, we need young workers. If we don’t have young workers, then once our work force gets older, what are we going to do? We have to know how to manage these people."

But it’s not just the physical demands of pest control that makes Generation X such an important work force. Gen-X’ers have grown up in the electronic era and their technological expertise can be beneficial. Many companies that have not kept up with technology have gone the way of the dinosaur. Again, consider the Pony Express, Aho said. "The Pony Express went out of business because of railroads and the telegraph; they became the first business in America to be put out of business by technology."

GEN X: A QUICK HISTORY. If Gen-X’ers can offer so much to employers in terms of working independently and applying technological expertise, why then do so many employers fear this group? The answer goes back to the old adage, "we fear what we don’t understand."

In order to figure out just what makes Gen-X’ers tick, it is important to understand the environment in which most of this generation was raised.

Members of Generation X were brought up in the late 1960s and 1970s. It was a time when America was enduring economic hardships due to the financing of the Vietnam War and the emergence of a more global economy. Large corporations were downsizing and many middle management jobs were being eliminated. At the same time, more and more consumer goods were becoming available. To keep a steady family income flowing while the "man of the house" found work and earned an income to attain these new consumer goods, women began entering the work force in record numbers.

With so many women holding down full- or part-time jobs, the family structure that had been in place for previous generations became drastically altered for Generation X. Mom was no longer available to give the children undivided attention. Instead, Gen-X’ers spent many hours in day care and, when they were older, as "latchkey kids" — children who were left home alone after school. Instead of spending time with a parent after school, Gen-X’ers spent many hours with friends or simply by themselves.

While this change was occurring, new technology was becoming available to the public. Cable television, VCRs, video games and computers were among the products introduced during this era. It was only natural that Gen-X’ers, who would come home to empty houses, would fill the void of not having a parent around with this new technology.

"What did these changes do to those kids? It made them very independent and very creative," Aho said. "They had to be independent. It was up to them to keep themselves challenged and motivated or they would get bored."

THEIR WAY OR THE HIGHWAY. Individuals from Generation X adapted to their environments and the effects of their upbringing are evident today. They want challenges in their lives and in their jobs.

Gen-X’ers want jobs that pay well, but pay is not a total motivator, Aho said. "What they don’t want is structure. If you try to put your thumb down, they will bolt because they’ve been doing things their own way their whole lives."

And Gen-X’ers are certainly not afraid to jump from company to company and from one profession to another. Aho estimates that most Gen-X’ers will change careers — careers, not jobs — five or more times in their lifetime. Again, this lack of commitment goes back to their upbringing, Aho said.

"Loyalty is out the window with Gen-X’ers and it is understandable," Aho explained. "Look what happened to dad, they say. He was downsized. They cut him out. He lost his job, all his benefits, his pension and his health care. Why should I show this company loyalty when they’ll cut my legs off for the sake of profit?"

So what does a PCO do to keep Generation X workers challenged, happy and content in their jobs?

Keeping the work environment as unstructured as possible is a good place to start, Aho said. For example, Gen-X’ers want flexible schedules. As long as they perform quality pest control, let them work from noon to 8 p.m. instead of from 8 a.m. to 4 p.m. if that is when they want to work, Aho said.

Gen-X’ers also want to wear casual clothes to work, so make the dress code as informal as possible, Aho said. "They want that freedom," he said. "They say ‘what does (formal clothes) mean to me. It means nothing. It’s just garb. If I can’t wear casual clothes I am not happy.’"

PCOs can also look for opportunities that will give Gen-X’ers creative outlets. For example, let them use their computer knowledge and people skills around the office, Aho said.

"Where is it written that women must answer the phones?" he said. "Why is it a man has to be a technician? I have two female technicians that do very good jobs. I have a guy on worker’s compensation and he has been answering phones. If you have written job descriptions for specific jobs, don’t be afraid to change them. (Gen-X’ers) aren’t afraid to change."

What PCOs can’t offer in pay, they may be able to make up for in benefits, such as health care and retirement plans, Aho said. For instance, a 401K financial plan is a good hook for Generation X’ers because it is something that is self-directive — workers can add as much or as little as they want to it — and this generation does not like to be told what to do. Although a 401K program may sound like an expensive undertaking, consider the alternative, Aho said.

"Orkin estimates it costs $10,000 to lose an employee and hire a new one," he said. "Losing one employee every year costs $10,000 per year and in 10 years that is $100,000. Wouldn’t you rather give that money to your employees? I think I would."

YOU MUST CHANGE. Managing Generation X certainly carries with it a number of challenges. But Generation X is not really that different from preceding generations, Aho said. It is filled with good employees and not-so good employees.

The biggest difference is that PCOs need Gen-X’ers to work for them more than Gen-X’ers need PCOs for employment.

PCOs must do everything they can to provide Gen-X’ers with a job that will give them not only good wages and benefits, but some sort of gratification. This does not mean that PCOs must give them a "country club environment" in which to work, but it does mean that they "need to create stimulation for these workers or they will leave for greener pastures," Aho said.

Adjusting management styles to effectively deal with Generation X will be one of the biggest challenges PCOs face in the future, but it is a challenge they must rise up and face. "We are the ones who are going to have to change," Aho said, "because they are not going to change."

The author is associate editor of PCT magazine. He can be reached via e-mail at bharbison@pctonline.com.

Generations are often given their name based on developments during each era. For example, Tom Brokaw labeled the World War II generation the "Greatest Generation," because they helped the country make it through the Great Depression and win World War II. The "Baby Boom" generation was so named because of the many babies born in the late 1940s and early ’50s following World War II.

What about "Generation X?" When the media reports on Generation X, its focus is often on how there have been no events or issues that have shaped this group. Therefore, the generation cannot be clearly defined. This might lead some to believe that is the reason "X" was chosen for this generation. But actually, Generation X was so named because it is the 10th generation in our country’s history and "X" is the Roman numeral equivalent of 10.

In order for PCOs to effectively manage Gen X’ers they must understand this group. PCOs might be surprised to know the following about Generation X:

• 54% have completed or enrolled in more than one year of college.

• 8% contribute to a retirement plan — more than Baby Boomers at this age.

• 40% invest in mutual funds.

• 17% have contributed to a political campaign.

• 63% are dissatisfied with the way things are going in the United States.

• 56% volunteer.

• 71% donate to charity.

• 46% still live at home with parents.