TipsMANAGERSBridge <strong>the</strong> GapBY STEVE PENNERILLUSTRATION BY HEFF O'REILLYGrowing up in a particular decade can mark your attitudes,style of communication and values as clearly as can your country oforigin. In <strong>the</strong> workplace, sometimes it’s <strong>the</strong> way different generationsinteract that defines <strong>the</strong> corporate culture. In <strong>the</strong>ir influential bookGenerations: The History of America’s Future, researchers William Straussand Neil Howe sketched out a demographic <strong>the</strong>ory seminal in helpingemployers navigate <strong>the</strong> young/old divide.Of course, generalizations about <strong>the</strong> generations are just that. Agedefines a demographic, not a person.Part of <strong>the</strong> managerial tool box should include ways to cope with <strong>the</strong>tensions between <strong>the</strong> demographic groups on-site. There are strengthsand weaknesses to <strong>the</strong> way each group approaches work and managersshould try to anticipate <strong>the</strong> points of friction between <strong>the</strong>m. But here’sa cheat sheet that might tell you something about why Old Dave inwarehousing gives out dirty looks when <strong>the</strong> twenty-somethings cut outearly on a Friday.Who <strong>the</strong>y are:The Traditionalists are born between 1925 and 1942. They respectauthority and adhere to regulations. To <strong>the</strong>m, work is an obligation andexperience earns respect.The Boomers, born between 1946 and 1964, are associated with aredefinition of traditional values. In North America, Boomers grew upin a time of affluence. As a group, <strong>the</strong>y were <strong>the</strong> healthiest and wealthiestgeneration to that time.Generation X is that group born between 1965 and 1980. Gen-Xerstypically are self-reliant. They challenge o<strong>the</strong>rs and often question “Why?”They are entrepreneurial, value freedom and want constant feedback.Generation Y, born after 1980, is <strong>the</strong> fastest growing segment enteringGenerational differences can make forworkplace tension. Span <strong>the</strong> old-andyoungdivide by learning a little about it<strong>the</strong> work force. This cohort is tech savvy and achievement-oriented, thoughless willing to sacrifice <strong>the</strong>ir personal time to acquire that achievement.They’re confident, ambitious and are not afraid to question authority.How <strong>the</strong>y work:Get a new job: Traditionalists and Boomers see job changing as astigma – you only change jobs if you can’t succeed in your present job.Leaving often is a sign of failure. Gen-Xers view job change as a necessityfor advancement. Labelled “job-hoppers,” <strong>the</strong>y consider change a strategicimperative. They acquire an array of skills so current and potential employerssee <strong>the</strong>m as desirable candidates. Gen Y, on <strong>the</strong> o<strong>the</strong>r hand, wantsmeaningful, challenging work. Their loyalty can be earned with praise andconstant challenge.Get some feedback: Traditionalists assume that no news is good news.Short on praise and words, <strong>the</strong>y value authority and discipline. When <strong>the</strong>yhave something to say, pay attention. Boomers raised <strong>the</strong>ir children witha focus on self-esteem so <strong>the</strong>y’re more lavish with <strong>the</strong>ir praise. Gen-Xerswant feedback immediately or within a few days after completing a project.Technology plays a role, since Gen-Xers grew up online. Raised by thoseBoomers who believed in nurturing through positive feedback, a Gen Yemployee may not respond well to direct criticism.Get trained: Traditionalists attended <strong>the</strong> school of hard knocks. They don’ttolerate whiners and often believe younger employees are spoiled. Boomersfeel "younger people" do not have a strong a work ethic. Gen-Xers mightwant to keep learning new skills to increase <strong>the</strong>ir value in <strong>the</strong> workplace.They might leave an organization if <strong>the</strong>y feel <strong>the</strong>y aren’t getting enoughtraining. Gen-Yers feel empowered if <strong>the</strong>y’re engaged with <strong>the</strong> trainingprocess; encourage <strong>the</strong>m to use <strong>the</strong>ir know-how to coach older employeesin <strong>the</strong> use of tech tools and you’ll experience a win-win.12 tracks & treads Spring 2011www.finning.ca
OPERATORSNotes From<strong>the</strong> Driver’sSeatFive ways to wear out yourdozer before its timeBY GEOFF MORGAN ILLUSTRATION BY RAYMOND REIDDozers are a signature Cat product.They are engineered for tough work and are a greatchoice for applications including surface mining,cleanup, stock piles, road maintenance, reclamation andmore. A bulldozer is not a disposable tool.Dozers are for long-term use, but <strong>the</strong> way some tors treat <strong>the</strong>ir machines, it’s amazing <strong>the</strong>y last as long as<strong>the</strong>y do. <strong>Finning</strong>'s heavy construction/mining applicationopera-specialist, Brad Nunn, knows how to get <strong>the</strong> most outof his machines. There are a few simple rules that dozeroperators should follow, Nunn says, to keep <strong>the</strong> machineworking over <strong>the</strong> long term.DOWN THERE: “First and foremost,” Nunnsays, “The undercarriage is <strong>the</strong> most expensiveconsumable item on a dozer.” Keeping adozer’s undercarriage in good shape meansthat an operator should not put <strong>the</strong> machine in reverseat high speeds.BACK & FORTH: Nunn recommends thatoperators ensure <strong>the</strong>ir reverse distancedoesn’t exceed <strong>the</strong>ir forward distance,where possible. So, if you’re at a jobsite,and you’re approaching a load, say, five metres out, don’treverse seven metres.GEAR GUIDE: “Pick <strong>the</strong> right gear for<strong>the</strong> application,” Nunn says. An operatorusing high gear for a low-gear applicationwill quickly wear out a machine. There’s atemptation for operators to load a blade in second gearbecause <strong>the</strong> machine is driving faster. The problem isthat in second gear, <strong>the</strong> machine is using less horsepower.“This will give you longer life and less heat in yourtorque converter and drive-train components.” Use first gear to load your blade andcarry each load in second gear.BLADE RUINER: “Back blading is your worst enemy,” Nunn says. He’sreferring to <strong>the</strong> practice of dropping a dozer’s blade right onto <strong>the</strong> groundand putting <strong>the</strong> tractor in reverse. When an operator back blades, he ispulling a load ra<strong>the</strong>r than pushing it. “When you’re in reverse, if you havea load on <strong>the</strong> blade, you’re now putting unnecessary stress on your undercarriage,”he says. Dozers are built to push a load, not pull it. “If <strong>the</strong> dozer was meant to pushbackward, <strong>the</strong>y’d have put a blade on <strong>the</strong> back.”MR CLEAN: Running a clean machine is not about keeping a dozer lookingpristine. Maintaining <strong>the</strong> machine in this manner will actually allow it tocool itself properly. “You need to keep everything clean; meaning that youhave proper airflow through <strong>the</strong> radiators <strong>the</strong>mselves,” Nunn says. Airborneparticulates restrict airflow to a dozer’s radiator, making it run hotter. “So if you run yourmachine, let’s say, 20 degrees hotter than it should be, <strong>the</strong>n you’ve reduced its longevity.”www.finning.ca tracks & treads Spring 2011 13