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From Our Blog

Generation Re-evaluation: Engaging Millennials


Part pariah, part godsend, Millennials occupy a unique space in the social and working world. Raised on a diet of technology and participation trophies, Millennials are challenging the corporate world to find ways to balance their unique skills and quirks, and engage them. In reality, however, Millennials are nothing new, and what engages them may surprise you.

The Millennial Revolution

Millennials, also known as Generation Y, are defined as being born between 1980 and 2000, but perhaps you know them more for their stereotypes: narcissists, the selfie generation, social media addicts, overly sensitive. Supposedly, they’re unorthodox, they want special treatment, and they have no work ethic. But they’re here—and their numbers in the workplace are growing. Millennials are currently the largest generation, and by 2030 they’ll make up 75% of the workforce (Bureau of Labor Statistics). They are flooding into the workplace in record numbers, and their less-than-desirable characteristics and general approach to life are puzzling their Gen X and boomer counterparts. While Millennial stereotypes make for tantalizing click-bait, they’re far too generalizing and not new. You’ve lived all of this before.

The 25-Year-Olds of Today, Yesterday, and Tomorrow

Millennials were raised under unique circumstances, but they aren’t that different from their predecessors. Typically, the human brain does not reach full maturity until a person reaches their mid-20s. During this time, the prefrontal cortex, the area associated with higher critical thinking, reaches maturity. The MIT Young Adult Development Project cites the Car Rental Rule: “The brain isn’t fully mature at 16, when we are allowed to drive, or at 18, when we are allowed to vote, or at 21, when we are allowed to drink, but closer to 25, when we are allowed to rent a car.” It’s not until the brain reaches 25 that it reaches its full calibration of risk and reward, problem-solving, prioritizing, thinking ahead, self-evaluation, long-term planning, and regulation of emotion. This has remained an objective truth for 25-year-olds throughout history. The Yuppies, the DINKs, the Dot Com Entrepreneurs, and Millennials are all the same person existing at a different point in time. The Harvard Business Review (HBR) quoted Elspeth Reeve, “It’s not that people born after 1980 are narcissists, it’s that young people are narcissists, and they get over themselves as they get older.” This does not make 20-somethings unemployable, it is simply a matter of understanding the growth process that everyone must go through. This is a good thing. It means that the needs of each generation match, and you can meet the needs of today’s, yesterday’s and tomorrow’s Millennials with relative ease. The needs of young people have not necessarily changed, but instead we have learned more about employees in general, their engagement, and the programs that best suit them at any age.

Generation Re-evaluation

Just listen to The Who’s “My Generation” or The Beastie Boys’ “Fight for your Right (to Party)”—the tune of the young, confident hopefuls feeling misunderstood by their jaded elders is a consistent theme throughout time. The laziness, the need for participation trophies, and the requirement of special treatment are all less prominent than you think. At this point, the term “Millennial” is used more as an insult than generational descriptor, and relying too heavily on these stereotypes can be harmful to your employees, candidates, and business.

Greater Purpose

A shared purpose is defined as “the why”: why an organization exists at all and what distinguishes it in a sea of corporate-ness. The purpose drives all organizational activities, serving as a compass. There is an overwhelming sense that only Millennials need a defined greater purpose in their work, but it’s not just a “Millennial thing.” Six in ten Millennials cite a “sense of purpose” as part of the reason they chose to work for their current employers, and 40% of Millennials who plan to remain in their jobs beyond 2020 say their employers have a strong sense of purpose beyond financial success (Deloitte). While shared purpose does bring out the best in Millennials, it also brings out the best in all employees. A shared purpose gives value to every member of an organization, defining why they come to work every day. In organizations with a strong sense of purpose, 73% of employees were engaged, compared to only 24% of employees in organizations without it (Deloitte). And 89% of executives stated that a strong sense of collective purpose drives employee satisfaction for everyone (HBR).


Nearly two-thirds, (65%) of people surveyed, say the term “entitled” describes Millennials very or somewhat well, and 58% of Millennials agree (Reason- Rupe). POPSUGAR, a Millennial publication, offers unique insight on the matter. They believe that Millennials and their elders view entitlement differently. Instead of viewing entitlement as a sense that the universe owes them something they haven’t earned, many Millennials view entitlement as the right to go after big goals without asking for permission from gatekeepers and authority figures. Additionally, Millennials were raised under different technological circumstances, receiving results almost instantly for most of their lives. Their expectation for fast results and rewards might explain why they are labeled as “entitled,” especially if their expectations don’t match the reality of the situation—something they may not have learned yet. These factors, combined with a newly 25-year-old brain, can create a perfect storm of narcissism. However, Millennials may be humbler than expected. Sixty-four percent of Millennials consider themselves lucky to even have a job (CBRE). Additionally, in the workplace, Millennials feel more accountable than they do influential, indicating that they do feel a sense of responsibility over simply expecting change (Deloitte). They feel the most accountable and influential in regards to client/customer satisfaction and work culture/atmosphere. These findings suggest they believe their efforts and actions have a direct effect and will benefit their greater organization or workplace.


Career tenure is decreasing for all age brackets. The Bureau of Labor Statistics currently defines the average employee tenure at 4.2 years, and most are not shy about pointing the finger at Millennials for the decreasing number. Currently, 43% of Millennials are open to new job offers, while 38% are actively looking for a new role (PwC). But don’t let those numbers scare you: 71% of all workers admit to active job searching or at least being open to a new opportunity (Indeed). More than 60% of Millennials said that they plan to stay in their jobs for “some time.” Yet, over 25% admitted that they often thought about quitting their jobs (Boston College). However, Millennial loyalty is growing. According to Deloitte’s 2017 Millennial Survey, in 2016, 44% of Millennials planned to leave their organization within the next two years. In 2017, that number dropped to 38%. Similarly, those who planned to stay beyond five years increased from 27% to 31%. You can increase Millennial tenure with internal programs. Growth opportunities seem to further increase loyalty: 44% of Millennial leaders say they intend to stay at their same company for more than 15 years; while 29% of non-Millennial leaders said the same thing (The Conference Board). Millennials who feel they’re at a great workplace are 25 times more likely to plan a long-term future at that workplace (Great Place to Work). When Millennials receive 12.5% more job offers than older candidates (CEB Advisory Firm), a career change can be tantalizing. Make sure it’s hard for them to leave.


The participation trophy has become a powerful symbol in the argument against Millennials, exemplifying their complacency and demand for attention for every small accomplishment. In reality, they don’t really need more recognition than their older counterparts. According to IBM’s Millennial Myths study, Millennials want a manager who’s ethical and fair and also values transparency and dependability, over a boss who recognizes their accomplishments and asks for their input. According to the study, it’s largely Gen X employees, not Millennials, who think everyone on a successful team should be rewarded. Our own internal research reveals a constant truth: recognition has a direct correlation with engagement. All employees hunger for recognition: 40% of employed Americans say they’d put more energy into their work if they were recognized more often, while 50% of employees who don’t feel valued plan to look for another job within the next year. More than 50% of HR Managers say showing appreciation cuts turnover, and 49% believe it increases profit. Dedicated recognition can benefit all employees.


Laziness is hard to quantify. While it’s one of Millennials’ biggest negative descriptors, there isn’t much research on it. However, we do know that one quarter of young Millennials between the ages of 18 and 25 say they’re not using any of their vacation time this year, versus fewer than 1 in 10 Americans overall (Project: Time Off). Are they refraining from taking time off for fear of being seen as lazy? We also know that Millennials grew up amidst massive technological innovation including the internet and the smart phone, and they’re used to finding what they perceive as the fastest route or best shortcut. They are multitaskers and great at finding diverse ways of approaching a subject, and often those ways can conflict with what their coworkers believe is the “right way.” All of these stereotypes (needing a greater purpose, entitlement, job-hopping, recognition, laziness) are not nearly as prevalent as blog posts would lead you to believe. However, engagement–for anyone—is not a passive experience. As an organization, your leadership must initiate active efforts and dedicated programs that will give employees the opportunity to engage themselves in their work and workplace. Earnestly facilitating employee engagement programs will produce results.

The Same and Different, All At Once

While Millennials’ needs may not be too different from their predecessors, your organization still may not be prepared for engagement. Amongst Millennials, these factors most influenced their decision to accept their current job: The opportunity for personal development (65%) The reputation of the organization (36%) The role itself (24%) The starting salary/rate of pay (21%) The working location(s) (20%) (PwC) Meanwhile, the top reasons Millennials considered leaving their jobs were to: Make more money Move forward in their careers Pursue work that is more aligned with their passions Have more flexibility/better work-life balance Be in a more desirable location (Boston College) Once again, these are not radically different from what older employees want, but addressing these issues can increase engagement for all of your employees, Millennials included. Implementing programs like the ones below can increase engagement and lower the turnover that Millennials are so famous for.

Fair Pay

Always begin with fair pay and benefits. Further engagement simply isn’t possible without it. Remember that Millennials have more student debt than their predecessors. In fact, the class of 2015 averaged about $35,000 of debt (Wall Street Journal). Additionally, many of them spent time working for free—in 2012, 1.5 million internships were filled in the United States, and it’s estimated that roughly half of those were unpaid (Forbes). These factors make fair pay imperative. Staples reports that 29% of Millennials state that higher salary is the biggest contributor to their loyalty, compared to 20% of the broader workforce, while Gallup reports that 50% of Millennials say they would consider taking a job with a different company for a raise of 20% or less. See our Salary Guide to ensure that your pay is not only fair but competitive.

Shared Purpose

A shared purpose is arguably the most important tool for the entirety of your organization. Harvard Business Review reports that only 46% workers say that their organization has a strong shared sense of purpose, while only 38% report that their staff has a clear understanding of organizational purpose and commitment to core values and beliefs. Work together with your leadership to define and implement your company’s shared purpose. Read our White Paper for more information on how to do this effectively.

Flexible Work Options

Flexible work is all the rage—and for good reason. Workers who were offered telecommuting options were more productive and had lower turnover (Harvard Business Review), and 64% of Millennials want to occasionally work from home. While this can increase engagement, make sure that your Millennials (and all other employees) receive the right tools and preparation to work efficiently.

Recognition Programs

As we mentioned before, recognition is both powerful and underutilized: 75% of employees receiving at least monthly recognition (even if informal) are satisfied with their job, but 82% of employees don’t think they’re recognized for their work as often as they deserve (BambooHR). Meanwhile, 38% of Millennials would like to see the recognition program at their current employer improved (Aon Hewitt). Create a structured program that allows for both formal and informal recognition. Nearly one-third of employees would rather be recognized in a company-wide email from an executive than receive a bonus of $500 (BambooHR). Read our White Paper for more advice on creating an effective program.

Transparent Leadership

Many believe Millennials feel too entitled to information across an organization. In reality, 54% of Millennials don’t fully understand their organization’s business strategy (IBM). Leading with transparency can not only keep them informed but make the whole work process easier for everyone involved. When describing their perfect boss, all three generations agreed that “transparent and readily shares information” is one of the top three most important traits (IBM). Open communication regarding organizational workings can keep employees informed and empowered.

Mentor Programs

Mentor programs can help decrease misunderstandings across generations, and can even squash some of those undesirable Millennial habits. Create mentor and reverse mentor programs to increase exposure and teamwork. Not only do 71% of Fortune 500 companies offer mentoring to their employees (Cronus Corporation), but retention is 25% higher for employees who have engaged in companysponsored mentoring (Deloitte). The best way to decrease stigma is to increase exposure.

Structured Career Paths

Structured career paths increase transparency and fairness. When your employees know what it takes to succeed, they feel empowered and valued, and therefore stay longer. Amongst Millennials, 45% would quit a job if they didn’t see a career path they wanted at the company (Ultimate Software), and 78% of employees said they would remain longer with their employer if they saw a career path with the current organization (Mercer). However, while 60% of HR leaders believe that their companies provide employees with a clear career path, just 36% of employees agree (Saba Software). Make sure career paths are precise and made available for all employees.

Invest in Your Reputation

Humans of all ages have the tendency to associate themselves with successful entities, a phenomenon known as Basking in the Reflected Glory or “BIRGing.” That’s why we wear hats with our favorite sports teams, wear t-shirts with our favorite bands, etc. Your business is not excluded from this concept. Your reputation will affect who you attract and the pride they feel will affect how long they stay. Glassdoor reports 84% of candidates would consider leaving their current company if another company with an excellent reputation offered them a job, while 70% would not take a job with a company that had a bad reputation, even if they were unemployed (Corporate Responsibility Magazine). Millennials are the social media generation, so give them something to brag about. Build your online presence and proudly share your accomplishments. A robust reputation can create an influential cycle. Your employees have a direct impact on the organization’s success and they will be eager to maintain that reputation. As your reputation grows, you will attract more spectacular talent from across all generations. As you prepare your workplace for the Millennial revolution, don’t just focus on current Millennial needs. Emphasize growing them into your organization’s next leaders. When the boomers are gone and the Xers retire, Millennials will be left in charge. Your organization falling apart will not be a testament to how great Gen X and boomers were, it will be evidence that they failed to create sustainable success. Millennials are here, and they are both familiar and foreign all at once. Open communication and collaboration will be your greatest asset. Companies have welcomed new generations before, and they will do it again. Remember, Gen Z is already on Millennials’ heels.

2017’s New Marijuana Laws for CA


Defined as the “Legal Haze,” the new laws regulating marijuana usage may make employers feel like they are in a weird place, unsure of the role the new law will play in their workplace.

Recreational marijuana use is now legal in eight states, including California. Passed in November 2016, this new legislation – known as Proposition 64 – may change how some of your employees spend their free time. Currently, in California, you are not required to accept marijuana usage amongst your workforce. However, before you make any changes, we highly recommend checking with your local legal counsel to see if your workplace policies need to be modified. We’ve included some general information to keep everyone safe, informed, and out of legal trouble – employers included.

The Basics

California now permits the following:
  • Possession and use of up to one ounce of marijuana (or 8 grams of concentrates) and personal use cultivation of up to six plants per residence by adults 21 and over.
  • Reduced penalties for most illegal cultivation, sale, transport, and possession for sale offenses from felonies to misdemeanors, with possible exceptions for repeat or violent offenders or other aggravating circumstances.
  • Prior offenders may petition the court to have their criminal records changed to what the offense would have been if Prop 64 had been in effect.
  • Establishing a licensed regulation system for commercial production and sale of adult use cannabis beginning on Jan 1, 2018.
California prohibits:
  • Smoking or consumption of marijuana in any “public place” or while driving.
  • Possession on school grounds.
  • Possession of an open container of marijuana while driving or riding in a motor vehicle.

Note: These are just a few of the basics. For more details, go here.

Drug-Testing Policies

Even though recreational use is now legal, employers can maintain a zero-tolerance drug policy, if they choose. The law does not restrict “the rights and obligations of public and private employers to maintain a drug and alcohol-free workplace or require an employer to permit or accommodate the use, consumption, [or] possession, … of marijuana in the workplace, or affect the ability of employers to have policies prohibiting the use of marijuana by employees and prospective employees, or prevent employers from complying with state or federal law.” (See the full text of Proposition 64 here.) As an employer, you can also maintain a drug-testing policy. According to the Society for Human Resource Management (SHRM), there is no comprehensive federal law that regulates drug testing in the private sector, leaving the issue open to state regulation. California is one of the few states with a state Constitution that includes a right to privacy, so this can sometimes complicate drug-testing practices. Nolo, a publisher specializing in DIY legal books and software, provides additional information on the matter. In regards to applicants, as long as an employer tests all applicants for particular job positions, and doesn’t single out certain applicants based on protected characteristics (such as race or disability), drug testing is accepted. Prior to passage of Proposition 64, the California Supreme Court in Ross v. Ragingwire Telecommunications, Inc., 42 Cal.4th 920 (2008), held that employers were not required to accommodate medicinal marijuana use under California’s Compassionate Use Act of 1996 (which provided that persons using marijuana under the care of a physician were not subject to criminal prosecution). The court held that it did not constitute disability discrimination for an employer to refuse to hire an applicant who tested positive for marijuana, even though the drug was prescribed under the Compassionate Use Act. Testing current employees is trickier. With limited exceptions (typically in safety-sensitive industries), employers are prohibited from requiring or conducting drug tests on existing employees (SHRM). However, if an employer has a reasonable suspicion that an employee is using drugs and the suspicion is based on objective facts, the employer may be able to require the employee undergo a drug test (Nolo). Reasonable suspicion is suspicion that requires further investigation based on some factual foundation. Reasonable suspicion drug testing is likely to be upheld as lawful by courts if the employer requires such testing under an established written policy and if the suspicion is legitimate based on objective factual foundations. Some local ordinances may restrict drug testing in the workplace, so we highly recommend consulting with local legal counsel. Random drug testing is unpredictable and not recommended (Nolo). If you drug test an employee and they test positive for marijuana, “the law says companies can choose to let them go – even if there’s no indication they were actually high on the job,” according to the Orange County Register. Regardless of how relaxed you want your policy to be, work with your local legal counsel to map out your drug and drug-testing policies, document them, and make them readily available to all employees. At Roth Staffing Companies (parent company of Ledgent Technology), we have a zero-tolerance drug policy for our internal employees and Ambassadors (the temporary employees who represent us on assignment). You can rest assured that you will receive the safest, highest quality service.

The Present & the Future

Laws are changing all the time, even in the time it takes to get this White Paper out. One piece of advice will remain constant: seek guidance from your general counsel or local legal professional to ensure your policies are fair and accurate. Having proper legal guidance will protect both your business and your employees.

Gen-Whenever: Recruiting & Retaining the 3 Generations


Curmudgeonly Boomers, Skeptical Xers, Entitled Millennials – even a few Traditionalists and members of Gen Z – all occupy the working population. A multigenerational workforce brings diverse viewpoints, differing skill sets, and a mix of experience and eagerness. But finding and managing this extraordinary talent is not successful without strategy. That diversity comes with its own challenges. In order to cultivate the benefits of an age-diverse workplace, you must recruit fairly and with intention and then continue to foster an engaging environment of understanding.

T-T-Talking ‘bout my Generation

Three generations make up almost all of the workforce: (dates vary according to the source, but generally speaking) Baby Boomers (born from 1946 to 1964)
  • Optimistic
  • Teamwork and cooperation
  • Ambitious
  • Workaholic
Generation X (born from 1965 to 1980)
  • Skeptical
  • Self-reliant
  • Risk-taking
  • Balances work and personal life
Millennials (born from 1981 to 2000)
  • Hopeful
  • Meaningful work
  • Diversity and change valued
  • Technology savvy
(American Psychological Association) These stereotypes serve as a quick fix for understanding. However, the New Kids on the Block, the forgotten Middle Children, and the “get off my lawn” Elders can often be mischaracterized. Shared experience leads to similar characteristics and behaviors, but they should not dismiss employees as dynamic humans. Relying too heavily on these can create an implicit bias, leading to unfair and ineffective hiring and management tactics. At worst, these stereotypes can lead to discrimination and/or a failure to understand your employees beyond the dimension of age. Luckily, while employees of different generations are different, they’re not that different. And there are one-size-fits-all tactics that you can employ that can create a fair and engaging environment for everyone involved.


How you find candidates, and how you engage them pre-hire, will affect your age diversity. Make sure you are prepared.


Never under or overestimate a candidate’s ability to find you. The Online Revolution Finding and being found by age-diverse candidates requires presence. According to the Society for Human Resource Management (SHRM), 54% of Americans researched jobs online, and 45% have applied for a job online – more than double the number in 2005. Candidates of all ages are continuing the migration into the digital age. When creating an online job posting, your language will make all the difference. Be aware of age-discriminating phrases, like “recent graduates” or “old-school.” In addition to the basics of the position, include information about internal practices and cultural fit, candidly and objectively. Be honest about workplace practices and culture – not everyone is looking for a ping pong table and casual attire. Once they see your online job posting, they are likely going to check your website and social media pages. Prepare your website to greet them – begin with updating your website with the most accurate information about your organization, including cultural practices. You don’t necessarily need a custom app, but you do need to ensure that your website and respective job postings across platforms are mobile-friendly. Make sure to test your mobile-capability for yourself from the jobseeker’s point of view. Jobseekers are also likely to look to your social media pages to get a better feel for your company, especially sites like Glassdoor and LinkedIn. Currently, social media use expands to all generations. % of US Adults who use at least one social media site: Age 18 -29: 86% Age 30-49: 80% Age 50-64: 64% Age 65+: 34% [Pew] Even if they do not have an active profile on that site, jobseekers will be able to see those pages via a Google search. They will look to your Facebook, Glassdoor, LinkedIn, and Instagram pages for more information and a candid look inside. Actively update and maintain your social media pages, and make sure your organization’s values and culture shines through, and gives an accurate and honest look into your workplace. Some Things Never Go Out of Style… However, online techniques, while easier, may alienate older candidates or those without regular internet access. If you are only receiving attention from a certain age group, this technique may not be fair. Be sure to utilize more “traditional” methods of recruiting, including job fairs, referrals, and print ads. Partnering with an organization like Ultimate Staffing can ensure a wider influence and a fairer candidate audience, and efficiently fill a position.


Interviews are your first opportunity to broaden your understanding of a candidate. In interviewing, once again, be wary of language. It’s not illegal to ask how old someone is, but it can make them feel uncomfortable. Avoid phrases like these, some of them are rude, some are illegal:
  1. How old are you?
  2. You’re overqualified.
  3. When do you plan on retiring?
  4. In my experience, Boomers/Xers/ Millennials are…
  5. You have too much energy/not enough energy.
  6. Do you have children? Do you plan to?
  7. Do you think you’re old enough to handle this responsibility?
  8. We know young people tend to job hop…
  9. When did you graduate?
  10. What’s your childcare arrangement?
Good thing there are plenty of other things to discuss in an interview. All jobseekers want to know more about your organization. The interview is your chance to dazzle them as well. Regardless of age, jobseekers want fair pay, comprehensive benefits, and a complementary work culture. Throw these conversation topics around like confetti. Don’t assume that only candidates of a certain age group are interested in certain programs. Lay out all programs and allow for plenty of questions. In a survey of more than 200 HR professionals, 90% of respondents rated recruiting for culture fit as “very important” to “essential.” Be sure to include culture-based questions and provide honest information about the culture. Don’t skew perceptions of your culture based on the candidate. Make sure their first day – and career – will be everything it’s promised to be. As you get to know candidates, remember that age can limit exposure to certain practices and experiences. However, you can teach skills (to an extent), you can’t teach culture fit. Your organization’s values know no age. If a candidate is a stellar culture fit, don’t pass them over – no one is too young or old to learn anything. Before, after, and during the interview, take moments of selfassessment: am I making fair inferences? You can fight stereotypes simply by reflecting on any biases. If you feel as though you cannot interview fairly, it’s best to ask for assistance.


Once you have recruited this fabulous, culturally sound, age-diverse workforce, dedicated practices will keep them engaged and turnover low. Involved, passionate employees are more productive, more profitable, and build your organization’s culture. Engaged workers consistently outperform non-engaged employees. They provide better service to your customers, remain loyal longer, and are better teammates. However, it’s unrealistic to have custom policies for certain coworkers. Fortunately, engaging programs and policies know no age limit. According to Quantum Workplace, while there are many factors of engagement, they can be narrowed down to three themes:
  • Confidence in Leadership
  • The Organization’s Commitment to Valuing Employees
  • Positive Outlook on the Future
This research coincides with our own internal research for employee engagement. We found the 3 main drivers of employee engagement to be:
  • “I have confidence in my leaders’ directions and decisions”
  • “Work culture brings out the best in me”
  • “[The organization] is interested in my growth and development”
Engagement is crucial for all employees, but there is no quick fix. However, the practices you implement will contribute to that engagement. Programs will serve as the base, but engagement is solidified though everyday efforts and interactions. Active efforts of inclusion go beyond the diversity of representation and create cohesive, efficient, and dynamic teams.


These programs can cater to all employees while serving their unique needs. Pay & Benefits Employees cannot even begin to look towards engagement if their most basic needs are not met. Provide comprehensive benefits and be sure to calculate salaries objectively, focusing on experience and skill rather than age. To ensure fairness, check out our 2017 Salary Guide here. Moderate Stress All people have an optimal stress point, where an individual has enough stress to be motivated but not so much that they become overwhelmed. Boomers are more likely to occupy senior leadership roles and be overwhelmed, while Millennials in entrylevel jobs may not have enough. Create an open dialogue and share responsibilities to moderate stress. Mentor Programs Your employees have a lot to learn from one another. Create mentor and reverse mentor programs to increase exposure and teamwork. Retention is 25% higher for employees who have engaged in company-sponsored mentoring. (Deloitte) Lead with Transparency Transparent leadership and practices promote fairness, reduce jealousy, and boost connectedness. Structured Career Paths Regardless of where they are in their careers, there are always opportunities for growth. Amongst engaged employees, 96% have a clear idea of what is expected of them and 81% say their supervisor takes an interest in their career development (Quantum Workplace). Knowing exactly what is expected of them helps everyone get ahead, and can reduce jealousy and misunderstandings surrounding promotions and growth. Recognition Amongst engaged employees, 83% receive recognition for a job well done (Quantum Workplace). It’s not only millennials who want recognition, 50% of employees who don’t feel valued plan to look for another job in the next year. Create a structured program to praise and recognize employees. For more information and tips on recognition, check out our White Paper here. Ongoing Education and Training Technology is developing and advancing all the time, be sure coworkers of all ages have the opportunity to learn before they are replaced. Survey Frequently Promote a dialogue and survey frequently so employees can voice their opinions and concerns. Survey to understand employees rather than evaluate how you are doing. Then respond appropriately and take action based on those results, do not allow issues to fester. According to TNS Employee Insights, 70% of those employees who are engaged agree that their organization takes action based on survey results. Mandatory Fun It’s not mandatory for employees to participate, it’s mandatory for you to create opportunities. Allow for coworkers to intermingle in relaxed environments away from work. This can include happy hours, volunteer efforts, and team competitions. Know that people tend to socially prefer people closer to their own age, so create dedicated efforts to encourage employees to get to know one another.


Once those programs are implemented, it’s up to leadership and team managers to create a fair environment. They set the tone and foster day to day collaboration and are champions for inclusion. Can’t we all just get along? Raised with different parenting methods, historical events, technological advances, and general experiences, conflict is inevitable – but not insurmountable. The villain is not time or each other, it’s a lack of communication and understanding. Don’t allow yourself to get absorbed into the stereotypical generational differences, instead focus on the real root of the problem and utilize traditional methods of conflict resolution. For instance, if an Xer is frustrated with a Millennial’s lack of ability to work independently, the problem is likely not that the Millennial needs constant validation and participation trophies. It is more likely that the Millennial did not receive the training that they needed. Use generational stereotypes to understand, not condemn or dismiss. The Responsibility of Inclusion To promote inclusion, keep an eye out for teammates who may be treating other employees unfairly, and promote plenty of teamwork and collaboration. Let employees be their authentic selves, but discourage exclusionary behaviors. Unite your team towards a common cause. All generations are looking for meaning in their work. A shared purpose goes beyond our understanding of age. To learn more about facilitating a shared purpose, read our White Paper here. Generational differences are nothing new. We have worked through them in the past and will continue to do so. However, with dedicated efforts and programs, we can make teams even more efficient and effective.

Tips from Within

James Sense is a Regional Vice President for Roth Staffing Companies (parent company of Ultimate Staffing Services). He manages several teams across Southern California, with ages ranging from recent college graduates to some of Ultimate Staffing’s most tenured coworkers. Check out his tips for managing a multigenerational workforce: “Managing different generations can sometimes be difficult, but I have found that if we learn to recognize strengths within the generations, we can take advantage of these strengths to unite as one unstoppable team. The more we can collaborate, intermixing different generations and viewpoints, the more the teams will learn what the tenured coworkers can offer and the tenured coworkers can learn from the newer coworkers new ideas of doing the same tasks. I think as a manager today, we have to focus on the overall result, not how it gets done.”

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