When you’re training a young employee, one of the things you want to do is impart lessons that will stick. Memorable lessons are powerful because when your front line can remember the tasks, procedures, ingredients, steps, etc. involved in a given product or process, they are that much closer to mastering their jobs. Mastery makes your employees productive (which is good for you) and confident (which is also good for you).

Three ways to make lessons really memorable for your Millennial employees:

1. Great mnemonics

I started working at a restaurant after my junior year of high school. As anyone who has ever worked in a restaurant can tell you, one of the biggest challenges when starting is to assimilate the menu into your store of knowledge. The first item I learned to make was a sandwich, and I still remember how to make it because my trainer gave me a really simple way to remember how to make the sandwich: “Red sauce, red bread.” I don’t know if it was the color matching, or just the rhyme, but that’s stuck with me ever since. I found it incredibly helpful at the time, as it was my first step toward actually feeling like I could accomplish my job there.

So, whether your mnemonics are acronyms, rhymes, or other little memory schemes, employ them. They help young people learn.

2. Repetition.

I worked at Panera Bread for years, and I can still rattle off the ingredients for a cafe sandwich quickly enough that you’d think it’s a single long word: ‘Mayonaisemustardlettucetomatoesonionandsaltandpepper.” See? Effortless. And why do I still know that? I must have repeated it 17 million times while I was there.

There’s a difference, though, between plain old repetition (aka - boring) and useful repetition. The useful repetition involves attacking the same material from a number of angles. Whether it’s as the answer to a quiz, actually assembling the pieces you’re listing, seeing who can make the best story about the items you’re listing, or any of a million other ways to address the same information, the key to effective repetition when training young people is that you’re repeating the content while changing up the delivery.

3. Learning The Hard Way

When I started my first restaurant job, I was in the back doing the dishes. For most of my first shift, I spent most of the evening with a brush, scrubbing each fork, knife, and spoon individually. Anyone who has ever washed large amounts of dishes can tell you that this is a horribly slow way to do dishes. A horribly, horribly, horribly slow way to do dishes. With about an hour or so left in the night, one of the trainers finally walked up and offered me a hand for two minutes. He put all the silverware on a tray, sprayed it down, scrubbed a couple stubborn ones, and ran it straight through the sanitizer. Much to my chagrin, he’d accomplished more in about five minutes than I had in the majority of my shift.

I learned a valuable lesson from that - and it wasn’t just that there is a more efficient way to wash silverware. I learned that there are more efficient ways to approach most processes, and that there’s a good reason those approaches are used. But none of it would have stuck if I hadn’t experienced that single moment of painful realization. While I believe that trying to show your Millennials the right way to do something is the best place to start, sometimes it’s more valuable to let them do something the wrong way once so they can see why it’s the wrong way.

Your turn

Leave a comment - tell me about a training strategy that has had a long-term impact on you.

At my retail job, one of my responsibilities is to help keep the staff on task.

The other day, four employees in the tools department were standing around their cash registers, throwing screwdrivers into a box, playing a game that sort of looked like basketball… with screwdrivers.

When I approached them to get them back on task, I decided to have a bit of fun with it. So, I walked up and said, “Don’t stop shooting. But know this: First guy to miss is going to sweep the dock.”

Not surprisingly, no one wanted to shoot anymore. They all found something better to do with their time.

The moral of the story is that you can have fun trying to keep people on task, and, in fact, you should. It’s less stressful than a shouting match… and more effective.

If you’ve carefully considered your goals and decided that using social media is a good way to help you build relationships with your Gen Y employees, there are a number of different strategies that you can use. Doubtless, there are thousands of strategies out there, but here are three effective strategies that can start you down the road.

Before I hit those, I’ll again emphasize that the best way to determine what’s best for your staff is to ask them. They know what they’ll respond to and what they won’t, and they won’t hesitate to tell you if you ask.

1. Create a group on an existing social network.

Rather than simply adding your Millennials as friends, create a group for your staff. Whether it’s on Facebook (the network with which I’m most familiar because I use it most) or MySpace or another that your staff prefers, let the group be a place where they can interact with each other. If you’re really brave, let it be a place where they can provide you with honest feedback, so that you can work to manage them more effectively.

2. Create a social network of your own.

Starbucks has created its own internal social network, as have a number of other large companies. But you don’t need a Starbucks Grande Size Budget to do this. Go to ning.com, and you can create a network with just a few clicks. Much like the group, this will allow your staff a place to interact that is their own. Be warned, though, not all young people are looking for another social network to join, and this option can become time-consuming on your end.

3. Start an internal blog

Rather than using social networks, create an internal blog. Then, rather than dealing with profiles (and the inevitable inappropriate pictures, quotes, etc.), you can simply post an idea or a thought or something as a blog post, and then allow employees to comment on it. Blogs can be password protected, so you can set up the blog so that it is password protected, thus allowing you to limit the conversation to your staff. A blog on WordPress is free and easy to use.

With the extraordinary reach of social media (sites like Facebook or MySpace, blogs, or Twitter) in Generation Y, there is no question that these tools can be used to build connections with Millennial employees. But before you ever sign on to a social networking site for your work purposes, there are three things YOU SHOULD CONSIDER VERY CAREFULLY:

1. Do you really want a look at this person’s private life? As tech-savvy as Gen Y can be, they can be pretty naive in terms of privacy. I know I’ve had more than one regrettable picture show up on Facebook after a wild Friday night. If you don’t want to think about your young employees making stupid decisions, of if you can’t handle finding out what they say about their jobs when they’re not there, don’t even sign up.

2. What will other people think about the actions you take? Ask yourself this: If I were a 16-year-old girl’s parent, how would I feel about her 35-year-old manager adding her as a friend on MySpace? How would your HR manager feel about it?

3. Exactly what are you looking to accomplish? Remember, the purpose of this exercise is to focus on building relationships with your young employees so you can manage them more effectively. If they feel like you’re spying on them, or if you’re spending time but getting no ROI, this isn’t something you should be doing.

In my last post, I looked at a couple of strategies that use text messaging to help build positive relationships with Generation Y employees. But I also know a lot of managers and supervisors have questions about when to text versus when to call versus when to e-mail or IM, or whatever form of communication exists out there.

The most important thing I can tell you about this is that you need to check with your young employees to see what they prefer. As much as we’d prefer that all Millenials can be managed the same way, the simple fact is that just like any other group of people, there are a huge variety of preferences within the group.

So, rather than trying to share with you the hard-and-fast rules that apply to every single young employee, I’m going to share some my preferences with you, to get you thinking about what you’ll need to ask your young employees.

Things I want managers to text me:

1. Addresses, phone numbers and e-mail addresses.

This saves me the trouble of writing them down.

2. Questions that can be answered briefly.

This prompts me to answer, and doesn’t force me to undergo the brain damage of trying to fit a 10 page thesis into 250 characters.

3. Brief responses to the texts I have sent.

Unless I say otherwise in a text, I prefer the response to also be a text.

Things I don’t want managers to text me:

1. Anything long.

It’s a small screen designed for a short message. If it’s more than about 3 sentences, think twice before sending it.

2. Anything non-critical on my day off.

If there’s no fire, don’t text me.

3. Single words.

With the exception of someone acknowledging that they have either received something of mine or that we’ve reached agreement on a plan, I don’t really see why you’d bother to take the time to send a one-word text - or waste my time reading it.

Your turn

Leave a comment to share what you prefer to get and prefer not to get via text message from your boss or employees.

When it comes to communicating with your young employees, text messaging is likely to come up, if for no other reason than the fact that you’ve likely got two or three employees who can’t stop texting while they work. Just how widespread is this form of communication with teenagers? The New York Times recently reported that American teenagers sent and received an average of 2,272 text messages per month.

With that kind of engagement (addiction even?), it’s no surprise marketers and parents are looking closely at texting behaviors, and as someone who works with Generation Y, you should know how to leverage this technology.

Here are two ways I have seen managers effectively employ text messaging when working with Millennials:

First, text can be useful for quick, simple communication.

When you have a single question that requires a brief answer, sending a text is often easier than a phone call. I have my phone on me almost all the time, and most of my friends are the same way. Whatever we’re doing, we can almost always find a little bit of time to respond to a text message. I’ve sent and received texts on dates, at baseball games, while driving, and in a variety of other situations where I would never accept a call from my  boss. (Note, however, that text is not a great way to request something like coming in on a day off, as it’s much too easy to ignore.)

I’ve seen a lot of managers who text occasionally to pass on new details, ask quick questions, or request quick favors. Anything along the lines of:

"Come in at 9 instead of 8 this morning."

"Where are the cover sheets for the TPS reports?"

"Can you re-send the budget e-mail? I can't find it."

You should be careful, however, that you don’t make it a habit to text me when I’m not working, unless it’s to inform me of a schedule change or something that is extremely urgent. (A) If you aren’t paying my cell phone bill, I don’t want to spend my limited texts working for free. (B) When I’m not at work, I’m not working, and it’s quickly going to cause our relationship to deteriorate if you keep intruding into my personal time.

In addition to sending texts when you have a question, I suggest making yourself available for the same sorts of questions via text, so that your employees can ask you their questions in a way that suits them. Whether it’s a question about scheduling or the location of a particular document or tool, I find it incredibly helpful to have a manger or boss make him or herself accessible for those kinds of questions via text. Do yourself a favor though - establish some guidelines so you aren’t getting 3 a.m. texts asking what time your opener works the next day.

Second, texts can be a great tool for providing recognition to employees.

So, it was a long, hard day, and everyone just walked out the door a bit angry, despite your best efforts to make things go smoothly. Maybe you just want them to know that you appreciate all the time and effort they put into their work.

Or maybe it was the kind of night that makes you glad you work with an incredibly talented team of young employees, and you want to show them a little recognition.

In either case, by sending a text message to your team, you have the opportunity to quickly, immediately, and effectively communicate your appreciation to them. By sending a text message maybe 10-15 minutes after they’ve left, you’ll be reaching most on their way home, and you’ll be letting them know that their contributions are valued. Sometimes, this little knowledge can be the difference between wanting to quit and wanting to do a better job.

Examples include:

"It was rough tonight, team - thanks for pulling through."

"Great close tonight! I appreciate all your efforts!"

I wouldn’t suggest doing this so often that it becomes expected or meaningless, but every once in a while, it’ll be a great way to let your team know you appreciate them, which is a great way to build a positive relationship with them.

The other day, I was asked a great question on Twitter by Gary Thill, the editor of Aquatics International Magazine (Check him out on Twitter at http://www.twitter.com/aquaticsintl). Mr. Thill had asked what the twitterverse thought was important in managing Gen Y, and I told him that building genuine relationships with employees is what I would point to as priority number one. Then he asked me:

“Since Gen Yers communicate so much through texting, and social media, how do you build relationships?”

That there is an insightful question. And one that is very difficult to answer in a mere 140 characters, so I figured I’d give it its due with a blog post. In fact, it’s going to be a two-part answer, with today’s post focusing on what I want from that relationship and my next couple posts focusing on the ways that new technology can change that game.

My generation is redefining the concept of “relationships” as we go through our daily digital lives. We don’t need face-time to feel like we’ve got a relationship with someone. Part of the cause of this change is technological. Courtesy of tools like Facebook or Twitter, I can know what people in faraway places are doing at any given second, see pictures or videos of their most embarrassing moments, and converse with them in real time. All of this without ever going to Singapore, Sydney, Madison, or wherever. I can learn more about someone with 10 minutes looking at his Facebook profile than I might be able to in a 10 minute conversation with him.

Consequently, I don’t feel the need to physically meet people in order to get to know them. Certainly there are people I am interested in seeing on a more than digital basis, and I derive considerably more satisfaction from those interactions than I do from my Facebook friends.

I’m also very comfortable categorizing my relationships and treating them differently. Some are for work, some for school, some for day-to-day friendship. Each requires a different level of engagement on my part, and I expect a different level of engagement from each.

When it comes to the work relationships, then, what am I looking for? Certainly it’s a little different with each boss, each job, and each co-worker, but there are a few things I always look to get out of a work relationship, whether I get them digitally or in person.

First, I want to be respected for the work I do. And, no, I don’t consider my paycheck “respect” for what I do. It is what you give me in exchange for doing my job. A part of our relationship as an employer and employee, I need you to include (a) some sort of congratulations for doing well and (b) include a picture of the difference I make for your business. I’ve never enjoyed working for a boss who didn’t let me know that my successes were appreciated, and who didn’t help me understand how those successes fit into the bigger picture.

Second, I want to be valued for who I am. I understand that as a front-line worker for a billion dollar corporation, I am small cog in a very big machine. But as my day-to-day manager, I don’t want you to treat me like a replaceable part to a machine. I’m a person, and I’d like to be treated accordingly. Take an interest in my welfare, ask about my hobbies or my family, discuss one of our common interests with me.

Third, I need you to lead me. Yes, I want to know when I’m doing well. But at work I need someone who knows the way and who will put me back on the correct path if I stray from it. Bosses who are so interested in being my friend that they allow me to make mistakes can create one of two situations: (a) I consistently mess up, and feel good about the work I do until some sort of crushing reality check comes when I get a new boss or talk to an honest co-worker; or (b) Boss eventually gets so fed up with my incompetence, and explodes at me for having problems the boss should have been fixing in the first place. Both of these have the same end result: our relationship ends badly.

If you can bring those three elements to a workplace relationship with me, we’ll get along quite nicely.

I’d like to conclude by re-posing the question that I’ll be addressing in my next few posts: How can a boss bring this kind of management to the table in an age when texting and social media seem to be the norm for communicating?

I’ve been quite a bitter bear lately, so I want to take this opportunity to reverse that trend, and focus on something cool.

It’s graduation time! My little sister graduated from high school this year, and she managed to make my brother and me look bad while she did it. She was awarded a full-ride NROTC scholarship and graduated as the class salutitorian with a 4.22 GPA. She has been involved in sports, and she works a part-time job at a shoe store. Very impressive!

And while she’s out enjoying graduation party after graduation party, I wonder if her bosses are taking steps to be ready to replace her when she takes off for the East Coast at the end of the summer. Because if they aren’t, they’re going to be in a spot at the beginning of the fall. And this isn’t just fraternal pride speaking - this is an issue everyone who employs young people should be thinking about right now. (OK, there is definitely some pride involved.)

As your employees who finished their senior year begin to enter the real world, college, or whatever it is they plan to do, one thing is certain: their major life changes will also be translating into changes for you. The end of the summer will bring with it the loss of some talent, the advancement of other talent, and the need to find new talent.

I suggest asking yourself these questions long before the end of the summer. In fact, you should probably have started thinking about these issues already.

1. Who is staying and who is going?

Some of your recent graduates will be going to school out-of-state. Some will be seeking other employment. Some will be staying with you. You need to start asking your young staff what their plans are right now so you can set yourself up for success accordingly.

2. What will I do with the people who stay?

You might learn that some of your great part-time employees are thinking of coming on full-time. Hooray! Start thinking about the steps you want to take to develop them, and then get them engaged immediately!  This is important because a job that seemed fun for 15 hours per week can get dreary when move up to 40 hours per week. Especially when your school social life is no longer providing stimulation and excitement. Believe me - I’ve been there.

You may also find out that one of your less-than-stellar employees is interested in staying and is even considering trying to work more often. You should look very carefully at whether or not you want to provide more work, more responsibilities, or even keep someone who isn’t impressing you. Don’t allow yourself to think that someone you can barely stand will magically improve with more hours and a freshly printed diploma.

3. How will I replace the people who are leaving?

Odds are pretty good that some of your performers are leaving for school or other jobs. You’re going to be in the position to replace them, and now is the time to start work on that process. You should already have some sort of recruiting practices in line so that you can keep finding fresh talent, and right now the only difference is that you’ve got more than two weeks of notice that some of your best will be departing. If you finish your recruiting before school starts, you’ll have the opportunity to have your new people bought-in, trained, and producing before fall arrives with its craziness.

By dealing with these issues now, you’ll be able to create a much less stressful fall for yourself.