Q. We’re a retail outfit and hire many younger employees. They seem eager to work at first, but tend to lose focus quickly. And they don’t react to typical job situations they way more experienced employees do. We need them, but they’re often in their own world. How can we motivate them? —Florence T.

A. The older we get the more it seems as if the world is run by kids. (I knew I was getting older when policemen looked younger than my own children.) Hiring young people is not just good economics (they don’t usually start at $15/hr.) They’re an important —and growing—part of today’s labor market.

Let’s start with the pluses of younger employees—and there are many. They have unlimited enthusiasm and energy, and a fresh way of looking at things. Viewed this way, they’re a valuable resource in problem-solving, because they naturally think “outside the box” (their thinking has probably never been “in the box.”) They’re typically more flexible, and they usually learn easily and quickly.

Set Behavior Limits

At the same time, they often need more guidance than you might expect. They frequently lack personal discipline and a work ethic. Many are used to doing whatever comes into their heads at that moment—without any thought about priorities or consequences. If you suggest they set goals for the day and use a planner to set priorities, they’ll probably think you’re “weird.” But if you show them how they’ll enjoy their job more if they plan their day, that may work.” They often don’t think ahead, and typically let homework assignments wait until the last minute, then throw them together in a panic.

So don’t assume they have your values or know the usual behavior expected in most businesses. In some cases, their managers will have to act a little like their parents when it comes to setting limits: (“I’m sorry, you can’t wear a headset and tape player when you stock the shelves; it’s important to focus only on your job and be available to talk to customers.” “No, you can’t wear short shorts and revealing blouses while working on the production line. It distracts the other workers.”)

Beware of Experience Gaps

Don’t assume they know what you know, or have even basic job skills that most older employees have. Consider: Each year the staff at Beloit College in Wisconsin puts together a list of things that year’s incoming freshmen don’t know—to give the faculty some insights to better understand the mindsets of that year's incoming class. A few examples:

• They have never owned a record player.

• As far as they know, stamps have always cost about 39 cents.

• They don't know what a cloth baby diaper is.

• Jay Leno has always been the Tonight Show host.

• Roller skating has always meant in-line for them.

Explain What and Why

They need reasons for policies and procedures. Explain why things are done the way they are, and you’ll have greater commitment from them. Make assignments detailed and complete. Show what, how, when, why. Demonstrate what you want done, then ask them to repeat back what you told them or show you how it’s done. (Never say, “Do you understand?” You’ll almost always get a “Yes.”)

Find Out Their Goals

They’re exploring an uncertain future; take the time to learn their plans. Don’t give them advice unless they ask for it. Just listen to what they say. You’ll learn their goals, and what they like and don’t like, which is the key to knowing how to motivate them. Try to show how the work they’re doing can support those goals (have money for dating or college; develop experience for a reference or resume; learn people-handling skills.) Take time to listen to them and show that you care about them as people. In their teen years, they’ve been struggling to establish an identity and be recognized as unique individuals. When you acknowledge that they’ve “arrived,” you’ll have their loyalty.

Change Assignments Often

Young people get bored easily—especially with the entry-level jobs they often get. So try to change assignments as often as you can to give them a variety of experiences. (Set some expectations: “Once you can handle these eight procedures easily, you can move to a new assignment—usually in one to two months.”)

Ask Them for Ideas

Make them feel important: ask for their suggestions. Their ideas may sometimes be off the wall and other times be right on target with a fresh solution. Make them feel valued: (“Jim, I’m glad you’re working with us, you have good ideas, you work hard, and you really care about our customers.” Praise and recognize their performance in at least a 4:1 ratio to correcting them. And show that you enjoy them.