If there’s one thing that many office equipment dealers take pride in, and rightly so, it is the extensive experience many of their employees boast. Dealers often use this as a selling point, and those familiar faces have helped dealers forge longstanding relationships with their clients.
But if there is one thing that concerns dealers, it is this: the technical service department, particularly the service folks out in the field, tend to be older. Much, much older, in fact, than the rest of a dealer’s operations. Many dealers we have spoken with peg the average age of their techs to be in their 50s, probably closer to mid-50s. Quite honestly, these same dealers see this as a problem lingering in the not-too-distant future.
Looking at the issue purely from an anecdotal standpoint, we have these widely-accepted (yet not fully substantiated) beliefs that the post-Generation X wave of employees are more likely to eschew the industrial arts in favor of higher technology positions. Raise your hand if someone recently posted a meme in your social media feed about how “We’re encouraging students to go to college and accrue massive debt, but what’s wrong with being a plumber or electrician?”
The trouble is, it’s not an either/or proposition, and while we’re at it, there’s nothing wrong with working a trade. But let’s keep our eye on the ball here. We’re not here to solve the nation’s perceived vocational crisis. But the growing gorilla in the room is are we, as an industry, going to have a difficult time finding tomorrow’s service technicians?
While IT divisions continue to usher the youngest and brightest individuals into their ranks, where do service departments stand in recruiting more mechanically inclined employees? And when the lifelong service techs call it a career, will finding their replacements be tougher than we want to admit?
Benefits of Culture
For some dealers, the conversation becomes more about corporate culture. Mike Brown, COO of Memphis, Tennessee-based XMC Inc., feels that leading with culture helps cut through the generational gap issues that are frequently discussed.
“I think there are many out there that avoid younger candidates due to the challenges they perceive,” Brown said. “I believe this to be very dismissive of prospects with great potential. We have to be prepared to talk about the culture of our company and a career path that has opportunity and variety. Their expectations are focused on inclusion, growth, and their future.
“We have to be mindful that many of them have done exactly what they were told to do,” he added. “Now they have significant college debt they want out of with a dependable career they can count on to support themselves and their families.”
Sourcing technicians has been quite a struggle for Advanced Imaging Solutions of Las Vegas. According to Gary Harouff, president and CEO, the next generation of workers has not shown an interest in working on copiers. But the dealer is focused on ensuring it delivers the message of culture and a sense of community in attracting new employees.
“The culture of AIS has and always will be a big priority for us and making sure we’re creating a place where people actually enjoy coming each day,” Harouff said. “They are looking more for a paycheck—they want a life experience. We change people’s lives because if we can make them more effective and productive, it’s better for their companies.”
Career Mobility
Another dealer that has stressed corporate culture is UTEC of Ann Arbor, Michigan, which has one 38-year-old break/fix tech among a group that is primarily in its 50s and 60s. Tom Wykowski, operations manager, notes that a number of techs on the IT side have been with the firm for five years or more, which contradicts the notion that millennials and Generation Z employees are constantly on the move.
While the percentage of employees who are content in remaining in a static position throughout their careers has dwindled, UTEC ensures opportunities for mobility within the organization, reducing turnover in the process. “It’s imperative as a company that we show them the roadmap of where we want to be and where they fit in on the team,” Wykowski said.
Aaron Gurgul, UTEC’s IT director, believes the culture has set the stage for longevity. “My generation and the one coming up behind us wants to keep moving, grow professionally and have a beautiful resume,” he said. “Still, we’ve built a pretty good culture, and I don’t envision the people we have going anywhere else anytime soon.”
However, there are challenges in keeping staff motivated within their current positions. Barry Burress, vice president of operations for Virginia Business Systems (VBS), based in Richmond, notes his staff falls within the 45-60 range. As a 57-year-old, Burress recalls how it was once frowned upon to have numerous previous employers; VBS is his third. But he’s found that, statistically, the average 20-something employee will log far more stops during his/her professional career.
However, Burress points out that a vast majority of newcomers are “technology mavens” who are advanced in computers, phones and apps, bringing a wealth of skills to the table.
“Once you have someone in that age range who isn’t challenged or isn’t motivated, they start looking elsewhere,” Burress noted. “They’re looking for short- and long-term goals. They have a belief in what they’re doing and what they can do. Sometimes, where they think they should be at a certain point in their career may be unrealistic, but they’re always eagerly striving for more. Some of the older folks, they’re content to carry a tool bag, do their day-to-day job, and they’re fine with that.”
Movement Toward Degrees
At the age of 36, Jason Habbal is a part of the generation that “gets a bad rap,” one that has followed the belief that a four-year degree is the main road to a successful career. The vice president of sales for Vision Office Systems of Charlotte, North Carolina (and a Western Carolina University grad in his own right) is concerned about the de-emphasis on trade schools.
Though Vision Office Systems hasn’t had difficulty in sourcing techs, the dealer (like most) relies on a break/fix crew in its 50s, not far off from retirement. “We’re all fighting for the same group of people and eventually that talent pool dries up,” he said. “It really puts dealers behind the eight ball to get these younger people in, and you really have to invest a lot of time and money to get them trained. As our people close in on retirement age, it’s going to be a challenge to find their replacements.”
Frank Paulich, vice president of service for EO Johnson Business Technologies of Wausau, Wisconsin, notes that despite having more resources to draw upon for recruiting, finding relatable mechanical experience is increasingly more difficult. Break/fix service techs with 20 to 30 years on the job aren’t typically moving from dealer to dealer.
“It seems previous generations could envision the long-term stability and opportunities of the career while focusing on the good parts of the job and overlooking the less likable aspects,” he said. “Younger generations seem to have less tolerance for the unlikable parts of the job and are quicker to pursue other opportunities either within the organization or outside of it.”
