“Kids, these days…” It seems like every generation throughout history has found reasons to criticize those that came after it. While generational differences are normal, they can sometimes create challenges both in society and the workplace.
In his book “The Anxious Generation,” psychologist Jonathan Haidt talks about the unique differences in those born after the mid-1990s driven by two main factors: access to smart phones from a young age, and a change in parenting priorities.
| WEBINAR: How to build firefighter health facilities
Anyone who has children at home knows the impact of devices and social media. Preschoolers are adept at using apps and online games. Children often acquire smart phones when still in elementary school. Through the internet and social media, kids have access to information, visuals, videos and interactive opportunities beyond anything the older generation could imagine.
And young people take advantage of this outlet, often glued to their phones for the better part of each day. According to a study by the American Psychological Association, pre-adolescents and teenagers spend an average of five hours per day primarily engaged with social media and other online apps. Another study found that teenagers with smart phones are inundated with an average 192 alerts per day, or one alert for every 5 minutes of waking time.
Time spent staring at a phone is time not spent doing other things, such as playing outdoors, engaging in physical activity or hanging out in person with friends. According to a recent study, in 2003, people between the ages of 15 and 24 spent an average of 150 minutes per day interacting in person with friends or colleagues. By 2019, that time frame had diminished to only around 40 minutes. Virtual connection can hinder real connection — studies show that young people are often uncomfortable even talking on the phone. While kids may have endless opportunities to interact with virtual strangers online, they may feel insecure having a conversation with the person next to them.
In addition to the increased screen use among children is a trend toward what Haidt calls “safetyism” in child rearing. On average, today’s parents are much more involved and in control of their kids’ lives, leading to more formal, supervised activities vs. unsupervised free play. There have even been cases of parents facing criminal charges for letting their children play unsupervised. As a result, children may be more risk averse and hesitant to take on new responsibilities in the real world. Several outcomes that emerge from research are that young people are less likely to get their driver’s license or get a job and are more likely to live at home with their parents into young adulthood.
Risk-averse kids with underdeveloped in-person social skills — not exactly a good profile for a future firefighter. That stereotype is not inevitable, but the trend highlights the need for more intentional firefighter recruitment to protect the future of the labor pool.
How can fire departments adapt to bring out the best from the newer generation of firefighters? Several approaches can help:
- Provide screen alternatives through community outreach. Many kids spend endless hours on their phones because they don’t feel they have anything better to do. But given a real alternative — fire camps, cadet programs, engaging skill-based competitions — they have the ability and desire to be intensely engaged. Create these options and work with local school and community leaders to promote them.
- Reconsider how recruit academies are run. This is a good idea for several reasons, since a blanket approach is not likely to work well for everyone. Older recruits are not going to appreciate being treated like a kid in boot camp, and younger members might need more support to build their confidence with hands-on tasks. Growing up in a risk-avoidant environment does not mean a person is unable to take risks. It just means that they might need a bit more support and guidance to feel comfortable stepping up to that role.
- Support officers in their efforts for active crew development, beyond just task. Officers should assess individual team members and adapt their leadership to meet each person’s needs to maximize performance. Most officers do this naturally to a greater or lesser degree, but it’s helpful to have such focus recognized and supported at the organizational level. Support for this endeavor might involve specific training for officers, informal officers’ meetings where best practice can be shared, or support for outside professional development.
- Appreciate the positive attributes that young people bring to the job. They’re smart. They’re loyal. They’re tech savvy. They are open to — hungry, even — for new experiences. Kids dissolve into screen culture because they feel they have no alternatives, and everyone else is doing it. Give them alternatives. Be the example of a different way forward. Give young people the opportunity to be different and watch them thrive.
“Kids these days” are the future, and we have the opportunity to help them succeed on their journey. Let’s not squander it.
