Gen Y (also known as the Millenial Generation, Generation Next, Net Generation, among others) refer to people born in the mid-80s and later; they are children of Baby Boomers.
They are the fastest growing segment of today’s workforce and many issues in the workplace arise because there is a gap between the values, beliefs and attitudes of employees (mostly Gen Y) and their management (typically Baby Boomers). Baby Boomers are those born post WWII up to about 1964.
Generation “Why” guru Eric Chester defines Gen Y as “youth who continually question the standards and expectations imposed by society.” (Check out Eric’s website at www.GenerationWhy.com.).
These young people know no limits. They define the workplace environment as they go along, and feel entitled to everything. They are highly creative, well educated and technologically advanced. The Internet is their playground, and that playground has no boundaries.
Gen Y tend to be tech-savvy, family-centric, achievement-oriented, team-oriented and attention-craving. They seek instant gratification are not afraid to voice their opinion and this is sometimes viewed by their Managers as an “entitlement” attitude.
The 20th century family, especially in developed nations, tend to be small in number. Hence, Gen Y children tend to be nurtured and pampered by parents born as Baby Boomers.
In the workplace, the most evident impact is an employee population that are sometimes seen as “demanding”. Many openly state they want to be in positions of authority within 5 years of their employment. They are not willing to toil like their Baby Boomer counterparts to advance in their career.
The workplace must also be fun and must cater to their needs, not the other way around. If their expectations are not met, they would not hesitate to leave. Job hopping is common and is not considered a negative on their resume.
As companies try to accommodate the expectations of Gen Y'ers, employees are sometimes assigned to more senior positions without having enough depth. Some employees hold relatively senior positions with high salary but without the benefit of years dirtying their hands on the job.
As Gen Y employees tend to be “wired”, they look for flexible work schedules where they can work where they want. While some positions are able to accommodate this kind of work arrangement, employees need to understand that some jobs cannot be performed remotely – for example, a job requiring face-to-face interaction with customers.
Also, the challenge for management in implementing flexible work schedule is how to manage employee perceptions. Those employees whose requests for flexible work schedule are not granted sometimes feel their managers are biased in their decisions.
Another important aspect of a satisfying job for a Gen Y employee is work life balance. They expect, and rightfully so, their employers to recognise that they are not machines but humans with a life of their own.
Today, many companies have implemented work life balance policies that allow employees flexibility – for example, varied starting/ending times to accommodate personal situations at home.
One impact of a “wired” environment is that the line between work and personal life is often blurred as employees are always connected via cell phones, Internet, Blackberry, etc. Also, in a global world with varying time zones, some employees are expected to work according to other time zones and in such situations, they need to be given time off because of such schedules.
Gen Y’ers are confident, ambitious and achievement-oriented. They are not afraid to challenge status quo at the workplace. Some managers may view this as a threat to their authority. This should not be so – employees must be encouraged to be creative in performing their jobs as long as results are produced with the caveat that the methods must be ethical.
Feedback and guidance are important aspects of the job for Gen Y’ers. They expect to be kept in the loop, and seek frequent praise and reassurance.
Gen Y'ers are known for being in it for more than the paycheck. This means they need to understand how their contribution impacts the company and where it's going. Keeping Gen Y employees engaged with the company direction can be as important as compensation at times.
Communication styles too must be different when dealing with Gen Y’ers. Never talk down to them for they resent it. Use humour occasionally to reassure them.
Gen Y’ers can benefit from mentors to guide them early in their careers.
