11/ 16/ 2007
by Pamela Mills-Senn
The younger generation of employees—dubbed Gen Y—is arriving to the workforce in droves. And these 20-something employees, many freshly sprung from college, are causing some consternation for employers who, alarmed by their reputation for flightiness, are trying to figure out ways to keep them on the job for longer than a year or two. It may not be as challenging as feared—but only if businesses are willing to adjust their corporate cultures and take a more flexible approach in the way work gets done.
Every generation has its characteristic markers and differing impacts on the workplace. Jane Wesman, president of Jane Wesman Public Relations Inc., a New York-based firm, has three generations of workers on her staff and has experienced the differences firsthand.
"What I see is that the baby boomers knew they had to pay their dues, work their way up through entry-level jobs," she says. "Gen Yers don't seem to have a concept of this. Also, baby boomers had much more patience. Gen Yers are much less patient about career success."
Nicholas Aretakis, author of No More Ramen: The 20-Something's Real World Survival Guide, concurs.
"They have lofty expectations and are far less patient than prior generations of workers. They've largely grown up in affluent homes, and have been 'entitled' (iPods, notebook PCs, cell phones, own car, etc.) and look towards immediate gratification," Aretakis says.
Driving this impatience is that so many things in their world have always happened instantaneously. Consequently, they have an entirely different experience of time than older workers and operate at comparatively accelerated speeds.
They're also unwilling to sacrifice their personal life to succeed in their work life, says Minneapolis-based Steven Rothberg, founder of www.CollegeRecruiter.com, a job board for students and recent grads.
"My generation, Gen X, talked a lot about work/life balance, and I think we struggled with both," Rothberg says. "We thought we needed a great work life and a great personal life, and you can't have both. Gen Y has dialed back their career goals; they don't aspire to the corner office or to be the CEO. They want meaningful work in a transparent work environment."
Thanks to cell phones, texting, instant messaging and MySpace, this is an incredibly peer-networked generation in constant touch with their cohorts, says Karlin Sloan, founder and CEO of Karlin Sloan & Company, a leadership development firm located in Chicago. This has led to a need for peer approval and feedback. They also have a need for ongoing kudos, says Patty Briguglio, president of MMI Associates, Inc., a PR agency headquartered in Raleigh.
"Growing up, everything they did was applauded," she says "You know, it was, ‘Yay! Good for you! You put the paper in the trash can. It was my generation, the baby boomers, that did this. And their parents' lives revolved around them. My generation didn't get this. [Consequently], what I've noticed is that the typical Gen Yer thinks the world revolves around them.
"And they expect to have seven or eight jobs in their lifetime," Briguglio continues. "This is also very different from baby boomers; they came into a company and expected to retire there. But part of the reason Gen Yers feel this way is that they saw their boomer parents work too hard and get laid off or fired, and so they're less loyal."
But there's plenty to get excited about when it comes to the Gen Y employee. Consider the importance this generation places on peer connections, Sloan says. On the one hand, they're less practiced in making decisions on their own or in working alone. But on the other hand, teamwork and collaboration come naturally to them, she says. Also, while their ability to process information quickly and make decisions at rapid speeds can have downsides, there are also advantages to this skill that can counterbalance the boomer's slower decisionmaking pace—which is also has pros and cons, Sloan explains.
And true, they may call, text or IM their friends while at work, interjecting their personal life into their work life, but this boundary-blurring works both ways, Sloan continues, since they're often likely to be found working from home on their laptops into the wee hours.
Finally, there's this generation's technological savvy. Companies advance through the embracement of new technologies; Gen Yers are the ideal vehicle to propel this progress, Aretakis says. Businesses can also use this technical know-how to create more harmonious working relationships, potentially encouraging their young charges to stick around longer.
"One way to bring the generations together is to have the Gen Yers lead technology projects," Rothberg suggests. "Involve them technically and in work that is also collaborative."
Companies must also keep Gen Yers constantly challenged, he continues.
"It's unrealistic to think they're going to do the same thing year after year," Rothberg says. "When I talk to Gen Yers accused of job hopping, they say they wanted to stay with the company, but they could see it would take five years or more to get new responsibilities. My advice for companies is, as soon as they're about to learn everything in their position, give them new responsibilities or transfer them."
This may be much easier for small businesses to do than large corporations because, with fewer employees, there are more opportunities for cross-training, Aretakis says. Also, he adds, in large companies the lines of responsibility are often clearly drawn and not easily breached.
Here are some other suggestions:
- Gen Yers lean towards altruism, yet because of financial pressures incurred by high education costs, most cannot afford to be teachers, Peace Corps workers, etc., even though this is where their sensibilities lie, Rothberg says. Corporate volunteerism fits in well with this generation. Rothberg recommends giving employees a set amount of time each month to work for a non-profit of their choosing.
- They desire balance, Aretakis says. Companies need to develop a flexible work climate. "They're far less tolerant of working arduous hours and paying their dues than prior generations of young workers were," he says.
- Gen Yers are used to being consulted, Sloan says. Owners/managers need to ask more questions and be less directive—an approach beneficial to all staff regardless of age.
- Avoid micromanaging, Briguglio suggests. "They're not nine-to-fivers. I had to become more trusting that the work would get done, and that even if they're out of the office in the afternoon, they will be on their computers at home at night. I had to learn to focus on the outcomes."
- Discuss their long and short-term goals, both personally and professionally, Aretakis says. Show them how the company can support and advance these objectives.
- Give them constant feedback—they've had it all their lives, and they need and expect it on the job, says Briguglio, who admits she struggles with this. Clearly outline their responsibilities and your expectations and then keep them on track with ongoing communication.
- Implement a mentoring program between older/seasoned and younger/inexperienced employees. Gen Yers need schooling in on-the-job behavior, and older workers can benefit from the exposure to fresh, new ideas.
"Gen Yers bring something very special to the table," Wesman says. "They have forced businesses to be more inclusive and collaborative. The baby boomers may have wanted this, but they didn't speak up. It's Gen Y that has forced this change and their sense of teamwork has benefited everyone."
