Breaking the Gen Y Stereotype

With the global economic down turn now in full swing, and expectation building that unemployment figures will begin to climb, it’s not surprising media sources are gloating that Gen Y is finally being taught a lesson.  The infamous job hopping and lack of loyalty displayed by Gen Y has been lamented in the past, however now it seems employers have an opportunity to return the favour and exercise their right to terminate Gen Y employment as imminent downsizing looms. 

While many in the Gen Y category have been guilty in the past of treating their employment as a transactional relationship and generally expecting benefits to flow in one direction, I was heartened by the results of a recent survey released by the global HR company Randstad.

An online survey of more than 2000 adults was conducted by Randstad back in August & September 2008 amidst the back drop of a sinking global economy.  The results show that the youngest age group are the most willing to arrive early, work later and take on additional responsibilities.  If asked by the boss to work longer hours, 48 percent of Gen Y respondents said yes compared with 40 percent of Gen X and 29 percent of Boomers.

Thus, with job prospects becoming more tenuous in some market sectors, perhaps the standard flighty, demanding, praise-seeking type characteristics used to describe the Millennium Generation aren’t entirely fair.

But I don’t think it’s quite time for Generation Y to get their iPod headphones in a twist over the current career climate.  Young Engineers still have every reason to be optimistic about their future careers.  As highlighted at the recent World Engineers’ Convention in Brasilia, the demand for engineering skills still outstrips supply and such skills will be essential in tackling current global challenges.  Further, those with leadership potential can look forward to increased opportunities as boomers begin to retire.

So what can you as an employer do to help your Gen Y’s fit in and, more to the point, stick around?  Now, as always, the tenants of creating interesting, enriched jobs are applicable to producing an engaged and loyal workforce – give staff autonomy, package tasks so they require using a variety of skills, give employees tasks of significance and provide regular open and honest feedback.  Funnily enough, implementing such ideas will benefit employees of all age groups, not just those that seem most demanding!

Comments

[Translation]

As an employer, it is not our responsibility to help Gen Y fit in. Each individual needs to prioritise, and if work is not part of those priorities, then I do not want them as part of the team.

[Rob]

I appreciate the perspective of this article. I'm weary of older generations writing about Gen Y's idiosyncrasies. They all write about the same hackneyed things like "Gen Y loves social media!"

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[Markmoore3]

Gen Y get a hard time mostly by people who don't embrace change and aren't so forward thinking (they like things the way they always were and don't like the uncertainty that change brings). It probably reflects more negatively on them and their mindset than it does on Gen Y.

I work closely between Gen Y and their line managers helping them connect, create a win:win and use each other's strengths to improve theirs and their teams performance. These win:wins are effectively a 'business deal' and a business mindset is required to create them effectively. Pointing fingers at each other is futile and unproductive.

Gen Y bring massive value to organisations (much of which they're yet to see of course). Many of the winning ideas in the next few years that give your company the edge over your competitors will come from Gen Y. Not from Gen X or B Boomers who are still doing things the same old way.

Yes, when people are bright and fresh they can be extremely enthusiastic, but knocking them down a few pegs because we've become hardened over the years with cynical comments is like chopping off their legs.

Instead, Gen Y can learn to fit in if they are driven to get their 'win' (they need to learn how to get that win too) and the more experienced workforce can learn to accommodate them and create even more value in their work (making their life easier, not harder) if they take the responsibility to do so. It's largely a choice.

The biggest frustration I've dug up from the majority of people in organisations over the years is 'other people'; blaming others for not being like ourselves. Makes us feel better I suppose. But it's not productive and it damages the overall business...

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