Source: http://www.learningworkconnection.org/geny.asp

Cheryl R. Sturko Grossman

What Is Gen Y and Why Should I Care?

Gen Y is short for Generation Y, also known as Millennials, Generation Next, and Echo Boomers. Gen Y includes individuals born between approximately 1977 and 1994; some demographers begin Gen Y in 1976 and some end the generation as early as 1984 or as late as 2002. Most agree, however, that Gen Y is a large generation of roughly 70 million people comprising 20-25 percent of the American population, a group nearly as large as the Baby Boomer generationÕs 26 percent.

Workforce Investment Act (WIA) youth programs currently serve Gen Y and will continue to serve Gen Yers for some years. Understanding some characteristic beliefs and behaviors of this generation will assist in designing and operating effective youth programs.

Characteristics of Gen Y

Gen Y has been shaped by events such as the Columbine shootings, Oklahoma City bombing, AIDS, technology and the tech bubble, 9/11, and the Iraq war. Many Gen Yers came of age during a long economic expansion, in an environment of child-centered parenting messages. Gen Y may also be the first generation that received the full attention of marketers. Much of the data about characteristics of Gen Y derives from marketing studies.

Gen Y Is . . .

* Diverse. Gen Y is more pluralistic and integrated than previous generations. One-third of Gen Y is composed of non-white minorities, including many immigrants. In 2004, 32 percent of immigrants were under age 25.

* Tolerant. Because of its racial and ethnic diversity, Gen Y generally is against judging by appearances. Gen Y opposes racism, sexism, and homophobia and accepts personal styles such as body art, tattoos, and body piercing.

* Technologically savvy. Gen Y has never known a world without computers, the Internet, and video games. Of 18- to 29-year-olds in 2005, 62 percent used instant messaging (IM), 84 percent used the Internet, and 46 percent downloaded music. Gen Yers often teach their teachers about electronic media and troubleshoot computer glitches for their parents. Gen Yers prefer to use electronic communications whenever possible, including at work.

* Impatient. Accustomed to rapid technological and social change and the instant gratification offered by computers, Gen Yers are expert multi-taskers and are very result-oriented. They can become restless or bored with bureaucracy, cautious deliberation, or procedures that appear to impede change and progress.

* Independent. As latchkey children of divorced and single parents, Gen Y youth learned to amuse and care for themselves, often with the use of technology.

* Dependent. Paradoxically, Gen Y has both benefited and suffered from a lot of parental attention. Gen Yers have grown up in child-centered families where parents and other adults supervise childcare, play dates, music lessons, sports, and other structured activities. Consequently, Gen Y trusts and accepts institutional and adult authority, and most Gen Yers feel close to their parents. Some demographers believe that parents have been too involved in managing Gen YersÕ lives, which may account for 57 percent of 2004 college graduates returning home to live (causing this generation to also be called the Boomerang Generation).

* Self-Confident. Because of the encouragement and support of their parents, Gen Y believes that it can achieve anything. Gen Yers are willing to work hard and want to contribute to their organization or employer, but they expect to see rewards quickly. They may also be blunt and not shy when offering their opinions.

* Respects learning. Gen Y expects to engage in lifelong learning. They know that a postsecondary degree – or more than one – is likely to be needed for career success. In 2003, 61.2 percent of males and 66.5 percent of females aged 16 to 24 were enrolled in college. Gen Y is also eager to learn on the job, add to personal skill sets, and do challenging work that matters. Gen Y respects people for what they know and can do rather than position or title and likes to understand how their efforts fit into the big picture.

* Collaborative. Gen Y values teamwork and working in groups. They like to be mentored and to have supervisors who interact with them and provide feedback. This generation uses online social networking sites such as Facebook and MySpace extensively.

* Socially Conscious. From September 2004 to September 2005, 30 percent of 16-19 year-olds were volunteers. A survey of college freshmen reported that as high school seniors, 79 percent of males and 87 percent of females were volunteers, and 47percent of males and 52 percent of females participated in a demonstration. Much of this is driven by high school requirements for service learning and the desire to burnish resumes, but Gen Y also genuinely cares about the environmental and social record of companies where they shop and work. However, Gen Y is less engaged with civic and political activities than they are with other causes.

* Entrepreneurial. Gen Y wants a work experience that is meaningful, flexible, and high-paying and often feels that starting a business is the way to achieve these goals. In 2005, 370,000 youth aged 16-24 were self-employed and the self-employed category is projected to grow 5 percent from 2004 to 2014 (substantially higher than the 2 percent growth rate for self-employment from 1994-2003). There is some indication that economic conditions, especially the high cost of health care, may make it more difficult for Gen Y to achieve its entrepreneurial dreams.

Implications for WIA Programs

* Gen Y expects information to be available 24/7 and is likely to use the Internet to check out programs of interest. To aid recruitment, WIA youth programs should put as much of their informational material on their website as possible. Programs should include information such as which documents youth need for WIA eligibility, forms (especially if they can be submitted online), and testimonials from youth participants.

* Gen Y expects parental involvement – but while parental support and interest are usually very desirable, they can also prevent youth from being responsible. For instance, youth may have parents make appointments or intercede with an employer. WIA staff should be prepared to address parental overinvolvement while encouraging parents to provide needed support and encouragement.

* Gen Yers expect others to be tolerant of their personal styles and to treat them with respect, as individuals with skills to offer. Employers, on the other hand, typically expect youth to conform to standard business dress and traditional business behavior. WIA staff can help youth get and retain good jobs and help employers obtain good employees by helping youth and employers reconcile their differing expectations.

* Gen Y expects to make contributions rather than Òpay duesÓ and prefers to achieve results rather than follow procedures. Gen Yers will cheerfully do routine or repetitive tasks if their boss or teacher explains the purpose of the task and how it fits in with desired business or personal outcomes. But, Gen Y also expects to move beyond routine and wants opportunities to learn or have more responsibility. Career paths and other planning that offers multiple benchmarks may make sense for many Gen Y youth.

* Gen Y expects rapid changes in technology, work, and education. They may be unwilling to invest in a long course of study that might be obsolete when completed. Career pathways, associate degrees, and transferable skills may be more attractive to many; others may be prepared to commit to a bachelorÕs degree or Ph.D. in order to contribute to society or to do something they love.

Sidebar: Generation Next

Generation Next is a 2006 project of the Public Broadcasting System's Newshour with Jim Lehrer with several partners, including USA Today. This initiative aims to provide a snapshot of the beliefs, strengths, weaknesses and concerns of 16 to 25-year-olds. The multimedia initiative includes a website (http://www.pbs.org/newshour/generation-next/about/index.html) with audio, video and text features and culminates with a January 2007 PBS documentary on their findings.

The Future

Gen Y is still a generation in the making. Youth born in 1994 are just entering their teen years and will be more influenced by present global uncertainties than the economic boom of the 1990s. Recent statistics suggest that Gen Y may face restricted economic opportunities because Baby Boomers may stay in the workforce longer to shore up sagging retirement funds. Even as today's youth deal with today's realities, Gen Y will continue to show the resilience and self-confidence that have led some commentators to refer to them as Òthe next Greatest Generation."

Sources

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Geraci, J. C. (2005). Learning from youth marketers. School Administrator, 62, 24-26. Retrieved December 20, 2006 from http://www.aasa.org/publications/saarticledetail.cfm?ItemNumber=2881&snItemNumber=950

Jayson, S. (2006, October 24). Generation Y gets involved. USA Today. Retrieved December 13, 2006 from http://www.usatoday.com/news/nation/2006-10-23-gen-next-cover_x.htm

Jayson, S. (2006, December 8). Gen Y makes a mark and their imprint is entrepreneurship. USA Today. Retrieved December 13, 2006 from http://www.usatoday.com/news/nation/2006-12-06-gen-next-entrepreneurs_.htm

* Martin, C., & Tulgan, B. (2001). Managing Generation Y: Global citizens born in the late seventies and early eighties. Amherst, MA: HRD Press.

Merrill, M. (2004, June). Generation Y: The new global citizens. Columbus, OH: Merrill Associates. Retrieved December 20, 2006 from http://www.merrillassociates.net/topic/2004/06/generation-y-the-new-global-citizens/

Merrill, M. (2005, May). Call them Gen Y or Millennials: They deserve our attention. Columbus, OH: Merrill Associates. Retrieved November 13, 2006 from http://www.merrillassociates.net/topic/2005/05/call-them-gen-y-or-millennials-they-deserve-our-attention/

New Strategist Editors. (2006). The Millennials: Americans born 1977 to 1994. (3rd ed.). Ithaca, NY: New Strategist Publications, Inc.

Oblinger, D. (2003, July-August). Boomers, Gen-Xers, and Millennials: Understanding the new students. EDUCAUSE Review, pp. 37-40, 42, 44-45, 47. Retrieved December 1, 2006 from http://www.educause.edu/ir/library/pdf/ERM0342.pdf

Spiro, C. (2006, November-December). Generation Y in the workplace. Defense AT&L, pp. 16-17, 19. Retrieved November 20, 2006 from http://www.dau.mil/pubs/dam/11_12_2006/11_12_2006_spi_nd06.pdf

Workforce Development Center. (n.d.). Preparing youth for the future. Work: Workforce strategies and solutions, Issue 7. Pewaukee, Mequon, West Bend, & Hartford, WI: Author. Retrieved December 18, 2006 from http://www.visionaryimpressions.com/pdffiles/SampleOfManagedPublication.pdf

Generation Y in the Workplace, Part II

Cara Spiro

Reprinted from Defense AT&L magazine, November-December 2007.

What Makes Generation Y Tick? Generation YÕs characteristics put them in high demand in todayÕs job market, but managers and employers are having an extremely difficult time understanding how to incorporate them in the work environment. Following are some of their most unique characteristics, which are proving to be beneficial on one hand, yet extremely challenging on the other.

High Expectation of Employers YÕers want fair and direct managers who are highly engaged in their professional development.

Need for Ongoing Learning Generation YÕers are known for their ability to multitask. They seek out creative challenges and view colleagues as vast resources from whom to gain knowledge. It is important for employers to continue giving them challenging projects in order to prevent boredom and attrition. YÕers arenÕt eager to bury themselves in a cubicle and take orders from others in the workforce. They want ownership and control of their own fate.

Goal, Goals, Goals. YÕers want small goals with tight deadlines so that they can build ownership of tasks. They should be challenged to find technological solutions to everyday issues.

Desire for Immediate Responsibility They want to make an important impact immediately on projects they are involved with. They are looking for immediate gratification and an opportunity to excel.

Balance and Flexibility. The more psychologists and social scientists study this generation, the more they realize that Generation Y members are most drawn to flexibility and balance in their day-to-day life, so itÕs important for employers to understand how to incorporate flexibility and work life balance into their recruiting strategies. Even in this time of lean staffing, Generation Y workers like to have a life outside work. Generation YÕers donÕt want to repeat what they perceive to be the mistakes their parents made. Unlike the boomers, they donÕt want to work long hours at the expense of family, friends, and personal pursuits. Whereas the boomers put a high priority on career, todayÕs youngest workers are more interested in making their jobs accommodate their family and personal lives.

Money is important to them but maintaining work-life balance outranks money. In most cases, itÕs not the corner office or a large paycheck that drives Generation Y, but rather, the opportunity to work for a company that fosters strong workplace relationships and inspires a sense of balance and/or purpose. Generation YÕers want jobs with flexibility and telecommuting options that allow them to work, yet at the same time give them the opportunity to leave the workplace temporarily to care for children. They see work as one component of a balanced life portfolio that includes family, friends, fitness, and fun. Demonstrating flexibility, while focusing on goals and accountability, can go a long way toward inspiring loyalty in Generation Y employees. Affording employees some flexibility to balance family, educational pursuits, leisure, and community often leads to better performance as well as higher retention rates.

The Challenge for Employers. Generation Y will most likely prove, if capitalized on, to be one of the greatest assets of companies today; however, many organizations are failing to formulate strategies to recruit and especially to retain this talent. The challenge that lies ahead is to find a balance between a work environment that leverages the benefits of Generation Y but does not alienate the rest of the workforce.

Coaching is one of the most successful methods for retaining Generation Y employees because it allows employees to thrive in an environment designed to enable their success. Frequent coaching and mentoring by higher level employees challenges new graduates to take on more challenging work. It takes advantage of employee potential by playing to their strengths, while at the same time, it helps them recognize and understand their weaknesses. Many successful business entities are creating mentorship programs to impress and recruit younger employees. Generation Y employees accept that they cannot rely on their employers to take care of their careers, but they appreciate all the help they can get. In addition to required annual appraisals, feedback from managers is best when given frequently and in a constructive manner. This helps employees better understand what theyÕre doing well and how they can improve upon their skills. Mentors should be honest and clear with young employees, stating the specific behaviors and why they are good or bad.

Together the managers and employees should establish desired goals, and ways in which to accomplish them. Additionally, mentors should keep in mind that Generation YÕers—like most people in the working world—thrive on praise. DonÕt save recognition for a year-end banquet, but compliment and give positive reinforcement during an assignment. This open dialogue and understanding has proved to be very successful in organizations all over the nation.

To this goal-oriented generation of employees, training may be the most important aspect of workplace coaching. It may be even more important than bonuses and stock options to some young employees. So itÕs essential to provide Generation Y with a variety of training options—online, on-the-job, and classroom. And employers should keep in mind the technology expertise and productivity potential of this generation of workers. It is a wise investment to spend money out of the company budget on state-of-the-art equipment and cutting-edge training.

Personalized Motivation and NSPS. Managers of Generation Y workers should explore a New Age idea recently introduced into the business world: personalized motivation. This is method of profiling employees to determine how each individual prefers to be managed. These approaches can be easily implemented and, in no time, enable employees to give managers information on the best ways to motivate them and, therefore, maximize their potential.

Some of the most basic questions used in this method are: What would you like to do more of? What would you like to do less of? How would you like to be managed? The need to identify employeesÕ critical motivators is important because most managers are not skilled at motivating their employees. When managers donÕt know what motivates an individual, they mistakenly assume that all employees like to be managed in the same way. The personalized motivation methodology increases open communication in the workplace and better understanding of what will get the best performance out of each employee.

The new Department of Defense National Security Personnel System will undoubtedly lead to this type of open communication, enabling employees and managers to establish goals and deadlines together as a team. NSPS is about performance and results. Generation Y values working in an organization where they know what is expected, where there is a shared vision of what needs to be accomplished, and where they are provided feedback about performance.

NSPS encourages meetings between supervisors and employees to cooperatively establish goals, the monitoring of success, and communication of accomplishments. It is believed that NSPS will improve the way the DoD hires, assigns, compensates, and rewards its employees, while preserving the core merit principles. The change to NSPS is perfectly aligned with Generation Y thoughts, beliefs, and desires in fostering a high-performing culture of outside-the-box thinkers. The system is in the beginning stages but has the potential to be a great model not only for government organizations, but also for the private sector.

Generation Y is a powerful group of young individuals with unique attributes and a potential considered by most social scientists and researchers to be infinite. It is vital for organizations inside and outside government to take the necessary steps to better understand YÕers.

Above all, Generation Y wants to—and has what it takes to—balance workplace success with a healthy lifestyle. The challenge is now on organizations to provide the environment in which that can happen. The key is for employers to work with these young employees, to listen to them, and to understand what makes them tick.