Working with Generation Y
A new generation is entering the workforce with a rather peculiar set of expectations and behavior patterns. Generation Y was raised on modern technology—personal computers, cell phones, cable TV, etc.—and they expect higher salaries, good benefits and the potential for advancement.
An estimated 80 million strong, Gen Y workers, aged 21-28, may end up changing the culture of companies.
These are the findings of a myriad of studies, surveys, and webinars, along with staffing firms that are paying particularly close attention to the new crowd. They are trying to figure out what makes Generation Y tick so they can develop strategies for companies to recruit and retain them.
According to a recent study that surveyed 1,007 Gen Y professionals, their top criteria for accepting jobs are salary, benefits and potential for advancement.
They expect results more quickly. They see no government safety net at the end of their careers. And, having been micromanaged by their parents who were always just a text message away, they expect constant feedback from their supervisors.
There is lot of evidence that points to a very large difference between the Baby Boomer work ethic and the Gen Y and Gen X work ethic.
They’re used to questioning authority with their parents and teachers. They would rather work in a meaningful job, and contribute to the company that will continually keep training them so they can be given more responsibility, than receive a fancy title and corner office.
The downside is that they become disengaged quickly if they’re not challenged and tend to have more job turnover than their Gen X predecessors.
The big thing at the Gen Y level is their unwillingness to stay at a job for more than 18 months to two years.
This generation of workers wants what they want in terms of salary compensation, training and benefits. They want it now and they’re not willing to wait it out as many Boomers were willing to do when they started their careers 30-50 years ago.
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Mark James, CPC is the founder and CEO of Hire Consulting Services (HCS). Established in 1999, HCS is a highly customized executive outplacement and career coaching firm for executive-level professionals.
Mark is equipped with over 25 years of experience in Executive Career Management Coaching, as well as Outplacement and Executive Search Consulting. He is the author of the three best-selling books—Keys to the C Suite: Unlock the Doors to Executive Career Path Success, The Interview Mindset: The Ultimate Guide to Mastering Your Career, and The Recruiter Mindset: The Ultimate Guide to Working with Executive Search Recruiters.
Mark uses a proven and successful strategy and structured process to fully enable his clients to conduct a professional job search campaign and with the singular goal of securing their next career opportunity in significantly less time it would take without a career coach. Clients gain a new perspective of their marketing value coupled with executing a strategic plan and closing the deal on their new role in their next job.
Opinionated Gen-Y here (1984):
“The big thing at the Gen-Y level is their unwillingness to stay at a job for more than 18 months or two years.”
I don’t want to get stuck in a dead-end job like my older (45y) co-workers; who are paid only a dollar more per hour then me.
I see my peers on Facebook completing their apprenticeship at Company-B and I’m told by my Company-A CEO ‘We’re not going to continue the apprenticeship programme for now, but then maybe in the New Year’
A week later I get a text message form one of the guys working afternoon shift that five people have been let go. So, my natural instinct is to update my résumé and message friend from Company-B. Better offer; I’m gone.
My personal experience with my first ‘real’ job was in 2002-2008, recession hit and us Gen-Y’s were first to be fired. Why would I believe this time would be different?
Great work you have here, this is just a view from my perceptive.