Hilary Blackmore, registered psychologist, A&DC 

Members of Generation Y (Gen Y) bring a particular set of strengths and a new set of challenges to the workforce. Organisations are increasingly seeking help navigating this new young talent on the best strategies and practices to apply to harness this group and ensure organisational prosperity.

Generation Y trend?

The Gen Y phenomenon appears to be driven by a fear of the impending labour shortage as the first of the ‘Baby Boomers’ will start to retire in 10 to 15 years time. This has caused CEOs, HR directors and talent managers to focus on the people resources coming into the work force, namely Gen Y. Because Gen Y was born into a skill short market they have been able to pick and choose among organisations more than ever before. They have also brought with them a new mind set and expectations about work. A mind set that is different enough for top organisations such as PWC and Deloitte to actually begin to tailor the way they attract, recruit, develop and retain this group specifically.

Should employers be suspicious of Generation Y?
 
We can not say whether employers view Gen Y with suspicion, but there are certainly some verbs with more negative connotations that do get flown around, for example Gen Y has been called ‘flighty’, ‘high maintenance’ and ‘demanding’ by the media.

Gen Y have also been labelled ‘selfish’ in their disregard for employers as they hop between jobs, doing whatever is in their best interests. Gen Y doesn’t seem to be thinking long term at all which is why organisations are finding it hard to retain them. They are more likely thinking about next year, the year after that, and that’s about as far as it goes.

Perhaps the main idea or mind set that Gen Y have then is: ‘Why should I work for you and what are you going to offer me?’ This may be the cause of frustration for employers then, but Gen Y are also a burgeoning generation (70 million; born between 1977 and 2002) that is coming of age and arriving in the workplace so employers will need to take notice and instil practices that meet their expectations.

Generation Y demands

Employers who want to retain Gen Y shouldn’t fight the Gen Y mentality. It’s more about knowing your talent pool or employees and working with their desires. We know that productivity is enhanced when people feel they are ‘understood’ and valued in the workplace.

Generation Y behaviours

Gen Y’s, regardless of career sector, are incredibly ambitious and determined to get to the top sooner rather than later.

• Having the right selection process in place will be fundamental to ensuring organisations do not end up with square pegs in round holes.

• Employers should put the time into ensuring that jobs are analysed properly and that position descriptions are up to date so that the reality of the job is understood as well as they opportunities for career development.

Gen Y have grown up believing they can take on the world so the recruitment process becomes a very important filtering step for both candidates and employers in matching skills and attitude with the position and the organisational culture.

Employers will be competing to attract the very best of Gen Y and integrate them into the workforce. That will mean representing a compelling employment opportunity that can ultimately help employers ‘get’ and ‘keep’ new talent so that key business objectives can be achieved into the future.

How to cope with Generation Y 

Employers will always need to change and adapt for the future. While Gen Y may not ultimately want anything different from their predecessors, they are different in that they are more prepared to ask for what they want. 

Practices that employers will benefit from when dealing with Gen Y (and arguably employees and candidates in general!) are: *

• Relationship Recruiting. Gen Y expects interface, contact, respect, consideration and prompt response. They need to feel valued throughout the recruitment experience and may need to be sold on the benefits of one option in relation others. Employers need to highlight the transferable skills that working in a particular occupation will provide and also consider recruiting from other occupations to widen their potential talent pool.

• Employment Branding. Gen Y is image conscious and expects to be associated with the best. Organisations employment brands should extend to candidates the unique opportunity and benefits of employment with your organisation. They also want to clearly understand what they will be doing day-to-day so employers should showcase successful graduate examples to motivate those coming through. This allows candidates to self-select based on the notion that their skill-set, education and experience are the right fit for the organisation.

• Candidate Experience. The initial interaction with a company should be a great experience for the candidate. These things include a quality website, simple application process and mechanism, and contact with recruiters. If they find this process frustrating or inadequate they will quickly move onto the next opportunity.

• Offer. For Gen Y the employment offer needs to be competitive and compelling. Employers should clearly outline the rewards and potential for progression, but the offer does not need to be solely around compensation. Gen Y value work-life balance and are likely to be loyal to their lifestyle rather than their job. Therefore employers should adopt flexible approaches to recruitment and selection. Employers should think laterally about what they can offer Gen Y, for example educational opportunities, international sister-company programs and mentoring.

• Onboarding. It is critical that in the first 12 months employees engage with the organisation, particularly for this group which is quick to change. The program should extend beyond induction and include appropriate training, relationship building with many different people in the organisation, consistent communication, and the opportunity to offer opinions on how things can be improved. It is important to make new employees feel welcome and like part of the team before they even start.

• Mentoring. As an extension of onboarding, a mentoring program can be offered. Pairing candidates from different generations or across departments of business can also be a great way to bridge gaps and build understanding throughout the workplace. Mentors should also have an express interest in their mentoree’s success.

• Feedback. The 6 monthly or yearly reviews are no longer enough. Gen Y expect feedback and validation more often and this may involve manager training or coaching to help bring about the appropriate performance review criteria and recognition to keep the Gen Y’s engaged. Employers should think short-term because Gen Y is thinking short term. Employers may want to think instead in three month goals or reviews. Employers should realise that they may only be a step to somewhere else. Therefore employers should treat themselves that way and outline to Gen Y what they get out of working for them. It all too important to remember it is the little things that count too; the things that everybody needs to be reinforced with; the little cups of coffee, the chats, and the pats on back.

• Flexibility / A Personalised Approach. Gen Y have different ideas about how and when they go about doing their work. With the onset of a virtual world and virtual teams, Gen Y look for more autonomy in the way they schedule their work, in telecommuting, home office arrangements and they seek meaningful work-life balance. Employers may also benefit from changing traditional organisational structures and hierarchies to accommodate individual skills, leading to more hybridised roles. These will play to an individual’s skill sets and their natural talents and may mean doing away with traditional job titles.

• Career-Pathing. Employers should be prepared for Gen Y to demand early responsibility and then they will need to make sure they are held accountable and feel valued. This propensity toward upward mobility means that Gen Y want to know not just what is required in their current role, but what will be required to progress to the next opportunity. Employers should demonstrate expedient career-pathing and succession planning so that they can retain talent, or Gen Y will look to next employer to do so.

Overall, employers will need to adopt a transparent, honest, flexible and personalised approach for individuals that permit work to suit people’s lives and not the other way around.

* Estis, R (2006) Nine Best Practices for Gen Y.