Each generation has different perspectives on the workplace. Members of one cohort may have difficulty understanding the perspectives of other generations which can cause conflict in a work environment. For example, a Baby Boomer manager may consider the perspectives and actions of his or her Gen Y employees to be disrespectful, rude or unprofessional. Gen Ys, however, may not intend to be rude or insulting, but rather \u00a0take a different view as to what is considered acceptable at work.<\/p>\n
One of the things that Gen Ys do significantly more than Gen Xers and Baby Boomers did is conduct a cost-benefit analysis of what it means to work at an organization. The costs to Gen Ys are often significantly different than they were for previous generations. Gen Ys place a higher value on a work-life balance and desired certain aspects of a job (such as team involvement and project rotations) more than other generations do.<\/p>\n
Fluidity in a workday and the ability to control ones workday are important to Gen Ys. This generations has grown up in a world where nothing has been rigid. Rather than expecting eight hours of work, eight hours of play and eight hours of sleep, Gen Ys are accustomed to having all aspects of their lives intermingled. Advances in technology have allowed for this type of lifestyle to exist. \u00a0From the introduction of ATMs, cell phones and the internet, our world shifted to one in which everyone can access what they want, when they want it.\u00a0 Gen Ys have never known a world that didn\u2019t allow for this high level of fluidity.<\/p>\n
When they come into a workplace where there are more structured hours, there is often a struggle for Gen Ys to understand and\/or feel the need to adhere to the structure. For example, Gen Ys don\u2019t understand why they can\u2019t leave early on Friday and make-up their work hours at another time that suits them better.<\/p>\n
In addition to a fluid work style, Gen Y want to create a life and to do work that has meaning to them. They want to understand the impact of the work that they do and the influence they are having on the team, department and organization they are part of. This can lead to situations where Gen Ys don\u2019t want to do work that they consider \u201croutine\u201d, because they don\u2019t place value or meaning to those tasks. They would rather do work that interests them and is more engaging and fun.<\/p>\n
Fortunately, organizations can address Gen Ys\u2019 desire for meaningful work in the recruitment phase. From the first touch point, it is important for an organization explain how the role \u00a0they will be in \u00a0provides meaning to the organization and to the broader community.\u00a0 Gen Ys have a strong sense of corporate social responsibility and want to ensure they are working for an organization that contributes positively to the local \/ national \/ global environment in which they work.\u00a0 By making a direct link between the work Gen Ys will do and the big picture impact they will have, you will be able to engage and motivate Gen Ys longer.<\/p>\n
There are a several ways that organizations, HR leaders and individual managers can help reduce conflict between Gen Ys\u2019 expectations and the workplace reality.\u00a0 In situations where a Gen Y\u2019s perspectives of work don\u2019t align with the perspectives of the organization, it is important that HR leaders and managers take the following action:<\/p>\n
How Gen Ys Feel About Work Each generation has different perspectives on the workplace. Members of one cohort may have difficulty understanding the perspectives of other generations which can cause conflict in a work environment. For example, a Baby Boomer … Continue reading