Generation Y, also known as Millennials, are entering the workforce in large numbers as Baby Boomers retire. A survey of over 1,000 Generation Y workers between ages 21-29 found:
1) They expect their careers to involve more frequent job changes, a greater focus on personal/family life, more advanced technology skills, and more education compared to previous generations.
2) About 1 in 4 consult their parents when making employment decisions, showing the influence of "helicopter parents" who are closely involved in their lives.
3) Contrary to stereotypes, Generation Y workers care deeply about long-term job security, saving for retirement, and career fulfillment rather than just instant grat
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
AchieveGlobal Survey Results: Motivation by Generation FactorsEileenDuffy
The document analyzes a survey conducted by AchieveGlobal to understand the motivational factors of employees across four generations currently in the workforce. The survey found that feeling good about one's work was the top motivator overall. Younger generations placed more importance on advancing their skills and careers while older generations valued flexibility. Providing informal, self-paced, and personalized learning opportunities best supports employees across generations.
This document discusses how businesses must adapt to attract and retain "Net Generation" or "Millennial" workers who have very different expectations than previous generations due to their immersion in technology and social media from a young age. It outlines that meeting the expectations of Net Geners will require significant changes to technology use and company culture. Specifically, companies will need to implement social and collaborative digital tools, flexible and stimulating work environments, and interactive training programs that blend digital and traditional learning. HR has an opportunity to lead this workplace transformation and ensure companies can attract the talent needed for future growth.
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
The document proposes the concept of "Fight Club", a youth movement in Moldova to address high youth unemployment. It would encourage youth to take initiative to improve their situation through actions like fighting corruption, rebuilding social values, and promoting entrepreneurship. The organization would create a network across the country, offer specialized courses to make youth more employable, and generate ideas to support young entrepreneurs and help them access financing. The goal is to empower youth to create positive change in their communities and make them less reliant on emigration or bribery to succeed.
For the first time ever we have 3 different generations in our workforce working together side-by-side: Baby Boomers, Generation X and Millennials (Gen Y).
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
AchieveGlobal Survey Results: Motivation by Generation FactorsEileenDuffy
The document analyzes a survey conducted by AchieveGlobal to understand the motivational factors of employees across four generations currently in the workforce. The survey found that feeling good about one's work was the top motivator overall. Younger generations placed more importance on advancing their skills and careers while older generations valued flexibility. Providing informal, self-paced, and personalized learning opportunities best supports employees across generations.
This document discusses how businesses must adapt to attract and retain "Net Generation" or "Millennial" workers who have very different expectations than previous generations due to their immersion in technology and social media from a young age. It outlines that meeting the expectations of Net Geners will require significant changes to technology use and company culture. Specifically, companies will need to implement social and collaborative digital tools, flexible and stimulating work environments, and interactive training programs that blend digital and traditional learning. HR has an opportunity to lead this workplace transformation and ensure companies can attract the talent needed for future growth.
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
The document proposes the concept of "Fight Club", a youth movement in Moldova to address high youth unemployment. It would encourage youth to take initiative to improve their situation through actions like fighting corruption, rebuilding social values, and promoting entrepreneurship. The organization would create a network across the country, offer specialized courses to make youth more employable, and generate ideas to support young entrepreneurs and help them access financing. The goal is to empower youth to create positive change in their communities and make them less reliant on emigration or bribery to succeed.
For the first time ever we have 3 different generations in our workforce working together side-by-side: Baby Boomers, Generation X and Millennials (Gen Y).
The document discusses how youth engage with new media and technology in both paid and unpaid ways. It explores different types of work youth undertake, such as preparatory work building skills for future jobs, unpaid digital work like open-source software development motivated by community rather than money, and entrepreneurial pursuits turning technical skills into self-employment. While many activities are non-market work or unpaid, some youth are able to freelance or publish work online/in print and make a living in new media fields through dedication to their craft. Overall, the document examines the wide variety of "work" youth contribute through new media, both as preparation for careers and intrinsic motivations.
Leadership in the age of Participation Trophies appears ever more challenging for those entering or existing in the leadership space, especially in the public sector. Observations from the field present a challenging picture of applying yesterday’s solutions to today’s problems.
The fact is that the oldest of the "millennials" are now almost 40 and have had the same things in life happen to them that every generation before them had (bankruptcy, divorce, disease etc.)
What's followed in the form of Gen Z however are a new crop of hard working, fair minded, worldly young people who aren't seeking what the generations before them once did.
Preparing to lead the next generation of young professionals, especially in the public sector, will take less of the hard‐line “command and control” methods of the past and more authenticity, personal strength and servant‐centered leadership along with the "soft" skills like empathy, self‐awareness, kindness, and self‐esteem.
As more Generation Y enter the work force, companies and associations face challenges of bridging multiple generations in the work force. This presentation from the MACA annual meeting, outlines some of the distinctions in the four generations in the workforce.
Havas People Onboarding Whitepaper Sept 2015Fiona Morris
This document discusses onboarding Generation Z employees. It notes that onboarding is important for employers, new employees, and society. Generation Z differs from previous generations in that they have grown up with social media, are entrepreneurial, have a more casual relationship with employers, and want meaningful work. However, the education system does not adequately prepare them for the workforce and careers advice is lacking. Employers are also unprepared for Generation Z. Effective onboarding of Generation Z will need to address their skills gaps and expectations for flexible, socially-connected work that makes a positive impact.
This document discusses generational differences in the workplace and how they can impact work dynamics. It outlines the key traits of Baby Boomers, Generation X, and Generation Y based on research. Baby Boomers are known for their strong work ethic and preferring face-to-face communication, while Generation X sees work more contractually and questions authority. Generation Y balances work and life effectively and expects high standards. Communication styles, views of loyalty, and unemployment rates differ between the generations. Leadership must consider these generational preferences to build effective multi-generational workgroups and keep all employees engaged.
This document discusses the Millennial generation and their impact and influence. Some key points:
- Millennials were born in the early 1980s to early 2000s and make up a large portion of the population in many countries.
- They came of age during the rise of the internet and social media and have a unique relationship with technology.
- The economic recession had significant impact on Millennials as they were entering the workforce.
- Millennials prioritize flexibility, meaningful work, innovation, and work-life balance over long-term career commitments to single employers.
- Their habits and priorities are shaping new types of businesses focused on experiences and collaborative consumption over asset ownership.
- Millennials
Keeping the Workforce – An acute workforce shortage stares us in the faceInfosys
By 2025, the United States will face a shortage of around 29 million workers as 77 million baby boomers retire from the workforce, but only 48 million Generation X members enter it. This will create a significant workforce gap and loss of expertise. Different generations also have varying workplace expectations that companies must cater to in order to retain talent. Meeting the needs of both retiring boomers and younger millennials will be challenging but provide opportunities to reduce attrition across generations through flexible work arrangements and mentorship programs. Managing workforce demographics and changing trends, such as increasing numbers of female employees and demand for learning and technology, will be key to ensuring access to talent.
Estudio de Edelman sobre la generación de los llamados "Millenials" (nacidos entre el 80 y el 95) y su relación y acciones en relación a marcas y organizaciones.
The document discusses four labor force megatrends that are converging to create a "perfect storm" in job markets across Canada. The megatrends are: 1) The lingering effects of the Great Recession, 2) an aging population as Baby Boomers retire, 3) increasing skill requirements for jobs, and 4) an unprepared workforce as too few workers upgrade their skills or complete post-secondary education. Taken together, these trends will profoundly impact job prospects for many Canadians for decades and underscore the need for lifelong learning and career management to weather the coming changes.
El libro diario registra 18 transacciones entre el 1 de mayo y el 31 de mayo. Incluye registros de apertura de cuenta corriente, compras, ventas, pagos, adquisición de equipos, y nómina. El balance de comprobación muestra saldos en cuentas como caja, bancos, cuentas por cobrar y más.
El libro diario registra 18 transacciones entre el 1 de mayo y el 31 de mayo. Incluye la apertura de una cuenta corriente en el banco, compras y ventas de mercancías a crédito y al contado, pagos de cuentas por pagar, adquisición de equipos de oficina y un terreno, y el pago de sueldos y salarios.
The document advertises various job roles at Skilliantech located across the UK and Europe. Positions include ETL Architect, OBIEE Technical Architect, Solution Architect – DWH, and ODI Consultant in Bradford, UK as well as Technical Architect - .Net and Business Analyst in London. Engineering roles related to automotive, aircraft design, and manufacturing are also listed across locations like Coventry, Hamburg, and multiple sites in Europe. Candidates are instructed to send their CVs to careers@skilliantech.com for consideration.
1) The document analyzes spatial discrimination between Bertrand and Cournot competition with asymmetric demands using a barbell model with two firms and two markets.
2) It finds that under Cournot competition, the market size effect is crucial in determining firm locations, with both firms agglomerating in the large market, but this effect is insignificant under Bertrand competition.
3) The equilibrium price in the large market and aggregate profits are lower under Cournot competition, but social welfare is higher, if one market is sufficiently large and transport costs are high.
This document contains information about a multi-level marketing opportunity including commission structures. It provides details on earning 20% commission for all new members at the premium level, 30% commission after reaching your first level close at the silver level, and higher commissions at higher levels including 50% commission after your third level close at the diamond level. It also includes organizational charts showing the team structure.
Leveraging Cloud Storage In Your Job CampaignTom Eberle
More than ever it’s important to be organized and have access to your information in a minutes’ notice. This is particularly true for the job campaigner, juggling a multitude of documents on the run, from a variety of computers and mobile devices. In this presentation I’ll explain what cloud storage is, why it’s important to you, and how you can leverage it in your job campaign to simplify your life.
What you’ll learn:
· Cloud Storage –What is it anyway?
· How does it work?
· How can I use it in my job campaign?
· How can I use it at the job club?
· Comparison of cloud storage services
· Security Issues-What are they and how to overcome them
Running head POLICE ETHICS2POLICE ETHICSAbstract (summary).docxcharisellington63520
Running head: POLICE ETHICS
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POLICE ETHICS
Abstract (summary)
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Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. During Sheriff Baca's speech, he used several demonstrated EI leadership styles to emotionally connect with his new deputies and their families: * Visionary: self-confidence; change catalyst; mobilize others to follow a vision * Democratic: team leadership; communication; build commitment through participation * Coaching: emotional self-awareness; builds strengths for the future The Sheriff was fully aware that the young officers he was addressing were not of his generation, but a unique generation. Providing the tools for the Y Generation employee's success in the organization will help ensure additional interest and careers in law enforcement by creating a working environment where mentors (coaching) are honest and clear, stating what specific behaviors are expected and why they are good or bad.
THEY'RE HERE! The face of law enforcement is going to change and be quite different than what we know today. This will be largely due to the influx of the "Y Generation". What does this mean for the profession of law enforcement, which is a traditionally administered in a para-military manner? Policing usually defers decisionmaking to those of higher rank in a top-down management style. Given the norms and perspectives of those now entering our agencies, the "usual" way may no longer be enough.
Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. Leadership through Emotional Intelligence 'EI' will be what matters; open communication, teamwork and input from each member of the team may become the hallmark of those organizations that will succeed in the coming decade.
Generation Y
Those entering our workforce are substantially different than those now in charge. Baby Boomers, those born 1946 to 1964, are generally characterized by long work hours, sacrificing family time, and tending to stay with one company or organization for the span of their careers (Gamel, 2001). Generation Y considers work important, but prefers to balance work with personal and family time. They also express a need to be valued for doing the job and can be expected to change jobs numerous times looking for the right fit if not engaged (Gamel, 2001).
According to Cara Spiro in "Workplace Transformation" those now entering the workplace share "...optimism, education, collaborative ability, and open-mindedness." She says the "Y Generation are the hottest commodities on the .
This document discusses generational differences in the workplace between Millennials and older generations. It notes that while stereotypes exist about Millennials being disloyal, needy, entitled, and preferring casualness, actual differences in core values between generations are minimal. Both surface values like technology and deeper values like teamwork are shared across generations. The document also discusses Millennial expectations about promotions and preferences for autonomy and leadership opportunities at work. Overall it argues managers should understand generational traits to enhance performance and satisfaction of all employees.
The document discusses how youth engage with new media and technology in both paid and unpaid ways. It explores different types of work youth undertake, such as preparatory work building skills for future jobs, unpaid digital work like open-source software development motivated by community rather than money, and entrepreneurial pursuits turning technical skills into self-employment. While many activities are non-market work or unpaid, some youth are able to freelance or publish work online/in print and make a living in new media fields through dedication to their craft. Overall, the document examines the wide variety of "work" youth contribute through new media, both as preparation for careers and intrinsic motivations.
Leadership in the age of Participation Trophies appears ever more challenging for those entering or existing in the leadership space, especially in the public sector. Observations from the field present a challenging picture of applying yesterday’s solutions to today’s problems.
The fact is that the oldest of the "millennials" are now almost 40 and have had the same things in life happen to them that every generation before them had (bankruptcy, divorce, disease etc.)
What's followed in the form of Gen Z however are a new crop of hard working, fair minded, worldly young people who aren't seeking what the generations before them once did.
Preparing to lead the next generation of young professionals, especially in the public sector, will take less of the hard‐line “command and control” methods of the past and more authenticity, personal strength and servant‐centered leadership along with the "soft" skills like empathy, self‐awareness, kindness, and self‐esteem.
As more Generation Y enter the work force, companies and associations face challenges of bridging multiple generations in the work force. This presentation from the MACA annual meeting, outlines some of the distinctions in the four generations in the workforce.
Havas People Onboarding Whitepaper Sept 2015Fiona Morris
This document discusses onboarding Generation Z employees. It notes that onboarding is important for employers, new employees, and society. Generation Z differs from previous generations in that they have grown up with social media, are entrepreneurial, have a more casual relationship with employers, and want meaningful work. However, the education system does not adequately prepare them for the workforce and careers advice is lacking. Employers are also unprepared for Generation Z. Effective onboarding of Generation Z will need to address their skills gaps and expectations for flexible, socially-connected work that makes a positive impact.
This document discusses generational differences in the workplace and how they can impact work dynamics. It outlines the key traits of Baby Boomers, Generation X, and Generation Y based on research. Baby Boomers are known for their strong work ethic and preferring face-to-face communication, while Generation X sees work more contractually and questions authority. Generation Y balances work and life effectively and expects high standards. Communication styles, views of loyalty, and unemployment rates differ between the generations. Leadership must consider these generational preferences to build effective multi-generational workgroups and keep all employees engaged.
This document discusses the Millennial generation and their impact and influence. Some key points:
- Millennials were born in the early 1980s to early 2000s and make up a large portion of the population in many countries.
- They came of age during the rise of the internet and social media and have a unique relationship with technology.
- The economic recession had significant impact on Millennials as they were entering the workforce.
- Millennials prioritize flexibility, meaningful work, innovation, and work-life balance over long-term career commitments to single employers.
- Their habits and priorities are shaping new types of businesses focused on experiences and collaborative consumption over asset ownership.
- Millennials
Keeping the Workforce – An acute workforce shortage stares us in the faceInfosys
By 2025, the United States will face a shortage of around 29 million workers as 77 million baby boomers retire from the workforce, but only 48 million Generation X members enter it. This will create a significant workforce gap and loss of expertise. Different generations also have varying workplace expectations that companies must cater to in order to retain talent. Meeting the needs of both retiring boomers and younger millennials will be challenging but provide opportunities to reduce attrition across generations through flexible work arrangements and mentorship programs. Managing workforce demographics and changing trends, such as increasing numbers of female employees and demand for learning and technology, will be key to ensuring access to talent.
Estudio de Edelman sobre la generación de los llamados "Millenials" (nacidos entre el 80 y el 95) y su relación y acciones en relación a marcas y organizaciones.
The document discusses four labor force megatrends that are converging to create a "perfect storm" in job markets across Canada. The megatrends are: 1) The lingering effects of the Great Recession, 2) an aging population as Baby Boomers retire, 3) increasing skill requirements for jobs, and 4) an unprepared workforce as too few workers upgrade their skills or complete post-secondary education. Taken together, these trends will profoundly impact job prospects for many Canadians for decades and underscore the need for lifelong learning and career management to weather the coming changes.
El libro diario registra 18 transacciones entre el 1 de mayo y el 31 de mayo. Incluye registros de apertura de cuenta corriente, compras, ventas, pagos, adquisición de equipos, y nómina. El balance de comprobación muestra saldos en cuentas como caja, bancos, cuentas por cobrar y más.
El libro diario registra 18 transacciones entre el 1 de mayo y el 31 de mayo. Incluye la apertura de una cuenta corriente en el banco, compras y ventas de mercancías a crédito y al contado, pagos de cuentas por pagar, adquisición de equipos de oficina y un terreno, y el pago de sueldos y salarios.
The document advertises various job roles at Skilliantech located across the UK and Europe. Positions include ETL Architect, OBIEE Technical Architect, Solution Architect – DWH, and ODI Consultant in Bradford, UK as well as Technical Architect - .Net and Business Analyst in London. Engineering roles related to automotive, aircraft design, and manufacturing are also listed across locations like Coventry, Hamburg, and multiple sites in Europe. Candidates are instructed to send their CVs to careers@skilliantech.com for consideration.
1) The document analyzes spatial discrimination between Bertrand and Cournot competition with asymmetric demands using a barbell model with two firms and two markets.
2) It finds that under Cournot competition, the market size effect is crucial in determining firm locations, with both firms agglomerating in the large market, but this effect is insignificant under Bertrand competition.
3) The equilibrium price in the large market and aggregate profits are lower under Cournot competition, but social welfare is higher, if one market is sufficiently large and transport costs are high.
This document contains information about a multi-level marketing opportunity including commission structures. It provides details on earning 20% commission for all new members at the premium level, 30% commission after reaching your first level close at the silver level, and higher commissions at higher levels including 50% commission after your third level close at the diamond level. It also includes organizational charts showing the team structure.
Leveraging Cloud Storage In Your Job CampaignTom Eberle
More than ever it’s important to be organized and have access to your information in a minutes’ notice. This is particularly true for the job campaigner, juggling a multitude of documents on the run, from a variety of computers and mobile devices. In this presentation I’ll explain what cloud storage is, why it’s important to you, and how you can leverage it in your job campaign to simplify your life.
What you’ll learn:
· Cloud Storage –What is it anyway?
· How does it work?
· How can I use it in my job campaign?
· How can I use it at the job club?
· Comparison of cloud storage services
· Security Issues-What are they and how to overcome them
Running head POLICE ETHICS2POLICE ETHICSAbstract (summary).docxcharisellington63520
Running head: POLICE ETHICS
2
POLICE ETHICS
Abstract (summary)
The full text may take 40-60 seconds to translate; larger documents may take longer.
Cancel
Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. During Sheriff Baca's speech, he used several demonstrated EI leadership styles to emotionally connect with his new deputies and their families: * Visionary: self-confidence; change catalyst; mobilize others to follow a vision * Democratic: team leadership; communication; build commitment through participation * Coaching: emotional self-awareness; builds strengths for the future The Sheriff was fully aware that the young officers he was addressing were not of his generation, but a unique generation. Providing the tools for the Y Generation employee's success in the organization will help ensure additional interest and careers in law enforcement by creating a working environment where mentors (coaching) are honest and clear, stating what specific behaviors are expected and why they are good or bad.
THEY'RE HERE! The face of law enforcement is going to change and be quite different than what we know today. This will be largely due to the influx of the "Y Generation". What does this mean for the profession of law enforcement, which is a traditionally administered in a para-military manner? Policing usually defers decisionmaking to those of higher rank in a top-down management style. Given the norms and perspectives of those now entering our agencies, the "usual" way may no longer be enough.
Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. Leadership through Emotional Intelligence 'EI' will be what matters; open communication, teamwork and input from each member of the team may become the hallmark of those organizations that will succeed in the coming decade.
Generation Y
Those entering our workforce are substantially different than those now in charge. Baby Boomers, those born 1946 to 1964, are generally characterized by long work hours, sacrificing family time, and tending to stay with one company or organization for the span of their careers (Gamel, 2001). Generation Y considers work important, but prefers to balance work with personal and family time. They also express a need to be valued for doing the job and can be expected to change jobs numerous times looking for the right fit if not engaged (Gamel, 2001).
According to Cara Spiro in "Workplace Transformation" those now entering the workplace share "...optimism, education, collaborative ability, and open-mindedness." She says the "Y Generation are the hottest commodities on the .
This document discusses generational differences in the workplace between Millennials and older generations. It notes that while stereotypes exist about Millennials being disloyal, needy, entitled, and preferring casualness, actual differences in core values between generations are minimal. Both surface values like technology and deeper values like teamwork are shared across generations. The document also discusses Millennial expectations about promotions and preferences for autonomy and leadership opportunities at work. Overall it argues managers should understand generational traits to enhance performance and satisfaction of all employees.
This document discusses managing a multi-generational workforce. It notes that by 2020, Gen Y will represent 44% of the US workforce and outlines key differences between generations like their views on work-life balance, job stability, and technology experience. To engage multiple generations, the document recommends improving feedback mechanisms, promoting connectivity using social tools, evaluating the employee experience, and facilitating positive dialogue about generational issues. The overall message is that embracing diversity across generations can provide benefits if leaders adapt their mindsets and processes.
- There are four main generations currently in the workforce - Matures, Baby Boomers, Generation X, and Millennials - who have different values, communication styles, and work habits due to life experiences.
- Managing a multi-generational workforce requires understanding each generation's perspectives and using different management styles tailored to each generation's values. Managers should not impose their own values and instead manage according to each employee's values.
- Bridging generational gaps involves drawing on the strengths of each generation by having older generations mentor younger ones and leveraging technology skills across generations. The diversity of perspectives across generations can make for a stronger team if properly motivated around shared objectives.
Gen Now - Understanding the Multi-Gen Workforce and the Coming Leadership Def...Kelly Services
The document discusses strategies for engaging a multi-generational workforce. It notes that the modern workforce includes Baby Boomers, Gen X, and Gen Y employees who have different expectations of work. To be successful, organizations must adapt their mindsets and processes to genuinely integrate the learning and leadership styles of all generations. The document recommends improving feedback mechanisms, promoting connectivity, evaluating the employee experience, and facilitating positive dialogue about generational differences to engage a multi-generational workforce.
Data was collected from groups of Generation Y employees of corporate institutions, freelancers, entrepreneurs, small business workers as well as students between the ages of 16-30. Participants in the research were asked to provide basic biographical data† and then answer a series of 15 questions which pertained to their beliefs and opinions about current and past experiences and habits. These were based around Political, Economic, Social and Technological topics.
Have questions? Tweet @calomas
At the end of the lesson, you should be able to:
-compare responses to shared moral dilemmas of baby boomers and millennials
-state qualities of the filinnials
-differentiate ethics from religion
-appreciate the role of religion in globalized world
This document provides information about millennials and Filinnials (Filipino millennials). It discusses the characteristics and traits of millennials, including that they value meaningful motivation, challenge hierarchy, place importance on relationships with superiors, have intuitive technology knowledge, are open to change, value tasks over time, have a passion for learning, are receptive to feedback, are free-thinking and creative, and value teamwork and social interactions. It then discusses some of the top traits of Filinnials, including that they value authenticity, want to be rewarded for loyalty, favor word-of-mouth recommendations, are tech-savvy, will pay for experiences, are socially conscious, carefully consider prices, love good content, have selective attention
This document discusses managing different generations in the workplace. It outlines the key characteristics of the Lost Generation, Baby Boomers, Generation X, and Generation Y. Some of the challenges of a multigenerational workforce include differing work ethics, views of authority, and technological skills. To promote safety and productivity, managers must understand what motivates each generation and provide customized feedback, training, and rewards. Fostering respect among generations and allowing each to contribute their strengths can help create a cooperative team environment.
This document discusses the characteristics of Generation Y and how they can be engaged in the workforce. It describes Generation Y as individualistic yet team-oriented, confident, ambitious, expecting, "famous", open, direct, empowered, wired, global, mobile, independent, information-rich, associative, instantaneous, always "on", impatient, adaptable, diverse, and able to absorb information and innovate. It provides expectations Generation Y has for work environments and tips for employers on engaging this generation.
Y in the Workplace will be of interest to anyone who works with or manages people born between 1980 and 2000, the members of Gen Y.
Its goal is to help readers recognize and take advantage of Gen Y’s special strengths, and to mentor them into effective leaders for tomorrow.
This document discusses generational differences in the workplace. It explores three main generations currently in the workforce - Baby Boomers, Generation X, and Generation Y. Each generation has distinct personality traits and workplace preferences shaped by the time period in which they were raised. Baby Boomers prefer face-to-face communication and group work. Generation X sees work more contractually and questions authority. Generation Y values work-life balance, is goal-oriented, and most connected to technology. These differences can lead to challenges around communication styles and views of responsibility in the workplace between generations. Understanding generational traits is important for organizations to manage intergenerational dynamics effectively.
FS - Ebook - Engaging Millenials in the Workplace (18872)April Scarlett
Millennials, born between 1980-2004, now make up 75% of the global workforce. While often stereotyped as entitled and lazy, research shows millennials are highly skilled, tech-savvy, and eager to contribute to organizations if properly engaged. Millennials prefer work-life balance, team environments, and opportunities for growth over money. They are innovative, seek feedback, and will promote companies actively through social media if they feel excited about the workplace culture. To attract and retain millennials, companies need innovative hiring processes, opportunities for leadership development, and challenges that engage their skills over the long-term.
Millennials, born around the turn of the 21st century, will reshape the workplace as they enter employment. As the most diverse generation, they follow their dreams with confidence and want work that has purpose and contributes to the world. Millennials expect to keep learning through new experiences and information. They want flexibility in how and where they work, and feel constrained by rigid hierarchies and outdated practices. Employers will need to understand millennials' goals of work-life balance, diversity and inclusion, global opportunities, and engaging work environments to attract and retain their talent.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy. Understanding generational differences can help employers engage younger workers and ensure business success.
This presentation summarizes common characteristics of Generation Y to help understand their motivations and develop strategies for managing intergenerational relationships in the workforce. Key points include: Generation Y comprises over 70 million people in the US and will make up nearly half the workforce by 2014; formative events like 9/11, the Iraq War, and technology shaped their worldview; they value meritocracy, camaraderie, non-traditionalism, and work-life integration; implications for businesses include addressing expectations around compensation, career opportunities, collaboration, and feeling nurtured in the workplace. The goal is to understand generational differences and disconnects to facilitate a positive transition into the workforce.
Multigenerational Graduates Transitioning into the Workforce - PD Committee P...Theresa Green-Ervin
Tools that can assist Career Service Professionals and Recruiters/Employer Relations to further engage with multigenerational students entering the workforce. Also, will cover the needs of the generations and the organizations.
The document discusses generational differences in the workplace, focusing on Millennials born between 1977-1995. It provides background on Millennial characteristics, notes they will soon make up the majority of the workforce, and discusses how companies can better manage and recruit Millennial employees through mentorship, flexible schedules, and emphasizing meaningful work. Examples are given of companies like the U.S. Army, Deloitte, and Merrill Lynch that have adapted their management styles to be more effective with Millennial workers.
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Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
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<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
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My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
2. INTRODUCTION
They’re the children of the baby boomers,
but their life experiences have been
markedly different from those of their par-
ents. They’re Generation Y – also known as
the Millennial Generation – and they’re a
teamplayers
force to be reckoned with. Members of this
group are broadly defined as those born
between 1979 and 1999. The youngest
sets the bar high
members of this generation are still in ele-
mentary school, while the vanguard is not afraid to
already in the workforce.
make mistakes
As more baby boomers retire, this sizable
generation will become an increasingly vital
segment of the workforce. This paper focus- socially involved
es on the most senior slice of Generation Y –
those who are 21 to 29 years of age and selfconscious
beginning their careers. They are the man-
agers, supervisors and executives of tomor-
row. And in terms of their work styles, profes-
sional expectations and career concerns,
they show some distinct preferences.
Along with providing and interpreting the
survey results, this guide offers specific
strategies your company can implement to
position itself as an employer of choice to
this generation, based on the combined
experience of Robert Half International and
Yahoo! Hotjobs. It also provides tips to try to
help you keep your Generation Y workers
motivated, inspired and loyal to your firm.
We hope it’s a useful tool and invite you to
visit www.roberthalf.nl for additional surveys
on other topics.
Methodology
To find out the “why” behind Generation Y, we
went straight to the source. Our goal was to
understand this group’s professional priorities
and mindset: what motivates them at work,
what types of career concerns keep them
awake at night, how they view their roles and
responsibilities in the workplace and what
they want from their employers. To find the
answers to these questions, Robert Half
International and Yahoo! Hotjobs commis-
sioned a survey in the United States in the
second quarter of 2007 by an independent
research firm, of more than 1,000 adults ages
21 to 28, sampling an equal percentage of
men and women. The majority of respondents
(79 percent) were college graduates employed
full-time; the rest were employed part-time
and/or still attending college. In addition, we
included results of a Robert Half Workplace
Survey, which included European respondents.
3. THE ‘WHY’ BEHIND GENERATION Y
“Babyboomers are starting to retire now.
This enables Generation Y to fill in and
climb the ranks, bringing with them positivism,
enthusiasm and much needed new ideas.”
Hein-Pieter Okker, Senior Manager, Robert Half
Approximately one in four This slice of Generation Y takes for granted the pervasiveness of technology in daily
life. In fact, professionals in this age group may not recall a time without personal
Gen Y workers polled consults his computers, cable television, the Internet, cell phones and instant messaging. They
or her parents first when making spend a significant portion of their time online – socializing, shopping, banking,
employment decisions studying, downloading music, watching movies, playing games, communicating,
looking for jobs, researching potential employers and seeking information that will
help them build their careers.
Generation Y adults also are likely accustomed to close and constant parental
involvement in their lives, which has earned them the label, “The Tethered
Generation.” They may call, text-message, instant message or e-mail their parents
multiple times a day. Many have grown up with “helicopter parents,” (those who
paid very close attention to their children and “hovered” overhead) who now are
available at the speed of e-mail to offer advice and guidance, or intervene on their
children’s behalf when it comes to difficulties at school or on the job.
Compared to previous generations, Like generations before them, Generation Y has often been discussed and studied.
At best, this group has been depicted as eager and tech-savvy, requiring that work
Gen Y expects to have be both fun and challenging. At worst, they’ve been characterized as an overstim-
ulated, high-maintenance generation hooked on instant gratification. They’ve also
• More frequent job/career changes (15%)
been accused of having a sense of entitlement and unreasonable expectations
• Greater focus on personal/family life (12%) about work.
• More knowledge of advanced
In reality, our survey results point to an ambitious, highly motivated generation that
technology (10%) shares many of the same concerns as their predecessors. In fact, the survey
• More education (9%) respondents appeared more attuned to issues such as saving for retirement, hav-
ing good healthcare benefits and balancing work and personal obligations than
might be expected of those who are relatively new to the workforce. Much of this
may be due to the fact that they’ve witnessed significant uncertainty in their life-
times, making security and stability increasingly attractive, both in their personal
lives and on the job.
S U RV EY G E N E R AT I O N Y
3
4. WHAT PEOPLE SAY ABOUT GENERATION Y VERSUS THE REALITY
Stereotype Reality
Generation Y lives in the moment One-third of respondents were concerned about finding/keeping a job,
and would rather play than work. supporting themselves and their families, and “saving enough” money.
They’ve watched their parents, they know that long-term job security can be elusive, and
they have no illusions about how hard they’ll have to work to achieve financial security
and stability. Twenty-six percent worry about finding work, whether jobs will be available
in their chosen fields and if they will have career longevity. And 23 percent are most
concerned with finding fulfilment on the job, working in a positive environment and
advancing in their careers.
Generation Y expects They’re focused on the future and worried about funding their retirement.
instant gratification. This group questions whether State retirement funds will be available for them. Our
survey revealed that, when Generation Y evaluates employment opportunities, “benefits”
are one of the top three deciding factors.
This generation slacks off at work 73 percent worry about balancing professional and personal obligations.
to take care of personal matters. Generation Y watched their parents struggle to achieve a balance between work and
personal obligations. Like their parents before them, Generation Y wants to have it all –
fulfilling work, families and rich personal lives. That they should be able to do it is
assumed; how to do it is far less certain – and they expect the companies they work for
to help them find a way.
Generation Y workers They want frequent communication with the boss.
can’t take direction. Generation Y is accustomed to hearing timely critiques about their performance. They
seek managers who are willing to let them figure out their own strategies for getting the
job done while at the same time being approachable and available to provide advice,
assistance and support. According to our survey, a mere 10 percent of Generation Y are
comfortable with communicating only once a week with their bosses – most want daily
feedback.
Generation Y employees have They expect to pay their dues in different ways.
a sense of entitlement and It’s true; members of this generation expect to rise up the ranks quickly. In fact, about half
don’t want to “pay their dues.” of those we surveyed believe that professionals should have to spend only one or two
years proving themselves in entry-level positions. However, this is a group that expects to
pay dues in other ways – namely, through education. Nearly three-quarters think it’s like-
ly they will go back to school to obtain another degree during the course of their careers.
73%
Nearly three out of four of those
surveyed say it’s likely they’ll go
back to school to obtain another
academic degree/certification
S U RV EY G E N E R AT I O N Y
4
5. HELP WANTED: WHAT GENERATION Y LOOKS FOR IN EMPLOYERS
“If I have to work on a Saturday, “What about about working at home?
can I have a day off during the week?” Because Rotterdam - Apeldoorn
by train is quite far.”
“How often will I receive “Do I really have
feedback or coaching?” to wear a tie in
the office?”
“How many education days per month do I have during my trainee period?”
“Can I also buy extra holiday-days?”
Students from Trainee Development Program, Achmea
Generation Y’s image of the ideal employer reflects a down-to-earth blend of
idealism and pragmatism, of concern for self and for others. As a group, they share
the belief that organizations should benefit both the individual and broader society.
At the same time, they are reluctant to sacrifice professional security and growth for
broader values.
There are definitely differences between Generations and what they look for in
employers, according to Jenny Coolen, Branding & Recruitment Specialist, Sara Lee.
“Generation Y’ers almost always ask in their first interview what their next step
could be in the company and what the company’s education and coaching program
GEN Y RESPONDENTS RANKED THE FOLLOWING JOB is. They want to have a clear view and are not afraid to ask for it, in comparison with
CONSIDERATIONS ON A 1-TO-10 SCALE, WITH 10 BEING other generations.”
MOST IMPORTANT, AND 1 LEAST IMPORTANT
To attract Generation Y, Sara Lee offers flexible hours, an extended holiday package
Salary 9.05 and several education and coaching opportunities. To further attract Generation Y
talent, Sara Lee offers the Young Leadership program and the Sara Lee Interns
Benefits (health insurance, etc.) 8.86
United networking organisation.
Opportunities for career growth/advancement 8.74
The company’s location 8.44
Company leadership 7.95
The company’s reputation/brand recognition 7.56
Job title 7.19
In-house training programs 6.95
Tuition reimbursement programs 6.44
The diversity of the company’s staff 6.07
The company’s charitable/philanthropic efforts 6.06
Source: Generation Y report (US) by Robert Half
S U RV EY G E N E R AT I O N Y
5
6. HOW IS GENERATION Y SEARCHING FOR JOBS?
Members of Generation Y are adept users of both new and
traditional media. Thanks to online social networking, they are
quick to share their knowledge and opinions with one another.
Looking for work Online: Online:
• Nearly three-quarters of Generation Remember that this group is attracted to corporate images and brand names. Even
professionals visit company websites to if your company isn’t well known, you can provide information that speaks to your
learn more about prospective employers firm’s reputation and what you stand for, including industry awards or accolades. If
you’re a leader in your industry, but not a household name, point out your reputation
• More than two-thirds use job boards
within your niche.
• Nearly one-quarter use social networking
sites (Hyves, LinkedIn, FaceBook, etc.)
Y
Looking for work Offline: Offline:
• More than half of Generation Y job seekers Your website, recruitment advertising and corporate literature should communicate
check newspaper or magazine want ads in vivid detail your firm’s commitment to providing competitive salary, top benefits
and career growth. Assuming these actually are your company’s values, and
• Nearly one-third use staffing and
describe your programs.
recruiting firms
• One-quarter ask their parents for leads
S U RV EY G E N E R AT I O N Y
6
7. SUCCESS DEFINED: WHAT GENERATION Y WANTS IN A CAREER
“Y professionals favor a manager who not
only gives them attention and respect,
but also is able to help them
with their professional growth.”
Barbara Kollee, Senior Manager, Robert Half
“HOW LONG DO YOU EXPECT TO STAY AT YOUR
CURRENT POSITION?”
Less than one year 16%
One to two years 24%
Three to five years 19%
Six years or more 22%
Not sure 19%
Source: Generation Y report (US) by Robert Half
GEN Y RESPONDENTS RANKED THE FOLLOWING JOB Now that we know what Generation Y looks for in a job offer, let’s consider what they
CONSIDERATIONS ON A 1-TO-10 SCALE, WITH 10 BEING
want in their careers over the long term – keeping in mind that “long” for these profes-
MOST IMPORTANT, AND 1 LEAST IMPORTANT.
sionals means years, not decades. More than half of those surveyed believe they should
spend just one to two years “paying their dues” in entry-level positions. Moreover, near-
Working with a manager I can respect and learn from 8.74
ly half (43 percent) of Generation Y workers surveyed said they plan to stay between
Working with people I enjoy 8.69 one and five years at their current jobs, while only 22 percent expect to spend six or
more years in the same position.
Having work/life balance 8.63
To retain your Generation Y workers, focus on the work environment. Workplace factors
Having a short commute 7.55
that are most important to Generation Y are working with a manager they respect and
Working for a socially responsible company 7.42 people they enjoy, and striking a balance between personal and work obligations.
Having a nice office space 7.14
Working with state-of-the-art technology 6.89
Source: Generation Y report (US) by Robert Half
“HOW MUCH TIME DO YOU THINK
PROFESSIONALS ENTERING THE WORKFORCE
SHOULD HAVE TO SPEND ‘PAYING THEIR DUES’
IN ENTRY-LEVEL POSITIONS?”
Less than one year 16%
One to two years 51%
Two to three years 19%
More than three years 5%
Not sure 9%
Source: Generation Y report (US) by Robert Half
S U RV EY G E N E R AT I O N Y
7
8. WHAT DOES GENERATION Y EXPECT FROM A MANAGER?
As with professionals of all ages, the quality of a Generation Y employee’s relation-
ship with his or her manager is directly linked to job satisfaction. Remember that
Generation Y are accustomed to direct, ongoing supervision and guidance from par-
ents, teachers and other authority figures. They seek a similar relationship with their
bosses, looking to them for almost constant feedback. In fact, 35 percent of those
surveyed want to communicate with the boss several times a day. Once per day is
sufficient for one-quarter of respondents, while only 10 percent would be content
with weekly communication. Clearly, this generation, like most workers starting
their careers, has high ideals when describing the types of supervisors they seek.
By contrast, Generation Y’s “nightmare” boss is,
according to one of our candidates,
“a micromanager who is not concerned with my
professional development, and who tends to place
blame on everyone other than themselves.”
Ronald de Zoete, Associate Director, Robert Half
In essence, being a good manager to Generation Y means being a good manager –
period. After all, who wouldn’t want to work for a supportive coach and mentor? But
for Generation Y, having a good boss is particularly important. This is a group that
has high expectations for authority figures and craves continual feedback and rein-
forcement. Pairing these staff members with your best managers will go a long way
toward keeping these employees satisfied and productive.
Gen Y respondents were asked,
“How would you describe your
dream boss?”
The top responses were:
• Good management skills
• Pleasant and easy to get along with
• Understanding and caring
• Flexible and open-minded
• Respects/values/appreciates employees
• Good communication skills
S U RV EY G E N E R AT I O N Y
8
9. CONCLUSION
Companies that make an effort to understand
and act upon these professionals’ viewpoints
will find themselves with a dedicated
and ambitious group of workers.
Without question, the workplace is changing. Much like the generations before
them, Generation Y employees bring specific values and ideals to the business world
that ultimately will alter workplace policies and management strategies. Companies
that make an effort to understand and act upon these professionals’ viewpoints will
find themselves with a dedicated and ambitious group of workers. Creating an
attractive environment for these staff members will be particularly important in the
coming years, as more baby boomers retire and firms look to new generations of
workers to replace them. The good news is that many of the perks Generation Y seek
– such as education, training and advancement opportunities – not only will help
firms attract and retain these professionals right now, but also will position these
workers to tackle new business challenges and help their firms grow and prosper in
the future.
S U RV EY G E N E R AT I O N Y
9
10. WHAT SHOULD YOUR COMPANY OFFER?
ADVICE
Given the preferences and values expressed by survey respon-
dents, the following strategies may help your firm recruit and
retain this group:
Make them an offer they can’t refuse.
• Ensure that the compensation your company offers is slightly above the average
for your industry and region.
• Generation Y are accustomed to instant results, make them an upfront offer they
can’t refuse.
Put yourself in their shoes when thinking about benefits.
• Make your programs easy to understand and clearly highlight all of your perks and
benefits.
• Generation Y expects everything to be arranged upfront, so make sure you take
care of it.
Offer them career options.
More than 50% of Dutch generation Y’ers say the biggest reason to leave a company
is because of a lack of career opportunities.
“Generation Y will take the great offer now
over an even better one tomorrow.”
Hein-Pieter Okker, Senior Manager, Robert Half
Top career concerns:
• financial security (33%)
• job stability (26%)
• career satisfaction (23%) TOP 3 REASONS WHY GENERATION Y EMPLOYEES
WOULD LEAVE A COMPANY
No opportunities for career development 51%
Not satisfied with salary 39%
Work/life not in balance 12%
If you provide it, they will stay…
Source: Workplace Survey (EU) 2005 by Robert Half
Gen Y’s most-valued benefits:
• healthcare coverage
• paid vacation
• dental care coverage
• bonuses
• flexible work hours/telecommuting
A DV I C E - S U RV EY G E N E R AT I O N Y
10
11. WHAT SHOULD YOUR COMPANY OFFER?
ADVICE
WHICH ADDITIONAL BENEFITS MOTIVATE
GENERATION Y STAFF?
Total NED IRL FRA GER GBR BEL CZE ITA LUX AUS NZL
Total respondents 1765 150 100 200 200 303 206 100 101 102 201 102
Career development 32% 37% 28% 42% 36% 28% 32% 25% 9% 22% 43% 38%
Flexible hours 36% 31% 35% 56% 44% 28% 45% 2% 16% 38% 37% 40%
Evaluations/bonuses 33% 27% 35% 48% 24% 33% 43% 31% 16% 44% 31% 25%
Not motivated by additional benefits 17% 23% 13% 14% 13% 16% 9% 17% 53% 20% 10% 16%
Frequent team meetings 8% 10% 12% 9% 14% 3% 9% 0% 12% 6% 7% 10%
More holidays 13% 10% 18% 36% 9% 8% 21% 1% 4% 14% 4% 12%
No answer 1% 0% 1% 0% 2% 1% 0% 8% 0% 0% 0% 0%
Source: Workplace Survey (EU) 2005 by Robert Half
• Showcase perks such as in-house training programs, tuition reimbursement, paid
time off to attend professional development events, and reimbursement of mem-
bership fees for professional associations. During recruiting events and job inter-
views, provide concrete examples of employees who have taken advantage of these
opportunities so prospective hires know that capitalizing on these offerings is
encouraged.
• Develop a mentoring program in your department or company. If your organization
has multiple locations and a corporate intranet, don’t overlook the benefits of e-
mentoring as a supplement to more traditional arrangements.
• Give professional assignments that stretch their abilities and allow them to
develop multiple competencies, such as team leadership, business management
and client/customer service, in addition to specific job-related abilities.
• Try to make their jobs more diverse. Generation Y workers grew up with a high level
of stimulation (TV, video games, the Internet and myriad extracurricular activities)
and will become disengaged quickly if they are not challenged.
• Remember that, like most professionals, Generation Y workers value a reciprocal,
mutually beneficial relationship. They want to make a contribution to their
employers and, in return, they want their employers to help them achieve their
professional goals. During the interview, describe how the applicant’s work will
make a difference and outline the career paths available to them.
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12. WHAT DOES GENERATION Y EXPECT FROM A MANAGER?
ADVICE
Following are some additional management tactics that may
help you bring out the best performance in your staff:
Give them their ‘scores.’
The keyword for generation Y is feedback. Recent graduates are accustomed to
receiving regular feedback, it motivates them and they appreciate knowing where
they stand. So, don’t wait for the annual performance review to provide feedback.
Keep the door open, but don’t be a doormat.
This group appreciates a friendly, fair-minded manager who dispenses advice, pro-
vides support and then gives them space to do their jobs in their own way. But they
aren’t looking for pushovers: They want their supervisors to exercise clear
authority.
Walk the talk.
Similarly, this group wants companies to act true to their values. They are sceptical
of corporate pronouncements unless they are backed up with clear action.
See them as people, not just employees.
Like all professionals, these workers want supportive managers. When talking with
Generation Y staff members, acknowledge that they have lives and concerns outside
of work, and help them balance work and personal obligations.
Lend them your ears.
They seek the validation that comes from being heard. This does not mean that you
have to act upon their every suggestion, but you can acknowledge their ideas and
encourage them to approach you with their thoughts.
73%
Nearly three out of four
of Gen Y workers polled
are worried about balancing
work and personal obligations
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13. WHAT DOES GENERATION Y EXPECT FROM A COWORKER?
ADVICE
GEN Y RESPONDENTS RANKED HOW MUCH THE FOLLOWING FACTORS
WOULD INFLUENCE THEM TO LEAVE ONE JOB FOR ANOTHER ON A
1-TO-5 SCALE, WITH 5 HAVING THE MOST INFLUENCE, AND 1 THE LEAST.
Higher pay 4.63
Better perks and benefits 4.44
More opportunities for advancement 4.22
More interesting work 4.14
Better work environment 3.99
Shorter commute 3.51
More prestigious job title 3.39
Source: Generation Y report (US) by Robert Half
Generation Y is a highly sociable generation, accustomed to doing things as part of
a group since their years in daycare and preschool. Perhaps that’s why two-thirds of
survey respondents selected in-person conversations with their coworkers as their
preferred communication method. Only one in five would rather communicate by e-
mail.
The takeaway for businesses: Make sure your workplace is structured to encourage
plenty of the kind of “face time” that Generation Y professionals enjoy. This could
mean arranging work groups in open, connected seating areas that facilitate face-to-
face communication or creating more opportunities for employees to socialize dur-
ing and after work. If Generation Y professionals feel connected to their coworkers,
they’re more likely to be satisfied with their jobs and stay with your company.
When evaluating employers,
gen Y professionals look for: The Power of Balance
• A manager they can respect and Nearly three-quarters (73 percent) of Generation Y professionals are concerned
about being able to balance a career with personal obligations. You’ll encourage
learn from
longer tenures and greater loyalties among employees if you offer perks and
• People they can enjoy working with programs that help them achieve work/life balance. This may require you to rethink
• Work/life balance traditional career paths or timetables for advancement, or offer options such as job-
sharing, telecommuting, compressed workweeks or alternative scheduling, when
appropriate.
No Useless Titles
Dressed to work… How gen Y In keeping with their preference for an informal and friendly workplace, members of
wants to dress on the job: Generation Y are not particularly impressed by prestigious titles and fancy offices.
Consider these survey results:
• Business casual (41%) Job title ranked seventh among 11 factors that Generation Y uses to evaluate a job
opportunity. And they ranked a “more prestigious job title” last among seven factors
• Sneakers and jeans (27%)
that would prompt them to leave their current jobs. Generation Y employees are far
• A mix, depending on situation (26%) more interested in challenging duties. In other words, it’s what they do, not what
• Business attire (4%) they’re called, that counts.
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14. HOW CAN YOU RETAIN GENERATION Y?
ADVICE
You’ve attracted them to your company, hired the best of them and given them train-
ing and generous perks and benefits – or at least you think you have. But, unexpect-
edly, a few of your Generation Y employees are giving their two weeks’ notice. What’s
the reason?
Generation Y doesn’t stand still, and when it comes to keeping them motivated,
inspired and loyal, your firm can’t either. For example, don’t offer gift certificates for
outstanding performance and expect the initiative to still motivate Generation Y’ers
a year later. In fact, don’t bother offering gift cards or any other small-scale rewards
and incentives at all if you haven’t adequately addressed their fundamental needs.
And for Generation Y, these baseline requirements are simple and practical: money,
benefits, growth. These were the top three factors cited by survey respondents that
would lure them to another firm. Thus, if you’re experiencing a drain of Generation Y
employees who have been with your company for a year or more, it could be time to
re-evaluate your compensation structure, benefits package and the types of career
paths you are offering.
On the other hand, if turnover is occurring only in one or two entry-level positions,
perhaps you need to analyze those particular job functions (see Analyze your job
functions checklist). If you’ve addressed factors such as compensation,
benefits, career growth and challenge, and your turnover among Generation Y
employees remains high, you may need to create a more collaborative, collegial
work environment. This is a generation of workers who are well informed of their
worth and will always be on the lookout for new opportunities.
“Generation Y sets itself apart by being
proactive, commercial and in control of the future.
This means an updated CV,
active use of social networking websites like
LinkedIn.com and being ready to seize
the next opportunity when it arises.
This poses a real challenge to organizations.
T keep up the pace, our role will be
o
one of constant reinvestment of
They are most likely to be lured the fundamental needs of our employees.”
to another firm by: Ronald de Zoete, Associate Director, Robert Half
• Greater opportunities for career
development
• Higher pay
• Better work/life balance
• Benefits
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15. HOW CAN YOU RETAIN GENERATION Y?
ADVICE
“The first step to make sure
that generation differences work out
in the companies’ best interest,
is to acknowledge that there are differences.”
Het Financieele Dagblad
Although no single program or policy can be a panacea, integrated programs that
address workers’ most pressing career concerns may help you mitigate high
turnover. And keep in mind that a certain amount of attrition is to be expected.
Those who are just starting their careers want to know that their contributions mat-
ter and their skills are improving. So, to close the revolving door, you may need to
restructure the entry-level positions in question, perhaps combining several func-
tions to create a single, more challenging job or developing a more defined path of
advancement out of a routine role.
Analyze your job functions
Could the jobs be made more interesting or complex?
Do the employees in those positions have sufficient
interpersonal contact with coworkers?
Is the manager or supervisor available on a consistent
basis to provide them with guidance and direction?
Do the jobs involve varied and challenging assignments,
or do employees in those positions perform repetitive tasks?
Generation Y sets itself
a part by being:
• Proactive
• Commercial
• In control of the future
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16. ABOUT US
About Robert Half International
Founded in 1948, Robert Half International is the world’s first and largest specialised
staffing firm with more than 360 offices worldwide. In the Netherlands Robert Half
has five professional staffing divisions; Accountemps (specialising in temporary
financial recruitment), Robert Half Finance & Accounting (specialising in permanent
recruitment of finance and accounting personnel), Robert Half Financial Services
Group (specialising in high-calibre finance and banking profiles), Robert Half
Management Resources (interim and project financial recruitment) and OfficeTeam
(highly skilled temporary office support).
For more information about the specialised staffing and recruitment divisions of
Robert Half, visit www.roberthalf.nl.
S U RV EY G E N E R AT I O N Y
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17. MORE THAN 360 OFFICES WORLDWIDE HAMMERSMITH HAMBURG ANTWERP MUMBAI PHOENIX
BRUSSELS KINGSTON BAKERSFIELD GENOA LYON NEW YORK OAKLAND SAN JOSE LOS ANGELES DUBLIN DENVER
TAMPA FRANKFURT CORAL GABLES ORLANDO STUTTGART RIO DE JANEIRO MUNICH WIESBADEN TURIN TOKYO
MIAMI NEW ORLEANS HONOLULU SAN FRANCISCO PORTLAND LILLE DAVENPORT NANTES LIEGE OAKBROOK
OVERLAND PARK LUXEMBOURG COLUMBIA LOUISVILLE ATLANTA LIVERPOOL MILTON KEYNES LONDON NOTTINGHAM
BERLIN RICHMOND SAN DIEGO BALTIMORE BRAINTREE PARIS CAMBRIDGE SPRINGFIELD BOSTON MELBOURNE
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VANCOUVER RICHMOND SEATTLE TACOMA MIDDLETON SALT LAKE CITY MILWAUKEE SYDNEY BRISBANE
BURLINGTON SINGAPORE DALLAS OTTAWA MONTREAL TORONTO DUBAI EL PASO NORTH YORK WASHINGTON
ROTTERDAM UTRECHT AUCKLAND SAN ANTONIO GLASGOW MANCHESTER SAO PAULO BRISTOL EDINBURGH
CARDIFF LEEDS SOUTHAMPTON AMSTERDAM WATFORD WINDSOR BIRMINGHAM VINCENNES DUSSELDORF
www.roberthalf.nl