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Generation Y - How to coordinate them in order to be harmonious and deliver performance at their work place
Event Conclusions:
Craving to have a better understanding of this important issue, the subject of “Managing Generation Y” theme has transformed into a real and authentic subject of debate, a good opportunity for professional meetings, within the workshops organized in Bucharest by AIMS Romania and Dale Carnegie Training Romania.
Attracting mainly the representatives of the middle and top management of various key industries in Romania, such as Retail, Banking, Fast Moving Consumer Goods, Business Process Outsourcing or Pharmaceuticals, the bi-monthly meetings have revealed both interesting information and useful feedback for the organizers and guests. Starting from a theoretical framework based on interactive presentations and continuing with colloquial conversations and the sharing of opinions, the conclusions that were drawn in the end have proven to be more than useful and valuable in getting a better understanding of the representatives of the Generation Y.
In short, here are some of the most interesting issues that have resulted from the debates carried out along with the Romanian industry professionals:
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Within the BPOs that were present, 70 – 80% of employees are gen Y, setting the average age span around 25-26 years.
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Gen X about Y: Young people have a lower adherence to the company values, as they want freedom, they dislike rules, they do not have a sense of hierarchy (as in a hierarchy one has to wait for one’s turn and they do not like waiting; they want it « now or fast », whether we are dealing with results or money) and they are independent;
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Gen Y do not want positions or to replace their boss; they want to learn.
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They appreciate the small things that do not require large budgets, providing them with « fun at work »
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They have ideas, but they do not know how to implement them; they need support and coaching from their manager and they need acknowledgement.
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Y needs a good balance between personal and professional life; they treasure the personal side of their lives because it means socializing, networking, fun, on line, friends, etc.
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Gen Y has a “play on the world map” style and it likes to experiment (different jobs, cultures, companies, various environments); they have the culture of sports;
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Gen Y are very active in everything related to social media (youtube, facebook, forums, blogs)
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New policies in companies: blogs where informal conversations can be had with Gen Y; managers are present on facebook.
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They prefer face-to-face feedback over written feedback;
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They become involved in innovative projects
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Sometimes there is a high degree of trust on the shoulders of this generation that must deliver results.
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Abstract: About Generation Y:
Managing Generation Y - a must for leaders
Generation Y or Millennials is a universal concept which revolves around that generation of young people born approximately between 1980 and 2001, a generation that is mostly represented by students or college graduates, mainly that particular “revolutionary” generation of young people and teenagers that is exposed, amongst others, to the new trends and lifestyles, but especially to new communication technologies. A generation that is obviously, but also unexpectedly, starting to be so different from its previous generation (for America - the `Baby-Boom-ers` or `Generation X`).
Generation Y is the most frequently encountered name in the academic works, however, teenagers themselves would much rather be called Millennials, Net Generation, Google Generation or iGeneration. It is an extremely numerous generation, that is strongly particularized at an ethnic and social-cultural level, including youth that, in most cases, is extremely well prepared and in which great investments have been made at an educational level.
As these young representatives of Generation Y are starting to join the groups of employees in numerous fields and industries on the market, an ever stronger need takes shape - to better understand what they are like and how they operate, what types of attitudes and professional contexts motivate and inspire them, how they can be determined and stimulated, in short - how can they be understood and coordinated by their employers. And all of these in order to deliver the necessary performance at their work place, and in order to be in harmony with their team and organization.
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