Age of Millenial

Running Head: Generation Y: The Next Generation

Generation Y: The Next Generation
By Olivia Short
Wilmington University

Abstract The Age of Millennial video brought out some interesting points about the young generation of this day in the work place. "You can 't be harsh. You cannot tell them you 're disappointed in them. You can 't really ask them to live and breathe the company." (The Age Of The Millenials, 2008). The Millennial Generation, better known as Generation “Y” is commonly used towards individuals who were born between the early 1980’s and early 2000s. They are commonly referred to as the “Peter Pan” Generation because of their delay of the rite to passage into adulthood has taken longer than other periods. For example members who tend to live with their parents for longer periods than previous generations who have come before them. It is said that these members have a closer relationship to their parents than those of the Baby Boomers were. A study showed 40% of the Baby Boomers in 1974 claimed they were better off without their parents while 90% of Generations Y prefers to remain close to their parents. (Understanding Generational Conflict, 2011). According to Dr. Larry Nelson, Millennial are delaying the transition from childhood to adulthood as a response to mistakes that were made by their parents. "In prior generations, you get married and you start a career and you do that immediately. What young people today are seeing is that approach has led to divorces; to people unhappy with their careers”, Dr. Larry Nelson. (Lusk, 2007). So how does this Generation create challenges within the work force and who is affected by these challenges? What are some of the challenges that the “new” generation will face? How can these challenges be handled?

When Millennials enter the work environment, the first significant hurdle they encounter is their socialization into the organization. Many employers who were raised within the Generation X period are now managing this new wave of Millennials. While this brings diversity within the workforce it can be quite challenging. Generation Xer’s tend to ignore leaders and work more for long term changes through economic, medial and consumer actions. The US Census Bureau claims the Xer’s are highly educated, while statistically holding the highest education levels among all other generations. They are active, balanced, happy and family oriented. So how does this create challenges with a generation who needs to feel nurtured and appreciated more than deserved? The answer to this question is simple. Both generations will need to shape and change for the better of the company and the ability to adapt to making the dream work. Unfortunately this does not always work out the way it could or should. Members within Generation Y need to feel “appreciated” or else they will simply move on to the next employer who will treat them better than the last. This causes suffrage among the Generation Xer’s and baby boomers because they are forced to manage against their own beliefs, values and traditions. There is a serious lack of commitment to an employer because these individuals are more self-consumed than those who came before them. They were taught from birth how “special” they are and everyone deserves a medal for simply “trying” to do their best. There is almost a time table they believed must be followed. They begin employment within the organization and after a few years of demonstrating what they believe is hard work, this should allow them to run the business. Unfortunately this is not realistic. This could also explain the constant turnover rate within companies today. These individuals prefer the ability to balance play with work. This work-life equilibrium allows them to do the things they want to do when they want to do it. The difference in values between Millennials and other generations of personnel are affecting their acceptance by incumbent workers. (Myers, 2010). Some of these “challenges” many not necessarily be a bad thing. After all each generation can learn from one another based on their teachings and traditions taught from childhood. Millennials may be a source of change within their organization. The Generation Y members value time with their family and friends and have a diverse personal interest outside the workplace which could cause other generations to reconsider their own values. Boomers especially may feel the need to evaluate their own extensive sacrifices to examine if it has brought them lasting happiness and other benefits that they had hoped for. Why do they feel the need to work harder and spend longer hours away from what they value as important? The new economic instability and widespread layoff may cause some personnel to put in extra hours to demonstrate their worth. On the other hand, long time dedicated workers are beginning to question their reason for devoting ten to twelve hours a day for up to 50 years of their lives to an organization that may or may not guarantee security. (Myers, 2010). These are some of the positive changes that could occur within an organization but this may not always be the case. Some senior personnel may rebel against Generation Yer’s and argue their younger colleagues turn to make sacrifices and are held accountable for performance outcomes. Of course this may seem like common sense; if an employee chooses to be a slacker he/she must face the consequences. The Generation Y members are not used to this kind of confrontation. Parents have coddled them through their mistakes so they do not truly know how it feels to be truly disciplined for “wrong doing”. This generation needs constant gratification and feedback from their supervision. Managers may feel frustrated with this need for constant attention. Unfortunately the traditional command and control management methods will not work with Generation Y. They are simply responding to the workforce the way they are trained which is to question, challenge and want to do it better. With this spoiled, over-praised relentlessly self-confident generation flooding the workforce, many values and beliefs taught by previous generations may not be passed onto the next generation. These individuals who text during meetings and believe “casual Friday” means wearing jeans and flip flops will soon be the leaders of their organization. With their sense of entitlement and extravagant self-esteem the workplace will soon adapt to them. Generation Y’ers entering the workforce wants a meaningful and flexible hour that does not consume their own lives. However with today’s economic crises and lack of job opportunities more Millennial are finding themselves without employment. Surveys show Generation Y’ers would prefer to be unemployed then remain in a job they hate. If things become too difficult they could always move in with their parents. (Myers, 2010). This could affect the future generation in a positive or negative way. The new generation members are technological junkies who are exploring the world in a more virtual perspective than those before them. Running an organization will not be the same. The fast paced technology generation members are more focused online than they are their own family. They are highly connected, having a lifelong use of communication through the World Wide Web, instant messaging, and advanced mobile phones. This generation is least likely to believe in the “American Dream” due to the fact they are growing up in a period of economic deterioration. They will be forced to look for alternative ways to enter their professions as college cost soar to an all-time high. Their lives are filled with images and news of terrorism, recession and climate change. This new generation is more aware at a young age than any other generation that has come before them. Unlike Generation Y, they have less need for direction because they have access to all the answers. (DeBord, 2012). As far as the professional life goes, the biggest concern is will Generation Z have a job when they graduate. Their idea of professionalism will not involve a 40 hour cube worker, but more of a contractor who solves problems with a particular expertise. In other words they do not plan to remain in one career for 30 years. After all they have witnessed the lack of corporate loyalty when their parents of Generation Y lost their positions during the recession. These attributes will cause a negative impact on organizations which may cause companies to fall. (Tapscott, 2008). One of the best ways to handle managing Millennials is the ability to adapt to future changes. Millennial employees who are accustomed to loving parents who have scheduled their lives around their children need to be heard. A good manager will take the time to listen to their concerns and show sincerity. Next, millennial employees seek ever changing tasks; after all they are multi-taskers. Taking on a millennial employee may seem trivial, but an employer could take advantage of their computer, cell phone and electronic literacy and capitalize on their affinity for networking. Some managers may find it frustrating to baby sit a millennial employee. The video explains in detail that supervising generation x members is almost like being a parent all over again. A supervisor should always provide a life-work balanced and fun workplace for their subordinates. (Heathfield). Their desires must be heard or else they will have no problem leaving their position for someone else to fill. Change is not always a bad thing, especially when it comes to the work environment. Despite some of the negatives presented, Generation Y and Z are the future leaders of today’s organizations. They will be responsible for keeping a company on its feet and pushing on to continue into the future. Although they have different values and beliefs it may not always be a negative thing. Both future generations may bring a balance to the work force that will allow them the ability to work less hours such as those overseas. Many challenges will arise, other generations will be affected, but as long as each one is willing to work together to overcome these differences, there should be no reason why they are unable to work in unison.

References

The Age Of The Millenials (2008). [Motion Picture].
Understanding Generational Conflict. (2011, July 12). Retrieved from Stronger By Association: http://www.strongerbyassociation.com/2011/07/understanding-generational-conflict.html
DeBord, M. (2012, April 2012). A New Generation Gets A Name: 'Plurals '. Retrieved from http://www.scpr.org/blogs/economy/2012/04/30/5859/new-generation-gets-name-plurals/
Heathfield, S. M. (n.d.). 11 Tips for Managing Millennials. Retrieved March 23, 2013, from http://humanresources.about.com/od/managementtips/a/millenials.htm
Lusk, B. (2007, December 05). Study Finds Kinds Take LongerTo Reach Adulthood. Retrieved from Daily Herald: http://www.heraldextra.com/news/article_3db6743c-35bc-5e6a-a737-938b93f57ac3.html
Myers, K. K. (2010, March 5). Millennials in the Workplace: A Communication Perspective on Millennials ' Organizational Relationships and Performance. Retrieved from http://link.springer.com/article/10.1007%2Fs10869-010-9172-7?LI=true#page-2
Tapscott, D. (2008). Grown Up Digital. New York: McGraw-Hill.

References: The Age Of The Millenials (2008). [Motion Picture]. Understanding Generational Conflict. (2011, July 12). Retrieved from Stronger By Association: http://www.strongerbyassociation.com/2011/07/understanding-generational-conflict.html DeBord, M. (2012, April 2012). A New Generation Gets A Name: 'Plurals '. Retrieved from http://www.scpr.org/blogs/economy/2012/04/30/5859/new-generation-gets-name-plurals/ Heathfield, S. M. (n.d.). 11 Tips for Managing Millennials. Retrieved March 23, 2013, from http://humanresources.about.com/od/managementtips/a/millenials.htm Lusk, B. (2007, December 05). Study Finds Kinds Take LongerTo Reach Adulthood. Retrieved from Daily Herald: http://www.heraldextra.com/news/article_3db6743c-35bc-5e6a-a737-938b93f57ac3.html Myers, K. K. (2010, March 5). Millennials in the Workplace: A Communication Perspective on Millennials ' Organizational Relationships and Performance. Retrieved from http://link.springer.com/article/10.1007%2Fs10869-010-9172-7?LI=true#page-2 Tapscott, D. (2008). Grown Up Digital. New York: McGraw-Hill.