Generation Y - Angels or Demons?

Written by Margaret Holbrough, Careers Consultant, Graduate Prospects, July 2008

Generation Y has been much talked about – but not in the best of ways in many instances. The term is one used to describe anyone born after 1980 but has equally come to mean a generation with high expectations, often unrealistic, self-absorbed and self-confident, demanding and unwilling to wait to achieve success.

As a stereotype, it isn’t very attractive, implying loud-mouthed, impatient divas who won’t hesitate to drop everything in pursuit of some hedonistic activity. The theory goes that because they haven’t experienced recession or mass unemployment, Generation Y-ers have no fear in the employment market.

At the start of the year, the Association of Graduate Recruiters  reported that graduate employers are now actively looking for recruits from abroad because of their strong work ethic and desire to succeed. In fact, members of Generation Y and UK bosses are 'speaking in different languages' according to the report.

In short, Generation Y is providing a pool of graduate recruits that will soon become every manager’s nightmare. Or so it seemed until a recent survey of young managers under the age of 35, conducted by the Chartered Management Institute (CMI) threw a new and different light on the matter.

The CMI survey attracted 862 respondents who had been asked to describe their ways of working and how they used technology both in the workplace and socially, with a view to trying to identify what made them tick.

Far from supporting the existing single stereotype of Generation Y, the CMI found that there was a much more complex structure to the whole group, which reflected a diversity and range of different types within the whole. The CMI further commented:

 “This diversity requires organisations to consider far more sophisticated recruitment and management processes. Managers need to be able to create a challenging environment that can harness the talent of Generation Y through greater diversity and flexibility and gain commitment through loyalty to the organisation’s values, brand and reputation”

The survey respondents demonstrated a strong desire both to develop at work and to enjoy the job. If there were blocks to their progression at work it created a very negative and de-motivating force. They would consider changing jobs if the conditions for progression were not good with their current employer, but they did not display the stereotypical Generation Y’s persistent job changer’s characteristics.

They wanted to feel an affinity with their employing organisations, to the extent that a significant 85 per cent claimed they would look for work in an organisation that did something they believed in and 62 per cent asserted they would only work for organisations with strong values. They also wanted to be challenged on a regular basis and given the chance to develop their career and transferable skills.

The availability of technology that allowed managers to work from home, on the train, at weekends or in the evenings away from the office environment if they wished to, provided an opportunity, which some of them wanted to take as often as possible, to fit their working life around their social life. Not just a work - life balance as designed by their employers but one they felt they could control.

The survey investigated the impact of coaching and mentoring, which had been provided for a minority of respondents, (27% of the male managers and 17% of the female managers), but which generated significantly higher levels of job satisfaction in those who had had this experience. Equally, undertaking some formal management qualifications (but not of the online variety), was perceived as highly beneficial and personally rewarding.

In terms of recruitment and retention of younger managers, there is a strong message for employers here. Providing a working environment that is supportive, creative, empowering and inspiring will bring positive results and benefits for both organisation and individual.