Generations in the Workplace: Generation Y

AKRON — Generations in the workplace has been a hot topic in a variety of industries and for good reason — this is the first time in history that five generations are active in the workforce.

From the Traditional Generation to Generation Z and everywhere in between, people are heading to work.

“History is in the making,” said Meagan Johnson, Generation X, co-author of Generations, Inc. with her father, Larry Johnson, a baby boomer.

“Never before have five generations occupied the workplace as they do now,” she claims.

Why does this matter? Because working together can spell the difference between a successful business and one that simply muddles along or, ultimately, fails. Tire Business plans to take a look into each generation in the workplace, defining key characteristics and tips for working together. There are often misconceptions about each generation from the perspective of others.

Tire Business' “Generations in the Workplace” series will take a detailed look at each generation — not just exploring the traits of each generation, but why each generation's members are the way they are, with tips for working with and managing them.

Earlier this year Ms. Johnson spoke at the Virginia Automotive Association's annual conference, after which Tire Business Reporter Jennifer Karpus sat down and spoke with her. This led to Ms. Karpus reading Generations, Inc. and putting together a five-part series on the topic.

There have been three previous installments of this series, featuring the Traditional Generation, Baby Boomers and Generation X.

Stay tuned to www.tirebusiness.com for a wrap up of the Generations in the Workplace that includes details on Generation Z and how working together can be the key to success.

Generation Y — also called “millennials”— are those born 1981-1995. There are 80 million Gen Yers, which means this generation has surpassed the “boom” of the baby boomers' birth rate. Ms. Johnson said that 10,000 millennials reach the age of 21 each year and in five years, 40 percent of the workforce is going to be comprised of members of Generation Y. Additionally, in 10 years, they will be 75 percent of the workforce.

“This generation is huge and cannot be ignored,” she said.

Helicopter parents in a scary world

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As with the generations before it, members of Generation Y are greatly defined by their childhood. While baby boomers are typically parents of both Generation X and Generation Y, how they parented these generations was completely different.

The Johnsons explained that while Generation X members were called “Latchkey kids” the following generation instead had terms like “soccer moms,” “stay-at-home dads” and “helicopter parents.” Baby boomer couples that either waited until they were established in their careers before having children and/or couples that were creating second families were taking the parental helm and created completely different environments.

“The parents of Generation X often left their children to fend for themselves while the parents pursued their careers,” the Johnsons wrote.

“The parents of Generation Y, on the other hand, often catered to their children in any way they could, whether it was attending piano recitals, going to soccer games, running interference with difficult teachers, or even getting involved in their children's college admissions and job interviews.”

While it's beneficial to children to have supportive parents, there also can be a point where the parents may be overstepping the line.

“Some helicopter parents go so far as to shield their children from the consequences of their actions…. It's as if they feel responsible for their children's happiness and success,” the Johnsons said.

While Generation Y may have had a soft cushion at home, what was going on in the world around them during childhood was different. One significant generational signpost — an event or a phenomenon that happens that one generation shares — for Generation Y is the Columbine High School massacre. The school shooting took place on April 20, 1999, in Columbine, Colo., where two armed students roamed the school's hallways, murdering 12 students and one teacher, injuring 21 others before the shooters then committed suicide.

Generation Y also grew up being exposed to the Oklahoma City bombing, the 1998 Olympics bombing in Atlanta, the 2001 terrorist attacks on the World Trade Center and the Pentagon and the 2007 shooting at Virginia Tech Center, not to mention the natural disaster of Hurricane Katrina in 2005.

While baby boomers grew up living through the assassinations of John Kennedy, Martin Luther King Jr. and Bobby Kennedy. However, these acts of violence were toward politicians or celebrities, the Johnsons noted, so it was easier to rationalize that this type of violence would not happen to everyday people. For Gen Y, they could see that “victims and the perpetrators of such an atrocity could be friends and classmates. It could happen to them,” they added.

Ladder turned lattice

Part of Generation Y's home life growing up was being an active decision maker. Parents asked Gen-Yers what their opinions were about household items or vehicles, allowing their voices to be heard.

“You've included them in the discussion and you've taken their opinions seriously,” Ms. Johnson said. “Then they enter the workforce and we want them to adhere to that old, kind of, ‘corporate ladder' mentality.”

This generation is entering/has entered the workforce after growing up with not only sharing their opinion, but that opinion being valued. They then go to work at a company that does not treat them the same way, according to Ms. Johnson. Baby boomers grew up understanding and valuing teamwork because they had to share school supplies. Generation X values independent work because they worked well alone after school while they grew up. For Generation Y, they communicate and voice their opinions because their parents valued this. While their parents were “in charge,” they were still a viable part of the unit.

“To this generation, there is no corporate ladder. It's about a corporate lattice,” Ms. Johnson said.

“A lattice has multiple connections. No one connection is more important than the other, but all the connections are necessary when creating a strong structure.”

Ms. Johnson told the older demographics in the crowd at the VAA Convention to ask themselves if they are part of this lattice with the millennials or if they are falling through the cracks.

Because of the way they were raised, many millennials stay close to their parents and other “advisors.” Ms. Johnson explained that the way Gen Y makes big decisions, the way they communicate with customers, etc. is all going to be with the help of their trusted advisors. In a place of business, that advisor would be in the form of their manager or a business owner.

“We have to extend the olive branch to this generation,” Ms. Johnson said.

“We need to let them know that we are interested for them to come onboard.”

She explained that she said “extend the olive branch” because with millennials, it is necessary to lower the bar or change standards, but they do like to know that management is happy that they are part of the team.

Y = Why

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“If the Traditional Generation is motivated by company loyalty, and baby boomers are fueled by team development, and Gen Xers love to fly solo, Gen Yers get excited about the fellowship that takes place in the work environment,” the Johnsons said.

“Not that they want to become blood brother or sister with all their co-workers, but much like the online community they have created outside of work, Generation Y is looking for a sense of belonging and kinship at work.”

Gen Y wants to be welcomed into the workplace so as a manager or co-worker, one should care about wording. For instance, when a new hire comes on, some companies use the term “probation” for the first few months.

“This seems like an odd term to apply to someone you are welcoming,” the Johnsons noted. “Normally, it's criminals who get put on probation, and only after they've been convicted.”

Gen Y grew up as a community in their households and this can translate into their adult life. They want an explanation for everything because they were made to understand why they needed to do things as children and expect that in their workplace.

As a manager, it may be a best practice when speaking with Gen Y employees to explain the end result, tell them why their project is important, identify any potential road blocks, ask for questions, and then follow up to monitor progress. This will clearly outline what they need to do and why they need to do it.

This generation also wants honesty at their workplace, which includes feedback. The Johnsons suggested a manager not “sandwich” feedback — putting a corrective feedback between two positive statements — because a Gen-Yer will see right through this tactic. Additionally, positive feedback should not only go their way when there is something negative to say as well.

“We suggest weekly or even daily doses of feedback from you, the manager, to each of your Gen Yers. It doesn't have to be elaborate,” they advised.

Merging personal and professional

Gen Yers lived active lives while growing up. With more active parents to drive them to and from sports practices or activities, it meant more on-the-go children. This led to a generation of adults used to multitasking.

“Given their busy schedules when they were young, many Gen Yers are accustomed to meshing work with personal life…. With the aid of a smartphone, the typical Gen Yer could manage it all on the fly,” the Johnsons said.

Since they grew up merging their activities, school work and home life, Gen Y adults tend to desire this environment as adults as well.

“Gen Yers tend to find an 8-to-5 structured job in cubical-land to be confining and tedious,” the Johnsons said.

“They're happiest when they are held accountable for the results of their labor but have the freedom to come and go at work rather than logging hours on the clock. Technology has given them the ability to work and play at the same time.”

Some other generations may view merging professional and personal lives as lazy or a lack of motivation or drive, but it is just different than how other generations operate.

“Although Generation Y is accused of being spoiled by caring, but sometimes overprotective, parents, they are poised to contribute significant value to any organization,” the Johnsons said.

“They are better skilled in technology and in traversing the Web. Because of their youth and the way they were raised, they may need instruction and coaching on taking responsibility beyond their specific job descriptions. More than anything, they will do best when they feel connected to the people who manage and work with them.”

Check out next week's edition of “Generations in the Workplace” to learn about the Generation Z, the one coming up on the Millennials' heels and a wrap up of all the generations working together.