An Insider’s View of Generation Y

Anyone born between the 1980s and 2000s, a term derived from the word ‘why’, is referred to as Generation Y. Generation Y, whose influence is beginning to be felt in the world of work and which has come to the fore particularly in recent times, is now an indispensable part of corporate life. Companies are undertaking serious efforts to manage Generation Y. As a typical member of Generation Y myself, I work alongside colleagues who are all from Generation X. I wanted to share my humble perspective based on the insights I’ve gained from my working life, which, whilst challenging, is equally rewarding for me.

In the training sessions and presentations we deliver, we frequently touch upon Generation Y and how to manage them in the workplace. Generally – and this happens in around 90 per cent of cases – when Generation X members attend meetings, I am used as a classic example. When I hear these stories, it does occasionally sting a little to see my habits and traits – which seem perfectly normal to me and which I’d describe as ‘just my way of life’ – turned into the butt of a joke… To be fair, on the other hand, the contributions we make to companies through our versatile approach to work and our inquisitive nature are also discussed, and that’s when I’m absolutely delighted.

Before I started my career, partly influenced by my rather comfortable upbringing, I thought I’d find a job straight away and become a manager within two or three years. I managed to progress from an internship to a consultancy role within three years, but part of me still wonders when I’ll become a Senior Consultant. (Incidentally, our consultants at the company have at least 10 years’ professional experience and come from senior management positions.) Viewed from this perspective, it’s a fact that we’re impatient. We want everything to happen straight away, and we can end up acting hastily as a result. As mentioned in the summary document of The Economist’s Talent Management Conference in 2012, it is expected that Generation Y will change jobs an average of 14 times by the age of 35. It’s true; because we simply can’t say no to better opportunities! This isn’t just about salary; we’re drawn to companies that offer opportunities for promotion, a comfortable working environment and a commitment to our personal development. Some things are gained through experience, but our expectations are high and, right from the very bottom, we’re always on the lookout for opportunities to move one step further. In fact, this is an advantage for our managers; we don’t shy away from greater responsibility but, on the contrary, work tirelessly to achieve success. However, the managers I’ve observed and worked with often hold the view that ‘Let them gain some experience in this role first, prove themselves, and then progress step by step.’ But we want to run! Admittedly, I learnt the hard way through a project some time ago that this isn’t entirely correct; the fact is, our best managers are the ones who understand our potential and level of preparedness best.

I was very lucky to start my career with a boss who understands Generation Y and its aspirations. He’s the sort who both encourages and challenges us. Generally, you won’t hear the word ‘well done’ from him until he’s pestered you with ‘Did you do a good job?’. But at the most unexpected moment, he’ll send an email saying ‘That’s perfect’, and you’ll print it out and keep it as a memento of that joy. In my first few days at work, when I felt like a fish out of water, I was living life on a 12am to 4am schedule only to be confronted with the reality of 9am to 6pm working hours, and I found it incredibly tough. My group of friends hadn’t yet entered the world of work—and most of them still haven’t—but we ‘employees’ have come to terms with the concepts of taking responsibility and leading a structured life. There are times when we find it very difficult, especially when we have differences of opinion. A Gallup study identified the four fundamental traits of the world’s best managers as selecting the right employees, placing them in the right roles, motivating them and supporting their development. Managers who succeed in this are achieving great things with Generation Y. It’s also a fact that, for us, a company is defined by its managers. Anyone with a good manager does their job with enthusiasm and stays motivated. Those with a bad manager, on the other hand, start looking for jobs on career websites as soon as the working day begins.

When I think about our fundamental differences, the things my managers complain about come to mind. For example, I’m constantly being told off for never putting my phone down. But then I realise: how much can I really expect my Generation X manager—who isn’t part of the Instagram, Facebook, Twitter and so on culture—to understand me? Fortunately, even though they’re new to it, my managers have set up their accounts and started sharing pictures of birds on Instagram. I’ve been using a mobile phone since secondary school; I love texting and enjoy keeping everyone updated on the latest developments straight away. Believe me, if I don’t send that message, I can’t get my head together all day, which is why I’ve got my phone in my hand. I let people know what’s up, then focus on my work. Although being able to listen to music whilst working gives me a huge advantage in getting my work done, there are times when people at the next desk burst into tears and storm out.

I think requests for a flexible working environment, the ability to work whilst lying down, and coming to work in whatever clothes you like are common among all Millennials. I’ve come to work in whatever I wanted twice, but now I’m subject to a ‘dress code’. However, after some time had passed, when I reflected on these issues—which I’d initially complained about and found offensive—I realised this: in the workplace, you unconsciously tend to do what you’ve seen your manager do. Your lifestyle is what sets you apart. Particularly in corporate environments where everyone is different, you encounter a wide variety of approaches. Managers need to have a personalised style for each employee. Because some are motivated by recognition, whilst others thrive when assigned a competitive project… This is where a great deal rests on our managers’ shoulders. Getting to know us, recognising our strengths and areas for development, motivating us and helping us grow are all things we expect from them; however, it is also a fact that we can only achieve this together.

As I mentioned earlier, I have a boss who understands me. He’s torn up around 30 of my resignation letters, acted as a mirror to help me confront myself, and always pushed me one step further. In our Talent Management work, we say this: you cannot retain talent simply by promoting them straight away. You can only retain them by contributing to their development and providing support, ensuring they move on when they’re ready. Ultimately, managing Generation Y is actually straightforward; it comes down to adopting an approach tailored to each individual, whilst never forgetting that everyone is different and unique.

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