Generation Y: a look back at a generation that intrigues
Contextual definition
What hasn’t been said about Generation Y? And especially about its inability to adapt to the corporate world! This generation represents people born between the 80s and 90s, aged 25 to 40, and is often described as difficult to manage. They are characterized as channel-surfers, therefore adaptable, but also ready to be unfaithful to their company and less respectful of hierarchy. By breaking the rules, they single-handedly transform the professional landscape and corporate culture.
Furthermore, this is above all the generation that follows Generation X. It is defined as curious and seems to have difficulty entering adulthood. It seeks to understand more than it contests and does not want to repeat the same mistakes as previous generations.
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It symbolically represents the earphone cables always plugged into the ears of digital natives
A contrast with older generations
Generation Y raises many questions because it bears no resemblance to previous generations, both in terms of lifestyle and in the professional context. It even seems to cause problems because it is difficult to manage, self-centered, and sometimes unstable. In reality, it takes the opposite approach with the aim of not repeating the same mistakes as its predecessors. A generation in search of meaning, unlike their elders. Indeed, they have a different view of hierarchy and a thirst for rapid recognition.
In 1945, General MacArthur stated that “youth is not a period of life, it is a state of mind, an effect of will, an emotional intensity, a victory of courage over timidity, of the taste for adventure over the love of comfort.”
Professional expectations and needs of Generation Y
Individuals from Generation Y need to build together through their social relationships. Their involvement in a company project can be limitless as soon as they find meaning in it and can develop their skills. Committed to strong and responsible values, millennials thrive in a collaborative corporate environment that reflects who they are, that invests in human capital, and in which they can flourish.
This generation reveals a great need for freedom and flexibility. It is essential that they are given unwavering trust, because without it, retaining them is nearly impossible. Furthermore, they seek a caring management style with less authority.
This generation absolutely needs to believe in what it does. Their work aspirations can be summarized by the following points:
-being proud of their company and the values it upholds;
-being able to prove themselves and increase their performance;
-having good working conditions;
-doing fulfilling and enjoyable work
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Their motto: diversity, mobility, and speed!
The Generation Y dilemma
It poses problems for companies due to its need for meaning, its nonchalance, its individualism, and its versatile behavior. Deep down, it is a torn generation! It is very difficult to manage, and the HR function faces a complex task: understanding the psychosocial specificities of this generation and analyzing the managerial difficulties it creates. But above all, finding new motivation levers to activate in order to ensure effectiveness and performance.
Many theorists blame this generation for all ills. Nevertheless, it represents the company of tomorrow.
How to effectively manage Generation Y?
Communicating well with them
Good management requires more communication. An annual review is not sufficient. The priority should be dialogue and regular feedback to improve everyone’s engagement. Organizing a weekly meeting helps restore confidence in this generation perpetually seeking meaning. Listening to them carefully can be an effective lever for preparing for and embracing the future.
Good communication is also essential for avoiding misunderstandings and potential confusion. Oral communication should be preferred over written. This will help detect any misunderstandings. Communication should be explicit, and adopting a flexible and direct communication style is advisable.
Involving them more and giving meaning to their actions
Giving meaning involves in particular:
-defining and sharing the project’s stakes;
-specifying which shared values underpin their work;
-helping the individual visualize their mission
Furthermore, once Generation Y understands why they are acting, they are much more willing to commit. There is no reason to hesitate in tapping into collective intelligence. Each person’s fresh perspective and collective diversity allow the company to gain competitiveness. For example, the company’s internal tools should enable these young people to voice their opinions and get involved in the life of the company. The overall corporate spirit can also drive growth and productivity. It is no longer something to be proven: co-construction is undoubtedly a real asset for the healthy development of modern companies.
The professional values most cited by Generation Y are: quality (45%), listening (43%), recognition (39%).
Building a bond of trust
It is imperative to earn this generation’s trust to secure everyone’s engagement and motivation. To do this, one must lead by example through behavior. Caring and active listening are essential daily qualities, particularly for bridging the hierarchical distance and earning respect. Providing constructive feedback is equally important.
Ensuring good team cohesion
The manager must ensure a strong team spirit and put all employees on an equal footing by establishing shared values and best practices. To strengthen team spirit, implementing team-building activities helps strengthen bonds and highlight each person’s skills.
The manager must support this generation in building team cohesion and team maturity by defining preliminary rules such as: learning to share others’ viewpoints without judgment, or taking the time to clarify and co-construct the team’s operating rules.
Pitfalls to avoid
Pitfall #1: Isolating skills and knowledge
They should under no circumstances be prevented from developing or accessing new skills. Knowledge sharing must be the key. Accustomed to being resourceful on their own, they aspire to a certain level of autonomy. Giving them room to maneuver brings a breath of fresh air to the company.
Pitfall #2: Forgetting meaning
Generation Y seeks meaning and authenticity. They need to feel concerned and involved in a project, in the company’s strategy, its vision… They must therefore be given a place in the organization, and participation in defining objectives should be encouraged. Including them in every decision is the rule.
Pitfall #3: Not allowing freedom
Generation Y must be allowed to make proposals freely. They are accustomed to new technologies and enjoy working in lively open spaces where they can exchange with their colleagues. They are also comfortable with remote work. Having a welcoming workspace is far better than a closed office. Companies must therefore adapt their organization to these new expectations and motivations to retain engaged employees and attract new talent.
Pitfall #4: Not treating them as partners
Committed to their company, Generation Y employees expect in return to be treated as partners, not just employees. The manager must therefore communicate regularly, both about work accomplished and about listening to their needs. Middle management must position itself as a career facilitator and daily work coach. HR must incorporate new behaviors into their policies to ensure this generation’s engagement.
Pitfall #5: Not adapting the jobs of tomorrow
Generation Y is not content with just one job or one skill. They have a thirst for continuous learning. The HR function must therefore rethink future jobs to ensure this generation’s retention. It is virtually no longer conceivable to do the same job for an entire career. The jobs of tomorrow must therefore be adapted.
As you can see: this generation has much to offer. It is therefore essential to win them over and thus be able to anticipate progress! Generation Y members want to work, but differently! Companies must get to work quickly if they wish to attract this generation.
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