Young people August 2010

Generation Y

by Fluid

May 2010

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Contents3-4 Introduction to Fluid5-6 Definitions7-8 Exercise A9-11 Keeping millennials happy12-13 Selection factors14-15 Most important job factors16-17 Learning styles18-19 Engagement and work values20-21 Make-up of a Generation Y

employee22-23 Helicopter parents24-26 Myths about Generation Y27-28 Generation X-really so different

to Gen Y ?29-31 Performance management32-35 Generation Z lifestyle traits36-39 Working hours40-44 Talking about Y Generation45-46 Exercise B47-48 Case studies49-50 Conclusion and questions

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Introduction

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Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

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Definitions

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Definitions

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Exercise A

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Exercise A

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Keeping millennials happy

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Keeping millennials happy 1 of 2

• Where possible, allow access to and experimentation with technology

• Set clear project and skills development goals• Communicate in a punch, succinct style-

remember this is the txt generation• Make sure their ideas are heard and respected,

even if they are unlikely to be implemented• Show them how their employer contributes to the

community and acts responsibly-many millennials have a strong social conscience

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Keeping millennials happy 2 of 2

• Keep them focused and busy, otherwise they will quickly become bored and disengaged

• Encourage teamwork-especially when the teams have a cross-generational complexion. Most millennials are eager to learn from experienced colleagues

• Remember, having grown up using internet search engines this generation is very accomplished at finding things out form themselves-put it to good use

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Selection factors

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Selection factors

• Attitude to work• Potential• Job interview• Motivation• Job-specific tests or work sample tests• Probationary period• Previous work experience• Aptitude tests• A-level or Scottish Higher results• Honesty• References from teachers and lecturers

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Most important job factors

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Most important job factors

• Holidays• Recognition for good work• Salary/bonus

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Learning styles

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Learning styles

• Gen Y members take more responsibility for their own development, with 68% initiating learning themselves

• Six in 10 have a personal development plan in place-however only 48% said their organisation had a proper competency framework

• Only 16% agreed that development had been promoted by line managers and just 12% said HR played a significant role

• Coaching and mentoring were still regarded as minority experiences

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Engagement and work values

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Engagement and work values

• Concern for corporate social responsibility tends to increase with age-this contradicts the view that Gen Y values this area strongly from a young age

• The importance attributed to work-life balance and working conditions also increase with age, contrary to the Gen Y hypothesis

• Younger people place more value on career progression, in line with Gen Y

• Employee engagement increases with age, supporting the notion that Gen Y workers are more likely to move on

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Make-up of a Generation Y employee

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Make-up of a Generation Y employee

• Praise• Priorities• Roots• Lovers of technology• Drive• High expectations• Assertiveness

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Helicopter parents

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Helicopter parents

• The agent• The banker• The bodyguard• The Black Hawk

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Myths about Generation Y

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Myths about Generation Y 1 of 2

• Gen Y are excessively ambitious• Gen Y aren’t prepared to put in the hours• Gen Y are eco-warriors who won’t even consider

working for employers with less than a 100% commitment to saving the planet

• Gen Y is self-absorbed and believes the corporate world owes it a living

• Gen Y has been over-cosseted by their helicopter parents and show a distinct refusal to grow up

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Myths about Generation Y 2 of 2

• Despite years of expensive education, gen Y is illiterate

• The internet is the lifeblood of Gen Y and employers that don’t provide 24/7 access to Facebook will suffer in the recruitment war

• Gen Y needs constant appraisal and feedback• Gen Y is more in tune with complex computer

technology than any other generation• Generation Y is labour-intensive and self-obsessed,

but when push comes to shove many of them have the talent and skills that organisations continue to crave

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Generation X-really so different to Gen Y?

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Generation X-really so different to Gen Y?

• Focused on goals and targets• Pioneers of flexible working environments

(partly as a result of the increase in rate of divorce and single-parent families)

• Believe they are ‘entitled to learn’ and expect to receive regular training

• Have the most personal debt• Career focused and prepared to move around

to get what they want-not ties to one location of employer

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Performance management

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Performance management 1 of 2

• Spell out how their role fits into wider organisational goals

• Create a development plan with clear career and succession planning

• When giving feedback on individual projects include input from multiple sources such as customers and colleagues, not just the line managers

• Offer different ways of rewarding a job well done e.g. allowing time off with salary sacrifices

• Provide a mentoring programme for employees to meet and work with top management

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Performance management 2 of 2

• Harness online technology including blogging, interactive articles and chat rooms between employees and managers to encourage an open culture

• Coach people managers in how they can engage their people

• Give constant feedback about work, informally and formally. Don’t wait until the annual appraisal to discuss how they are doing

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Generation Z lifestyle traits

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Generation Z lifestyle traits 1 of 3

• An essentially transient workforce, Generation Z will move to where the work is, rather than expect to find employment in their hometown

• Relentlessly tested from nursery school onwards, they will see constant appraisal and feedback as the norm rather than as the exception

• Diversity and equality will play a fundamental part in doing business

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Generation Z lifestyle traits 2 of 3

• Many schools and colleges will be sponsored by employers in a bid to secure young talent early

• High salaries will be less crucial as mortgages, bank loans and even private car ownership are consigned to the history books

• Life will be lived primarily via the web and for those who find work less than satisfying, a virtual or second life will become their comfort blanket

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Generation Z lifestyle traits 3 of 3

• Loyalty to employers and engagement at work will become an urgent priority as young workers switch jobs and locations more often

• Generous access to technology as children but limited physical freedom means Gen Z will grow up fast-the erosion of their childhood may mean many of them breaking out of the rat race at a young age

• Politics will become less significant as Gen Z people exercise power via their online identities, rather than via the ballot box

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Working hours

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Working hours 1 of 3

• SCHOOL-AGE WORKERS may not work:• Between 7pm and 7am• For more than two hours on a school day or a

Sunday• Before the close of school hours, although the

Local Authority may allow work for up to one hour before school starts

• For more than 12 hours per week during term time

• For more than four hours per week without a break of at least one hour

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Working hours 2 of 3

• UNDER 16s:• 13 and 14 year olds may not work:• For more than five hours on a Saturday and

during school holidays on a weekend• For more than 25 hours per week in total

during school holidays

• For 15 and 16 year olds, the relevant restrictions are eight hours on a Saturday and 35 hours total per week

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Working hours 3 of 3

• ABOVE SCHOOL AGE BUT YOUNGER THAN 18:• Workers above school age but below 18 may not

work:• Between 10pm and 6am• For more than eight hours per day• For more than 40 hours a week• For more than 4.5 hours without at least a 30

minute break

• They must also be given rest of at least 12 hours between each working day, and two days per week-there are limited exceptions to these rules

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Talking about Y generation

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Talking about Y Generation 1 of 4

• COMMUNICATION• Use up to date technologies for

communication• Avoid spin• Have Gen Ys write your communications

(style and content is very different)• Encourage participation• Organise networking activities• Create physical collaborative spaces• Create online collaborative spaces

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Talking about Y Generation 2 of 4

• MANAGEMENT• Create meaning and purpose as well as

goals• Respect the knowledge and wisdom of the

young as well as the older• Show interest in individuals• Mentor not manage• Prefer trust over power• Support them but let them get on with it• Manage outcome not process

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Talking about Y Generation 3 of 4

• RECRUITMENT• Know their values as well as their interests• Talk to them in their language• Focus on their strengths• Use actions as well as words to show how

good you are• Make sure you benefits have Gen Y appeal

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Talking about Y Generation 4 of 4

• CAREER DEVELOPMENT• Understand what motivates each person• Make the most of their uniqueness instead

of squeezing into an ‘all-rounder’ box• Teach them how to learn-a crucial career

skill• Emphasise continuous learning• Engage managers and mentors in ongoing

support• Work with them to set up a peer network

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Exercise B

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Exercise B

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Case studies

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Case studies

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Conclusion & Questions

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Conclusion

• Summary• Questions