Understanding Generation Y
Does Generation Y really exist or have we simply developed a convenient tag to explain a cog in the workplace wheel? Whether or not you think Generation Y is a construct, its high time you get used to their approach to project management. According to Karen Williams, Gen Y is very real and unlike any demographic group we have seen before.
There has been a great deal of publicity about Generation Y: who they are, their mindset, what they want out of life and how to keep them performing in the workforce. Of even more significance is the controversy surrounding the special treatment and conditions they seem to attract—or is that demand?
Many of the perceptions surrounding Gen Y have manifested into reality in the manner of a self-fulfilling prophecy, Gen Y now live the brand that demographers and the media have created manipulated for them. This has made many question the legitimacy of the Gen Y category, and whether it actually exists.
I believe there are definitely generational differences. Demographers make assessments based on statistical/census data, which informs them about what the generations are and how they may be defined. The challenge for project managers and employers alike is to remember that this data should only be used as a guide. While it is certainly convenient to categorise people, it is equally vital that employees are regarded for their own skills and abilities, not just their age.
Gen Y is a group unlike any other workplaces have seen before. The question is, how do we as project managers work effectively with them? Gen Y has only recently entered the workforce and project managers, like their organisational counterparts, are still wrapping their heads around this generational group. My advice is that they need to do it, and do it fast, because before long Gen Y will become our middle-management tier.
The characteristics of Gen Y
Typically, Gen Y is your twenty-something-year-old employee who is, at this point, likely be engaged as a graduate, associate or in a support role within the workplace. This demographic is tech-savvy and engaging, and reminds other generations that workplaces can, and should, be fun.
The flipside is that Gen Y has been criticised as being short on skills, demanding, impertinent and disloyal. They often appear to have a blatant disregard for, or maybe a lack of understanding of, rank and file, and tend to question tradition. Gen Y is unafraid to challenge the organisational establishment.
While this description may seem tough, older generations are responsible for the definition and shaping of Gen Y. We, Generation X and the Baby Boomers, have no one to blame but ourselves for creating Gen Y: as a society we indulged them, we relaxed the rules, we taught them that they are equals at home and at work, therefore Gen Y has every right to see the world through rose-coloured glasses. They believe they can question authority because we encouraged them to do so.
Project managers must look beyond the generalisations and, more importantly, the misconceptions about Gen Y in order to sustain their workplaces. Gen Y is an invaluable element of a successful project team. In addition to their youthful enthusiasm, they have the smarts: it is statistically likely that a team member from Gen Y has received more years of formal education than their superiors. Further, as a result of job-hopping, they have had exposure to a number of workplace environments; the challenge is to keep them engaged.
Fortunately, projects are ideally suited to the Gen Y approach to work because they offer the best of both worlds, which is the security and structure of deliverables, and the opportunity to demonstrate their creative flair. Deliverables should be determined in a clear, deliberate way with the project scope setting the direction. Give Gen Y the rules to play with and they will bring their own unique approach to any project, often with solid results.
Furthermore, there is no question that Gen Y is switched on. Given they have grown up in a world of mass social media, Gen Y has an uncanny ability to sort through the gloss to determine what is real. If your project management style is ‘all talk, no action’ you can expect Gen Y to walk. Gen Y demands their work to have meaning and deliver real, tangible benefits. They want to be associated with good stories and want to be proud of their achievements.
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Thank you for this insightful article, Karen.
This is something we need to keep on top of, especially in the promotional gift business. When clients come to us for merchandise that appeals to the ever important younger demographic, we have to be sure we can deliver something that is not only effective, but appealing and relevant. A promotional item that seems like it ‘gets’ young people goes a long way to helping our clients establish (and maintain) a ‘hip’ and ‘fresh’ brand impression in the generation Y consumer. Thanks!
Thank you for a change in attitude towards our general description! I am writing a paper about my so called generation; little did I know how unbelievably lazy, stupid, and rude I was (that is compared to the older generations)! It is very frustrating, and I think the older generations have another coming to them! They have not gotten all of us yet!
This is quite an interesting article. I think people are definitely too quick to label Generation Y as ‘lazy, demanding, short on skills, with no regard for authority.’ Karen is right here, rather than judge, employers need to look beyond the generalisations and realise that Gen Y’ers are hard working and alot more switched on than their older counterparts.