The New Workforce: Generation Next (Generation Y) in your Organization
2. Generation Next and Contemporary Work Cohorts
Generation Next defined.
In Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in you Workplace, Zemke (2001, p. 19) observed four generational groups currently in the workforce. The identified generational groups (and the year of their births) are the Veterans (1922-1943), the Baby Boomers (1943-1960), Generation Xers (1960-1980), and the Generation Nexters (1980-2000). Researchers may disagree with the time periods for when each generation begins or ends, but are in general agreement that the each cohort are represented by differences in dominant work values and historical background.
Typical for every generation, the work expectations and the influences a generation has to an organization's culture is often a byproduct of their generation's unique upbringing and life experiences. The Nexters "grew up during prosperous times but find themselves entering a post-boom economy" (Robbins, 2005, p. 20). Nexters are considered to be one of the most coddled, well informed, open-minded to diversity, and technically enriched generation America has ever produced (Zemke et al., 2001, pp. 127-134). Dominant core values of Generation Next have been observed to by various authors as including confidence, achievement, optimism, civic duty, sociability and diversity.
Nexters, given their size in numbers, are expected to have a significant influence on U.S. culture. The cultural influence will be greater than the Xers and possibly even the Boomers.
We know for certain that they (Generation Next) will influence the twenty-first century every bit as much, and probably more, than the Boomers did the twentieth century. They just may become the most powerful U.S. generation yet. The size of their cohort, along with the size of their parents' generation, accounts for part of that power. The education system, which appears to be preparing them fairly well for the workforce, is another. Add in their technological sophistication, positive expectations, and their apparent bent for collective action and you probably have a formula for greatness (Zemke et al., 2001, p. 131).
Yet despite the similarity of influence that the Nexters have with the Boomers, they seem to share values and attitudes that are more in common with their grandparents and great-grandparents, the Veterans (Zemke et al., 2001, p. 138). With the present workforce dominated by the Boomers and Xers, Nexters are seeing their role in society and the workforce as a replacement for the retiring Veterans.
Nexters seem to have less in common with Generation X and even the Boomers.
Zemke notes in Generations at Work (2001, pp. 138-139) that the Nexters "feel little affinity with Generation Xers, finding them rather dark and pessimistic" and while they "feel a little better about the Boomers...the generation they trust the most and feel most similar to is the Veterans". Zemke goes on and adds: "'This is a group of kids who want to fit into conventional society, rather than turn it over' says Harold Hodgkinson of the Institute for Educational Leadership."
Potential contributions of Generation Next to organizations
The attitudes and skills the Nexters have exhibited through their childhood into adulthood will no doubt be present with them while on the job.
This new wave of workers is both optimistic about the future and realistic about the present. They combine the teamwork ethic of the Boomers with the can-do attitude of the Veterans and the technological savvy of the Xers (Zemke et al., 2001, p. 144).
Generation Next appears to have technological skills and behavior skills that earlier generations either do not possess or are not as comfortable in possessing. In the article Ignoring Generation Techs at your own peril originating from the publication strategy + business the writer points out that:
After years of debating the limitations of hierarchically run organizations and the merits of democratizations, the end of the command-and-control management may finally be here...Unprecedented changes in electronics and communications over the past 30 years have lead to fresh patterns of thinking in these young "digital natives"--a new generation of people who are collectively harnessing both new technology and new behavioral skills--often to effect dramatic changes within the organization (2004).
According to the author of the report, the role of technology combined with the upbringing of Generation Next is causing dramatic changes in the business culture.
The strategy + business report cites a few examples of the influences the "Digital Natives" are having on management style; less top-down management and more bottom-up management. One example given by the publication is a recent tale of troops in both Afghanistan and Iraq that were given less than adequate equipment. After an Internet search, soldiers found clothing and equipment better suited for their needs. A more detailed accounting of the story states that "Embarrassed by the specter of soldiers dipping into their modest pay to equip themselves, the Army has responded with a 'rapid fire initiative to get improved equipment to the battle front as quickly as possible" (Diamond, 2003).
The Nexter's historical background contains very little experience with a world prior to the Internet age. Nexters don't expect, but assume the latest technology and diverse communication methods they grew up with will be present in the organizations they work for:
This is not to suggest that a premium shouldn't be placed on the knowledge of organizations and the management experience of top executives. Nor is it to say that digital natives--business neophytes, almost by definition--would be better at running a company than seasoned leaders. It's simply to argue that technology is altering the face of organizations in more ways than just by improving productivity and smart managers would do well to pay attention of what this technologically savvy generation has to offer (Ignoring 'Generation Techs' at your own peril, 2004).
Managers and supervisors need to be ready to provide the Nexters with the modern tools they need to get the job done.
While organizations will likely benefit from the Nexters, Generation Next doesn't come without liabilities. The Nexters have been raised in what may be considered a safe, healthy, structured, and in many ways coddled environment. Zemke (2000, p. 146) points out that there is evidence that Nexters are "easily intimidated by difficult customers and likely to be stumped by customers less inclined to be their convivial, congenial 'pals' than are their parents and teachers." He further states that "if Generation X was 'the lost generation', this is 'the found generation', with parents not only escorting but advocating for them. Some are even beginning to report for their first job assignments---sometimes with a parent in tow, ready to explain little Johnny's special needs to you". The research suggests that new workers will need more supervision and structure than their Xer predecessors. Nexters may also find themselves more comfortable in large organization as opposed to the Xer trend toward smaller, entrepreneurial operations. Once again it is noted the contrast between the Xers and Nexters that will likely cause some conflict within an organization.
The New Workforce: Generation Next (Generation Y) in your Organization
- Introduction
- Working Generations Compared
- Impact on the Workplace
- Dealing with Nexters (plus References)
