The New Workforce: Generation Next (Generation Y) in your Organization
4. Recommendations
Organizations are beginning to take note that a new generational cohort is entering the workforce. However, even articles and publications that discuss differences in contemporary work cohorts often fail to make a distinction between Generation X and Generation Next (see Kogan, 2001 for example). As the number of Nexters continue to grow and make their presence known, organizations are likely to realize the generational changes taking place. The earlier cited strategy + business article noted that "if consulted these young employees (Nexters) can be an enormous force for positive change and success in their companies. If ignored, they will doubtless spend their brain cycles on the job plotting how to make their own work lives, not their companies better". Those businesses that respond positively to the traits of the new generation will likely succeed. Those who do not positively respond to the Nexters, but instead continue with their pre-Nexter culture may face failure.
Zemke (2000, pp. 146 - 147) offers a number of suggestions with how best to manage Generation Next. Among some of those suggestions are:
- Budget plenty of time for orienting. Learn about each new employee's personal goals and develop a strategy for interleaving those goals with job performance.
- In areas where you have lots of members of Generation Next, consider expanding the size of your teams, and appoint a strong team leader.
- Be sensitive to the potential for conflict when Xers and Nexters work side by side. The gap between those two generations may end up making the one between the Boomers and the Xers look tame.
- Grow your training department, Nexters want to continue their education and develop their work skills.
5. Conclusion
Overall if the Boomers and Xers accommodate the Nexters in the same manner they expected from those generations before them, the organization as a whole should do well. Senior employees will still have a role in mentoring and supervising employees, but they are finding that they must "modernize" their communication and socialization skills so that their advice is heard and valued by the Nexters.
While bottom-up management changes have occurred with previous generations, for Generation Next the bottom-up approach is an expected part of the work routine. Good managers have always realized employee differences and the need to accommodate those differences. The key for organizations today is realizing that Generation Next has finally started working for them. With this knowledge, managers and older workers can decide how their organization will evolve with the arrival and participation of the Nexters.
6. References
Diamond, J., (2003, June 25). Buying own gear is common for troops. USA Today. Retrieved October 10, 2004 from http://www.usatoday.com/news/world/iraq/2003-06-25-soldier-equipment_x.htm .
Ignoring 'Generation Techs' at your own peril. (2004, October 2). Strategy+Business. Booz Allen Hamilton. Retrieved October 2, 2004 from: http://news.com.com/Ignoring+%27Generation+Techs%27+at+your+own+peril/
2030-1069_3-5384821.html?part=rss&tag=5384821&subj=news.1069.5 .
Kogan, M. (2001. September 1). Bridging the gap. Government Executive. Retrieved October 10,2004 from http://www.govexec.com/features/0901/0901s1.htm .
Robbins, S. (2005). Essentials of Organizational Behavior, Eighth edition. New Jersey: Pearson Prentice Hall.
Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York: AMA Publications.
The New Workforce: Generation Next (Generation Y) in your Organization
- Introduction
- Working Generations Compared
- Impact on the Workplace
- Dealing with Nexters (plus References)
