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A recent study published by Ashridge Business School in the United Kingdom found that Generation Y workers and their managers often misunderstand each other because they see the world through ‘different lenses.’
“Both managers and graduates need to be aware that they may be focused too much on their own view of the future and need to understand how they are perceived, define common goals and work together,” the report concluded.
The study examined recent graduates and their managers in the U.K., Middle East, India, Malaysia, and China. The survey consisted of online multiple-choice questions, in addition to interviews conducted between October 2011 and August 2012. Almost 3,000 people – including 1,106 managers and 1,789 graduates – responded to the survey and 96 people (half recent graduates, half managers) took part in the interviews.
Researchers looked at work expectations; work experience; national and corporate culture; and work attitudes and behaviour.
The study found that graduates believe they need to develop their technical skills, whereas managers feel that graduates need to work on their people skills.
Managers and employers need to consider how to coach young people into acquiring the people skills that they perceive to be necessary for leadership, the study found.
As organizations work to support Gen Y workers in gaining these skills, graduates need to review their penchant for changing jobs frequently, according to the study. The research found that graduates tend to want to move to a new company after only two years.
Recruiters will keep this in mind when reviewing a prospective employee’s fit within the corporate culture when hiring. At the same time, they need to be flexible when recruiting Generation Y candidates.
“Loyalty to organizations has been replaced by loyalty to brands and to personal contacts or ‘friends’ gained through social media,” the authors said.
The study also revealed that work/life balance is becoming increasingly important for all workers. “Gen Y dos not want to end up as the burnt-out senior managers they see today,” according to the researchers. It is, as a result, essential to consider different work models.
Some key points for managers included in the report:
• Consider corporate culture and work ethic when hiring new recruits.
• Act early to establish boundaries for behaviour and expectations, and to develop missing skills.
• Provide quality coaching and mentoring that really works.
• Try to give Gen Y workers challenging work, while giving them adequate support. “Mix boring tasks with more interesting ones, but explain the need for the boring activities.”
• Provide public appreciation for excellent work by Gen Y.
• Reach out to universities/schools/clubs to help young people understand and be prepared for the world of work.
• Have a hard look at your own behaviour and prejudices and produce an action plan.
• Don’t focus exclusively on one generation. Conduct a strategic review for how best to adapt the organization for a multigenerational, multicultural workforce in an age of rapid change and changing attitudes to work.
