Understanding Generation Y

Paulette Dunn-Smith, Contributor

This week's article is dedicated to the more mature managers who have been struggling with understanding the younger members of the workforce; popularly called Generation Y. Members of Generation Y are anywhere from 10 years to 28 years old, having been born between 1982 and 2000.

Even though the legal working age begins at 18 in Jamaica, there are many within this group who are earning an income from their own businesses. They have been causing quite a stir in the work environment, as they have very different expectations and preferences when it comes to employment and how they want to be managed.

In the United States, for example, Generation Y represents about 15 per cent of the workforce, and by 2012, that number will increase to more than twice that size. They are the most technologically savvy of all generations, they possess multi-tasking skills that are unusual in the workforce. In addition, they volunteer in the community, work part-time, and start their own businesses as early as age 10. However, for the more mature generations, understanding Generation Y can be a rather frustrating experience, particularly if you are the manager.

Here are some helpful tips to assist you in bridging the gap between the manager and Generation Y employees.

1. Set Clear Expectations. It is very important to meet and set expectations early in the employment relationship. Many managers make the assumption that Gen Y is familiar with the corporate rules and will adhere to the corporate culture of the business. Unless there is clarification, Gen Y may have an entirely different interpretation of the rules. It is, therefore, important to clarify upfront:

(a) Work hours - If there are standard hours that all employees are expected to work, tell them. Also, let them know if there is flexibility in the hours of work or if they can work away from the work environment.

(b) Dress code - The dress code of the company should also be discussed. Gen Y tends to be very casual about how they dress. Do not make the assumption that they know what business casual means. This generation is very comfortable in T-shirt and jeans. They are not opposed to dressing in a particular way; they just need to know what it is.

(c) Use of technology - this issue is becoming more prevalent as more Gen Yers enter the workforce. This generation is extremely good at multitasking. They can work together on a project, listen to music on their I-Pods, engage in multiple conversations through instant messaging, contact friends on Facebook and can surf the web all at the same time. Ensure that the policies on the use of technology including the company computer and Internet are documented and are understood and agreed to by them. Remember, Gen Y relies primarily on technology for communication. They will utilise the technology that is provided them as well as their own. If you would rather them not texting their friends during work hours, tell them.

2. Offer Some Flexibility. Gen Yers like to have some flexibility or options given to them. They are involved in various activities outside of the workplace and they value the concept of flexible working arrangements. Be willing to discuss options with your employees. This is a key area for retention purposes. If Gen Y employees do not feel like they are able to balance their work and personal lives, they will find another job quickly.

3. Leverage Their Strengths - Like all generations, Gen Y's have many positive attributes that they bring to the workplace. To get the most from them find creative ways to leverage their strengths. Provide them with projects and assignments where they can add value. They enter the workplace very excited, passionate and with lots of great ideas. If you can find ways to utilise their many skills and channel their energies, you will experience positive, productive results.

4. Show Them Respect - This sounds very basic but it should not be taken for granted. They frequently complain about being treated as children rather than as employees. They also feel they are at a disadvantage because they are viewed as having limited experience as compared to other employees. As such, they ask many questions and will challenge the status quo. This generation has been coached to get involved and they participate in many family decisions. At very early ages they manipulate video games and set up mobile phones for their parents, they integrate their parent's entertainment set with the computer and can provide information on free software or where to find the best websites. Show them the respect that they deserve, and resist the urge to brush them off because of their age.

5. Communicate, Communicate, Communicate - Never underestimate the power of communication. As mentioned earlier, Gen Y relies heavily on technology to communicate. This may not be the norm in the work environment where many face-to-face meetings are held. Generation Y keeps in touch with hundreds of contacts on a daily basis and because of the way they use technology, they often assume that this is the preferred method for everyone. Share your expectations of when you want to discuss issues face-to-face and when it's appropriate to use technology. Be pro-active and establish communication guidelines early in the employment relationship. This will help to prevent problems later on.

Managing Gen Y ought not to be as difficult as some make it out to be. They will be the future leaders of the business world someday, so it is important to foster their success. The key is to set clear expectations and establish open lines of communication. If these suggestions are followed, the experience with Gen Y employees should be very positive and will improve the productivity of the workplace.

I am grateful to the many readers who have sent their best wishes. May I use this opportunity to thank you all, and may the rest of the season be filled with joy, peace and goodwill.

Paulette Dunn-Smith is an international trainer and workforce development expert. She is the executive director of Dunn, Pierre, Barnett & Associates Ltd and chairman of the Caribbean Career and Professional Development Institute. Contact her at pdunn@dpbglobal.com or www.dpbgglobal.com.