Millenium Falcon

Since Howe and Strauss (2007) defined the traits of the Millennials, a number of authors have continued to explore and categorise this generation’s values and traits more than any other; “optimistic spirits, assertive or confident, consummate multitaskers, positive, sociable, cooperative, team oriented with an affinity for innovation and technology”(Pardue 2008, p74). Millennials experience and practice life at an augmented speed, communicating on a multiplicity of electronic devices; “they are an idealistic generation awaiting leadership and motivation; they are primed to do well” and achieve highly (Holt 2012, p81). Despite these characteristics which read as an inventory of an ideal employee, with the merging of multi-generations in a workplace, there comes a disparity in attitudes and approaches; the generational or life-stage divide. Each generation offers rich and valuable outlooks, however to bridge the gap it is important to know what motivates the other.

“After a century of trying to control people, processes and information, we have come to a point in organizational history where we need to recognize that what worked before just simply isn’t enough anymore.” This goes to prove that over time just like everything else evolves our behaviors towards our colleagues has to evolve as well. And management has to learn the new behaviors of his/her employees. The Millennials and generation Z needs to know that they are appreciated and need to be challenged before they get bored, hence the reason why managers need to learn

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

In my work setting, they come with a few years experience already. The millennials have tremendous enthusiasm and thirst to learn. This generation is quick with any change and is easy to adapt; this helps within the emergency room. The Millenials readily ask for more help or demand longer orientation. I have not seen the other generations take care of themselves as well as the Mellenials, not sure if this is a bad thing but it occasionally stops me in my tracks; I could never have done that or talked that way to my manager as a new nurse. They appear more empowered to seek justice and aren't happy with just doing something because that is the way it always has been done. The younger generation challenges me to grow and look at situations or procedures with fresh eyes. Technology comes as second nature to this group. Technology can be a hindrance as well, the phones appear to be an issue, but often they are using this technology at their fingertips for work, looking up drugs, calculating doses, and looking up a condition. The seasoned nurses assume they are slacking off or finished all their work and are sitting there and that is frustrating and builds contention. I find they do not look to apologize for being viewed this way; they know their work is up to par and won’t apologize for having some time. As a manager, I have been reflecting upon this quite a bit lately, the families become annoyed, yet when asked

Over the next decade, it will be a challenge for employers to attract, keep, and develop a skilled work force for numerous different reasons ranging from the evolution of technology to fewer foreign students coming to America for work. Adding to the problem, companies are finding themselves managing four generations of workers. Based on their generation’s life experiences, each group has its own diverse characteristics, standards, and attitudes towards work. The four generations are as follows: Silents (1925-1946), Baby Boomers (1946-1964), Generation Xers (1965-1980), Generation Ys or Millennials (born after 1980). It is up to management to relate and motivate employees of different age groups. The purpose of this paper is to inform readers

In a work environment everybody wants to climb the totem pole. For Millennials, they want to rise to leadership without working too hard for it. They are trying to reach the leadership positions as fast as they can and at times they are unprepared for the position they enter because they have not experienced enough along the way. Where Millennials are too fast to rise to leadership, people considered to be Generation X, who are known for their hard work ethic and experience are often complacent in the workplace. Though they gained their experience (unlike Millennials) by working their way up the chain of command and gradually paying their dues and though they also do not expect to be handed a higher position, like Millennials who feel entitled to higher positions in the workplace, they are also not as motivated as Millennials. (Bresman)

“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.

Within this research the aim is to find what benefits appeal to the Generation Yers. Throughout this course we learned about the best fit and the best practice approach, which further explains if HR professionals should implement processes and programs due to what works with their organization or play by the rules and regulations. As of this year 2017, Generation Yers/ Millennials have officially surpassed Baby Boomers to become known as the country’s largest generation, and just last year, millennials outgrew Generation X to become the largest portion of the U.S. workforce. ------The presence of this generation has already inspired corporations to make massive changes to the way they conduct business.

This generation is raised by “helicopter parents,” who doted on them, giving them an ample supply of attention and validation. Because they are heralded with high expectations, Millennials tend to display an abundance of self-confidence and believe they are highly valuable to any organization from day one. They are extremely focused on developing themselves and thrive on learning new job skills, always setting new challenges to achieve. They are also the “can do” generation, never worrying about failure, for they see themselves as running the world and work environments. Generation Y have been raised within a time period where they have constant access to technology.

Simon Sinek, a mainstream speaker on leadership, states that the Millennial Generation was set at a disadvantage and that it is up to the corporation to fix it. Sinek summarizes that the difficulties with the Millennial Generation can be summarized into four categories: Parenting, Technology, Impatience, and environment. The man then concludes that the corporations behind the work environment have to change to accommodate for the millennial generation’s struggle. Personally, I agree with what Sinek’s statements, and I hope that corporations and millennials like myself will listen.

When it comes to Millennials, there is nothing that screams “business as usual.” Consequently, savvy leaders who want to remain successful in the global business arena, must concede their current method of attracting, engaging, developing and retaining Millennials as future global leaders is ineffective. Therefore, today’s leaders must develop a more compelling strategy to entice Millennials into leadership. Failure to use strategic foresight to recognize trends regarding future organizational trends and take timely actions to change their tried and true, old school philosophy regarding developing and retaining talented employees will result in losing the competitive edge, which is driven by technology-laden Millennial’s who are poised to innovation.

Today is the time which can be marked when we can see four generation rubbing their shoulders more or less happily under the same roof of an organisation. Though these generations show drastic variations in terms of their values, commitments, motivational factors, dissatisfiers, work environment, approach towards job etc., yet every generation has got some exceptional benefits for the organisation. Organisation cannot afford to value any of them less than the others. Talking about IT industry, we can hardly see anyone from the oldest generation who are called as the Traditionalists. As the IT sector has reached its forties you can find atleast three generations Baby-Boomers, Generation X and Generation Y joining hands for the success of the organisation.

This shows the ambition and dedication that millennials are told they do not possess. With their drive and increased work experience, millennials are ranking up in the workplace and “occupying managerial positions” in abundance every day (Culiberg and Mihelic 94-95).

Often times millennials are stereotyped as the laziest generation yet. Johnny Oleksinski a writer from New York Post said “Stop waiting around for something to big to happen.” (Oleksinski) This issue with millennials is important because not caring and lazy attitudes will not get you anywhere in life. The more outgoing and self-determined you are increases your chances tremendously on getting a successful job. The author of the same article also said “You need to leave your apartment meet people, be assertive, interested, and open. I’ve gotten full-time jobs by sitting at bars and dancing at wedding receptions.” (Oleksinski) Millennials have a hard time understanding what it takes to get a successful job. This is because of their laziness mentality. A well spoken person will get much further in life than a shy and lazy one. “When you meet them they’re never quite as witty, attractive or entrepreneurial as they seem on facebook.” (Oleksinski) Oleksinski brought up a great point here because he sees this flaw as a problem for just this generation. For millennials to be the best people possible they need to get out of their bad habits that they grew up with and be the same person they are face to face as they are on social media.

Generational changes are having a significant impact on workers motivation. Millenials are the new generation of workers entering the workforce. They are characterized as being intelligent/well-educated, independent, and having internally controlled value systems (Amar, 2002, p.24). They also have a higher employee satisfaction rate at 55% to 46.5% for baby boomers (Amar, 2003, p.