Millenium Falcon

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

“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

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)

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

“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.

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

Effective leaders of my age are faced with a few challenges, quite a few actually. One being the generational divide that currently exists between four different workplace peer groups: Traditionalists, Baby Boomers, my age group of Generation X, and Millennials. Aside from increased global diversity, our workforce has mushroomed with generational cultures as well. Young associates of today are the future leaders of tomorrow, yet there is an obligation to honor the long-term commitment of our older associates. When bridging these distinct generations,

When looking to the leadership role of the supervisory staff directing and training the “Millennials activity is an important part of the traits that empower them. “Millennials are motivated and need to be challenged. The aspect of the daily route will quickly produce a mundane feeling and the production of these individual will diminish. Looking beyond the daily routine and providing different avenues to increase their knowledge base is essential. Only providing what is required by your agency to these individuals will not suffice. Get them involved with in house training beyond the agency group training. Areas that will quickly promote growth such as squad level training in which they provide the research and information to their squad

• Location, Location, Location – Look in new places for talent across regions. For example, NGOs/minority organizations can act as “relationship brokers” for new candidates. Also, cast a wide net in regards to location by focusing recruitment efforts in large, medium and small cities, as well as rural areas for Gen Y talent. • Diversify On-Campus Recruitment – Deploy diverse teams for recruitment presentations, workshops and career fair days. Gen Y candidates are looking for current employers that they can connect with and relate to on a deeper level. Is your recruitment team fluent in “Gen Y”? It is vital that on-the-ground recruiters can connect with and relate to a Gen Y audience. Quick Tips: • Communicate through multiple, regionally appropriate, methods of communication, including email, text, phone, social networking tools – and local equivalents. Use methods that are accessible and affordable to potential candidates in that region. • Provide recruiters with a social media toolkit. Make sure they have the ability to blog, chat, text, etc. with potential candidates. • Engage families+friends in the recruitment process. Gen Y’ers listen to their families and friends – get everyone on board!

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.

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).

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.

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.

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.