The Generation, Generation Y, Born From 1980

The current generations in the workplace today are Traditionalists, Baby Boomers, Generation X, Millennials, and Generation Z. Each generation brings their own values and mindsets to the mix. Although genetics play a part in a person’s characteristics, the generation in which someone is born into also plays an integral part in shaping their mind, values, goals, and work ethics. People from the same generation share similar experiences, and this can influence how they think politically and socially.

Upon reflecting on the three main generations that comprise the workplace today, a few differences emerge. “Baby Boomers” grew up in a time when movements were prominent, the Vietnam War occurred, key figures were assassinated, the Watergate Scandal occurred, and television was introduced (Twenge et al., 2010; Schullery, 2013). Overall, “Baby Boomers” seem to exhibit a distrust of authority, value hard work, and want to enjoy their achievements (Robbins & Judge, 2015; Twenge et al., 2010). As such, they are results driven and give their utmost effort (Robbins & Judge, 2015). “Generation X” grew up in a time of computers, divorce, two career parents, MTV, and economic uncertainty (Twenge et al., 2010; Robbins & Judge, 2015). For the most part, they seem to exhibit the workplace behaviors of independence and a lack of commitment to employers (Twenge et al., 2010). They value a balance between work and life and place more focus on extrinsic rewards such as monetary compensation (Twenge et al., 2010). “Millennials” grew up in prosperous times with technology dominating the era and over-protective parents (Robbins & Judge, 2015; Schullery, 2013). Generally, they seem to place a greater value on employee benefits, leisure time, teamwork, and open communication (Society of Human Resource Management, 2004; Twenge, 2010; Myers & Sadaghiani, 2010). In addition, they have also been given the labels of “self-centered” and “entitled” (Myers & Sadaghiani, 2010).

This mixture of generations creates many issues in the modern workforce, as many differences in culture, norms, behaviors, values and perceptions of the workplace exist across these generations. Also, for perhaps the first time in history, four distinct generations are working alongside each other in the business world. As noted by Sam in his email, the coexistence of different generations can have many influences on the workplace. One of the biggest influences is the different attitude and acceptance of technology, as the millennial generation was the first one to

There are many challenges facing managers and leaders in current workforce. The variety of cultures, races and generations in today’s environment is making work harder. “Managing will also get even more difficult because of globalization, multi-generational workforce, dependency on technology, unethical behaviors and practices.” (Kaifi,2013,pg.217). In this paper I will talk about the three generations that we have had over the past sixty years – the Baby Boomer Generation, Generation X and the current Generation Y, known as Millennials. This rich mix of generations in the workforce can be attributed primarily to labor shortages experienced in many industries and the rising average age of retirement.

Millennials and the older generations do have distant relationships in the workplace that needs a resolution to provide a productive and excited work environment that produces results. These critcism about Millennials Steve Gavatorta witness at his own work environment, he states, “One of the common issues I experience when working with clients, who are primarily Baby Boomers and Gen X’ers, involves Generation Y entering the workplace,” Gavatorta describes how he personally experience these objections daily about Generation Y in the workplace, and how the older generations protests about Generation Y and the communication barrier with technology, their sense of entitlement, and their work ethic. Generation Y’s differences compared to the

Generational diversity in the workplace has gained much attention since it has an impact on the organization. Managers in healthcare organizations face many issues concerning the generational differences due to the differences in characteristics that differentiate these groups of workers older and younger employees. The generational differences are based on the historical, cultural, social and economic events that happened during different times. The most significant factor is reliance on technology that has separated the younger generation from the older one (Levi, 2013). Productivity in nurse practice and clinical settings can be boosted by combining the differences in the learning preferences and work ethics through successful integration. Baby boomers, Gen Xers, and millennials are the major groups in the workplace. Their attitudes towards work, family, comfort with technology and communication styles differ (Hendricks & Cope, 2013).

The term Millennials known as the great generation which generally refers to the generation of people born between the early 1980s and the early 2000s. Generation X people between the early 1960s and the 1980s. Baby Boomers are people born during World War II baby boom approximately between the years 1946 and 1964. Generation an entire body of individuals born and living at about the same time. Generation Gap differences of outlook or opinion between people of different generations. Turn Over the amount of money taken by a business in a particular period or people exiting from a organization. Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the

In her article “The Tethered Generation,” in Society of Human Resources Magazine, writer Kathryn Tyler asserts that people born between 1978 and 1999, also known as the Millennial Generation, would bring challenges to the workplace, attributing early access to technology and a “perpetual connection to parents” as causes. The article’s central tenet is that through technology, this generation’s “tethered” relationship with peers and parents has shaped communication, decision making, and need for connectivity. Tyler identifies the following Millennial traits as challenges to organizations: “unrealistic expectations with respect to goal-setting and planning;” “only adequate professionalism and work ethic, creativity and innovation, and critical thinking and problem solving;” and lack of autonomy and “sense of self-reliance.” The article ends by recommending that human resource management prepare for the Millennial’s “high maintenance” and their parent’s “helicoptering” with policies and training programs (Tyler, 2007).

They may wear flip-flops to the office or listen to iPods at their desk. They want to work, but they don't want work to be their life.” (Armour, 2010). In America, their number accounts for more than 70 million people. Yes, this is how USA Today described the Generation Y. It is almost time for the Baby Boomer generation to retire from their current job. Employers would need substitutes for their long-term loyal employees. They look for the same work ethic in the new generation. However, it is not how the new generation, Generation Y looks at work. According to Science Direct “Keeping the Millennials: Why Companies are Losing Billions in Turnover to this Generation argues that Millennials are sought-after employees because of their energy and technology skills, but many companies are unable to retain these young professionals. Unless organizations adapt to the expectations unique to this generation”(Sara D. Smith, 2012). So while recruiting the new Generation X and most importantly Generation Y, it has to be kept in mind that their perspective is not identical as their ancestors. As described by USA Today, “Unlike boomers who tend to put a high priority on career, today's youngest workers are more interested in making their jobs accommodate their family and personal lives. They want jobs with flexibility, telecommuting options and the ability to go part time or leave the workforce temporarily when children are in the picture.” (Armour, 2010) .

The entire work environment has been sent spinning as three generations of workers compete for fewer positions, all complicated by rapid advances in office and communications technologies that are eagerly embraced by younger workers while seemingly threatening to older ones. What 's a manager to do?

SUMMARY OF THE ARTICLE “UNDERSTANDING AND MANAGING GENERATIONAL DIFFERENCES IN THE WORK PLACE” ( Cited from Kapoor and Solomon 2011)

X, and Generation Y, AKA the millennials. There is a shift in the demographics of the workforce as the Baby Boomers, roughly 1946-1964, are gradually starting to retire. Millennials, broadly defined as those born after 1980 and up to around 2000 (The Denver Post 1), will be expected to take up to three fourths of the “workforce within 10 years”(The Denver Post 1). With the increased numbers of the “younger generation” entering jobs, there will be new challenges. They regard career choices in how the job fits them, instead of them fitting the job. Other generations deem this as arrogant, self-absorbed, and having a sense of entitlement. One could say that this has likewise been true with previous generations as well when they entered the workforce. Hasn’t each group has made changes to the business environment in order to make it more gratifying to go to work? Millennials are no different in that aspect, they are bringing new concepts to the conference table. In order to retain the influx of a newer generation, companies will have to adapt along with the “older” generations. The millennial generation is precipitating new change for business. In this change, millennial employees perceive their ideal workplace as collaborative, flexible, and creative.

In today’s workforce, it is very common to have coworkers in multiple generations. The four generations that are currently in the workforce are the Traditionals, Baby Boomers, Generation X and Generation Y. Currently, the Baby Boomers and Generation Y make up the majority of employees in the workforce. There is great diversity between the generations in terms of what motivates them to perform well at work, attitudes about work, causes of conflict in the workplace, and communication in the workplace. Another aspect of the generations that has great diversity is the way in which they learn in the workplace. Because of this, employers have to provide training and development opportunities that cater to each generation. Baby

Space to develop. Offer Gen X workers clear articulations of objectives, however permit them sensible scope on the best way to accomplish those objectives. Expand on their enthusiasm for increasing new abilities and learning by giving chances to develop at work. Gen Xers have a tendency to have a "buckle down, play hard" attitude.

Voluntary employee turnover of the Millennial generation is costing the U.S. economy billions of dollars annually. High costs of voluntary employee turnover are causing organizations to have a retention plan in place to accommodate the Millennial workforce (Nolan, 2015). The Millennial generation, ages 24-34 years, is the largest population with a high voluntary turnover rate in the workforce. Approximately 70 percent of Millennial employees leave their first jobs within two and a half years of joining. One of the main reasons why organizations experience high voluntary turnover rates is due to poor retention of the Millennials (Campione, 2015). While changing jobs frequently by taking jobs outside their field of study and taking on more student debt, job hopping has tainted the job market because of the lack of job satisfaction (Campione, 2015).