Studies continuously show that we’d rather feel like we’re contributing something or building our skills than we would just sit around, twiddling our thumbs, collecting a salary while waiting for those higher on the ladder to either retire or get high by a cement truck. Even if that salary is large, we’re often still not content: only about 20% of the interviewees stated that salary levels were “very important” to them.

Is this a bad trait? Not really. The same studies also show that Gen Y employees are completely willing to work their asses off if the right opportunity comes their way. It’s only if we feel stuck in some soulless, static position that we start to show off some of that now-infamous Generation Y laziness.

Where things DO become problematic, though, is that I think we often don’t give our employers a chance. We can be impatient, and we can be impulsive. If we don’t feel immediately like we’re being valued in a position, we’re liable to job hop, skipping from one employer to the next in the hopes of finding the position that does give us meaning right away.

The reality is that most employers are not going to thrust their new employees into important and meaningful work from day one. And their reasons for not doing so are actually pretty solid. First, because it can be business suicide to give something that could seriously impact your company’s bottom line to a untested newbie. Second, because they’ve likely been burned before by people leaving less than a year into the job.

You can see the Catch-22, can’t you? It’s that big, obvious thing heading straight at us. Young people don’t want to wait around for meaning, so they leave. Employers don’t want to give their new people big projects, because new people are notorious for leaving after a few months on the job.

It has all the qualities of a vicious cycle, and indeed, I’ve heard anecdotal reports of people bouncing around, from entry-level position to entry-level position. These are often talented, well-prepared, skilled individuals, but after eight months of doing nothing but shuffling paper around and watching older, more seasoned employees juggle all sorts of meaningful projects, they bail out.

I think this is one situation where the younger people need to adjust more than the employers do. Gen Y needs to remember that it can’t be so idealistic to think that they can just slide into a high-paying, high-responsibility position² and that, in this case especially, patience is a virtue.

However, employers need to understand that this attitude is commonplace, and adjust for it. Even just a little communication goes a long way here. Give constant feedback, let your young employees know where you see them going in the organization. The absolute worst thing you do is just leave them behind their desk, convinced that all they’re ever going to do is staple, copy and add formulas to your spreadsheets.

In sum: patience and communications. They just might be the fundamental building blocks of the effective intergenerational office.

Photo by gilberts. Licensed under Creative Commons

1. NGO is a really stupid, term, by the way. Here are a list of literal non-governmental organizations: Wal-Mart, McDonalds, The Pittsburgh Steelers, Sony, Ben & Jerry’s. But I digress.
2. Yes, this is true even if you went to Grad School. I know they might have tried to convince you otherwise.

I’m not exactly sure why older generations are having trouble communicating with Generation Y. They seem to regard us like they would a foreign language, looking to books and consultants and lists-disguised-as-articles for explanations on how to best learn what makes us tick.

But the dirty little secret behind all of this is that a lot of managers aren’t just looking for information about us — our habits, culture, attitudes, and so on –, they’re also looking for information on how to control. These employers don’t want to adapt. They’d much rather just figure out how to BS their way into the appearance of Gen Y friendliness.

They want to harness this changed workforce without ever really acknowledging our differences.

The only tip employers really need for communicating with Gen Y is this: don’t BS. Be honest. Speak plainly and directly. Don’t lean on hierarchies, memos, policies and procedures. Keep your explanations straightforward. And don’t you ever use the “because I’m your boss” card.

That may seem like a lot, but it’s really not. It all boils down to a simple “No BS” rule. Try that, and all the other ‘tips’ you need will start to fall into place.

Photo by fabblo. Licensed under Creative Commons