Playing with a new design for the site. Be patient as I put up all the new wallpaper.

In the meantime, check out this little article from ZDnet: Businesses Struggle to Serve Gen Y.

It’s a standard article on Generation Y and businesses’ total inability to rationalize how things are changing and what they need to do to meet those changes:

Although 75 percent of respondents said the Gen Yers will impact their organization as consumers in the next three years, 54 percent have yet to establish business or marketing strategies for this generation, despite wide recognition that such steps are needed.

That’s not surprising data, though I do love uncovering stats like this, especially in the face of those who still have trouble admitting anything is changing with Generation Y coming into maturity. The flip side of that, of course, is the crushingly depressing reality that, despite struggling with generational differences, no one has any idea what they are going to do about it.

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One of the more unifying traits of Generation Y is their desire to do important work that has meaning. For those that can afford it, this often manifests itself as volunteer, not-for-profit or NGO¹ work, or even kind-of-questionable things like voluntourism.

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 don’t know a whole lot about being a police officer, likely because I am badly out of shape and kind of a wuss when it comes to the idea of tackling criminals or what have you, but officer.com has an article on Gen Y and the Millennials coming on to the police force that’s very interesting. There are parts I agree with and parts I strenuously disagree with.

Let’s take this point-by-point.

On demographics

Generation Y and the new Millenials that will be crossing your doorway looking for a job. Yes I said job, not necessarily a career, but a job. They may not stay; in fact it is likely they won’t. In the 1980s when I graduated from high school there was one job for every four students. Going to some post secondary school was a better option to wait and see if more jobs opened up. Today, there are four jobs for every student and the new graduates of high school and post secondary institutions have their pick. You may or may not be one of them.

I see these “4 for 1″ stats a lot, but I’m not sure I’ve ever seen the source. It seems pretty accurate, though, at least in the sense of all that it implies: this is a generation of employees that isn’t going to bend over backwards for you just because they want to keep their job.

On stereotyping

In comes Generation Y (1978-1994). These are our junior constables or new recruits. They have a casual attitude towards superiors and are opinionated and challenge the rules. Their parents were older when they had them and were more babied by their parents. They lived at home late in life – and may still live at home while working for you. They belonged to schools where you were never failed, there was no winner or loser and everyone got a “participant ribbon” just for showing up.

Some good and some bad here. Yeah, Gen Y tends to live at home longer. Often because their parents suggest they do until they can buy a house — there’s a pervasive “renting is throwing your money away” myth at work here. But I think this “participant ribbon” article falls fully into the realm of fantasy myth: I do recall there being things like that at various events, but even as an 11-year-old I knew not to take them very seriously. And there were still ribbons for first/second/third place, too.

I think you’d find it really difficult to find a member of Generation Y who doesn’t, when you get right down to it, have a good sense of what competition means. I think the difference is that we’ve been conditioned to see ‘winning’ as something else entirely than what the Boomers/Gen X are used to.

Here’s a hint: it’s not all about money.

On Gen Y’s future in policing

So now what? Flexible Management Leadership. Demographics don’t lie. Birth rates are down, retirement is up. There is more demand for people in management roles and a dwindling pool of talent for policing. 3% of young people think of policing as a career. 63% never would consider policing as a career. That leaves 34% undecided. It’s time to wake up and reposition ourselves as the employer of choice. Change is not a sign of failure and the failure to change in this case is not an option.

I think by and large policing is going to see the same problem that the skilled trades do now: teachers don’t tell their students about it, so students don’t consider it. There’s also the pop culture stigma: chart the evolution of the cop TV show from the 70s to now. It’s a lot grittier, and I can’t really think of a television police officer who is actually, you know, happy with their jobs.

But the change part is so critical. If I’ve hammered home anything on this blog since I started writing it is that change is at the foundation of real intergenerational progress in the workplace. It’s a bit of give & take, sure, but fundamentally I think most of the change has to come at the management and organizational level.

Photo by nyc arthur. Licensed under Creative Commons