I’ve had a lot of good entry ideas for the past week, but
while reading my morning news, (yes, reading, but on the internet) I think it’s
time for this post. Just as a reminder, I use my own thoughts and insights when
writing these. Yours can be different, which is fine and welcomed.
While working in a Human Resources function, I’ve heard many
comparisons between generations. Baby Boomers, Gen X, and Gen Y/Millennials are
typically the ones that are discussed. I’ll give a little overview of each so
that you have at least a little background before I dive into my entry. Some of
these dates and names are disputed, but here is the Cliff Notes version. (Skip if you want)
Baby boomers have birthdates within the years of 1946 and
1964 and are characterized as individualistic, defiant and pragmatic, but
idealistic. They rejected the social structure of the 50s and early 60s and began
to change it. Within the workplace, they are workaholics that desire quality
and question authority. Gen Xers have birthdates within the years of 1965-1980
and are characterized as self-reliant, resourceful and ambitious. At work, they
value freedom and responsibility, are anxious to learn new skills and value
authenticity. Gen Y/Millennials have birthdays ranging between 1980 and 2000
and are characterized as well-educated, confident and have a need for a variety
of challenges. Within the workplace, they have a need to be heard and taken
seriously, a desire for rewarding opportunities (individually and for the
company) and have fulfilling work. More
about generations can be found here.
While many times these generations are seen as very different,
I see many similarities. The differences lie in how these ideals and needs are
expressed. Gen Y/Millennials are characterized time and time again as being
entitled. They don’t want to “pay their dues” within an organization. As a Millennial,
I can see how this is true. Because the overall structure of work has changed
and organizations do not have that “psychological
contract” with employees anymore to keep them long term and do what is both
parties’ best interests, there simply is no “pay your dues” within the
organization. I feel that you have to make a splash in order to be valued. To
do that, you have to be vocal, goal-oriented and push convention, which makes
it appear to others that I feel that I deserve certain things. I don’t feel I
deserve certain things, but I do expect to be able to do my job to the best of
my ability and I know that I need to create value. Paying my dues, long term,
will result in either being eliminated or passed by, especially the current job
and economic climate.
The other thing that I value is having an organization that
values me as an individual. It’s ok if it isn’t every day, but the day that I
feel that I am not being valued, I become unhappy. I work hard and I work fast.
It supremely bothers me that value gets placed on the person who is at work the
longest. That does not mean that they are working hardest, that means that they
are working slowest or that means they don’t have outside obligations. I like the
different metrics to measure performance, such as output, sales, etc. I also
like being put in an environment that increases my productivity, such as
working from home. I want to do what is best for the company, but it does get
frustrating when that company doesn’t see that. The best way I’ve found around
this is to be open and honest with my superiors. I basically lay out that I
want to do this right, here is a plan, here are the action steps, etc. That
again may come across as entitled, but I am coming up with a solution rather
than harping on the problem.
Those are just two examples of Millennials in the workplace,
but I have many more. It seemed that every article I read on generational
differences is that the older generation felt that the younger generation was
too entitled, too idealistic and too individual. I think many times, that these
traits are just displayed differently based upon the time period and events
that shaped the generations. I think understanding the strengths, being
sensitive to why those groups of people act in such a matter and working towards
a solution will make the different generations work together to have a great,
varied team.