One of the great challenges in today’s workplace is how organisations will manage Generation Y entering the boardroom.
Lazy, unfocused and high maintenance are some of the descriptions used by boomers when talking about younger workers, but how much truth is there really in that and how do organisations plan for this generation to take leadership positions?
As part of the recent Sydney EMC Forum, I had a chance to discuss the challenges of managing Gen Ys with social researcher Micheal McQueen and EMC Australia Managing Director Alister Dias.
Like many tech companies, EMC has a younger workforce with around 25% of staff being GenY and Diaz sees global thinking and a fresh, bright approach as some of the advantages younger people bring to the workplace.
“We want to see this grow,” says Diaz. “There’s two reasons for this; one is that energy level, quick learning and adaption to the new world but the other is the shortage of general talent in the market.”
That shortage is an early part of the global race for talent, with Diaz seeing the priority for EMC and other tech companies to develop home grown skills rather than importing skilled workers.
Offering a career
For Diaz’s, one of the great challenges in this race for talent is retaining skilled and motivated Gen Y and Gen X through offering more diverse career options.
Career progression is one of the big problems facing both GenY and X workers as, in McQueen’s view, the baby boomers have no intention of going anywhere as many define themselves by their work so they don’t plan to retire.
“For Baby Boomers their work ethic is their identity,” says McQueen. “Stepping back from a leadership position, or any position in general is a big deal.”
Not working huge hours which is a key difference between baby boomers and their GenY kids and grandkids who don’t wear long hours as a badge of honour.
Language barriers
An area that concerns McQueen is a lack of vocabulary as text and social media messaging has eroded the teenagers vocabulary with average 14 year old today only knowing 10,000 words as opposed to 25,000 in 1950.
“It started off as text speak and it’s gone beyond that now,” says McQueen. “If you have a Gen Y person operating with older workers there’s often a disconnect there.”
The effects of electronic gaming and communications also has created a climate where today’s teenagers have less empathy than those of twenty years ago — McQueen cites a University of Michigan study — this has consequences in fields as disparate as sales, technical support and nursing.
Organisations are going to have to learn to deal with these differences. “In our own organisation we talk about the need to adapt to Gen Y,” says EMC’s Diaz. “Personally I think we have to meet them half-way.”
“We’ve found it difficult to get talent. You really have to do your homework on it.”
Part of EMC’s problem in finding skilled Gen Y workers has been the collapse in university IT course enrolments along with the broader turning away from STEM — Science, Technology, Engineering and Mathmetics — related degrees.
Diaz is quite positive on this and sees the pendulum swinging back towards more technical degrees and diplomas with more younger people taking on STEM subjects. At present though enrolment statistics aren’t bearing this out.
Finding those skilled workers is going to be one of the great challenges for business in planning for the rise of GenY workers, one of the greater tasks though might be getting the baby boomers out of the corner office.
Image of a younger worker courtesy of ZoofyTheJi through sxc.hu
