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Making assumptions about anyone in your team is never a good thing. For Generation Y (Gen Y) in particular, there are a number of commonly held misconceptions or ‘myths’. If believed, they can do a lot of damage to the working relationship between managers and their Gen Y employees. They can also cause tension across the wider team. In this article we debunk five key myths about Gen Y, and provide advice for managers on challenging their own perceptions of this group.
Note: although it may be useful, at times, to think of team members in terms of their respective generational groups, you should not assume all group members share the same outlook or behave in the same way. Each person should be treated as an individual, with their own preferences, motivators, needs and skills.
Myth 1: Gen Y Don’t Like Being Told What to Do
A popularly held view of Gen Y is that they have little respect for authority. Gen Y doesn’t respect their supervisor or manager just because they have a title or enjoy status within their organization. It is also argued that Gen Y can find being told what to do difficult.
The reality
Rather than having a lack of respect for authority, Gen Y are less likely to immediately and automatically defer to authority than other generational groups. [1] However, once a good working relationship is established, 41% of Gen Y agree with the statement “Employees should do what their manager tells them, even when they can’t see the reason for it.” [2] Gen Y, like most employees, want to have mutually respectful working relationships based on trust and understanding.
If you find your Gen Y employees asking lots of questions about their work, feed their curiosity with information. Don’t be afraid to ask for their ideas (and indeed everyone else’s) about how things could be improved. Where appropriate, share information about the future plans for your team or department, and outline how this feeds into your organization’s strategy for growth. Also, use the performance management process and one-to-one meetings to underline how each person’s role aligns to the bigger picture of the team and the organization as a whole. This approach doesn’t simply apply to Gen Y. It can help everyone in your team be more engaged and productive.
Myth 2: Gen Y Lacks Loyalty to Their Organization
A second misconception about Gen Y relates to the frequency with which they change jobs. Many people think that because Gen Y are more likely than other generations to move jobs, this means they are not loyal to their organization. People can also perceive a shorter tenure as meaning that Gen Y has a lack of interest in their actual job role and responsibilities.
The Reality
Research shows that on average Gen Y leave their jobs more quickly than other generations, moving on after 2.3 years, compared to the national average of 4.6 years. [3] Gen Y are young, and are just getting started in their careers. They tend to move jobs because they are looking to gain experience and grow, not because they lack loyalty to their employers. The days of having a ‘job for life’ are well behind us, but if organizations want to retain Gen Y for longer, it pays to ensure that they are as engaged as possible. Like the majority of employees,
Like the majority of employees, Gen Y will thrive if they feel that their work is valued by their manager. So, give plenty of positive feedback and praise along with constructive criticism to help them develop. Although other generations may sometimes think that Gen Y are just ‘going through the motions’ at work, this may be due to having less autonomy, responsibility or creative freedom than their older, more experienced counterparts. Like anyone, Gen Y is bound to feel less motivated by work which is repetitive or which doesn’t challenge them.
As a manager, you can help to drive engagement and longer-term loyalty by providing work which is enjoyable, as well as challenging and meaningful.
Myth 3: Gen Y Are Only Motivated by Pay and Perks
One of the more negative assumptions that has arisen in relation to Gen Y’s attitude is their relationship with money. Many people assume that Gen Y are motivated primarily by high pay and other material perks and are more interested in monetary gain from their jobs than other generations.
The Reality
It is certainly true that Gen Y are interested in negotiating the best possible pay and benefits package, but isn’t everyone? However, research shows that Gen Y wants more than just financial reward from their jobs. [4] Furthermore, there is little relationship between a person’s generation and whether they are motivated by higher pay and perks. [5] This isn’t to say that financial reward isn’t important however, as 44% of Gen Y say that competitive wages make an employer more attractive, but it isn’t as essential as some people may believe. [6]
Research shows that Gen Y, in fact, places greater importance on learning and development to aid their career progression, flexible working, work-life balance, overseas assignments and working in a supportive team than they do on financial reward. [7] For most generations, having the opportunity to develop their skills and progress is a powerful motivator.
When it comes to motivating Gen Y, a fun, collaborative working environment and lots of recognition and praise go a long way. Try to create a fun atmosphere in your team by celebrating successes after major milestones are reached and by providing opportunities for your team to bond. For example, you could organize an informal lunch once a month, or allow employees an early finish so they can get together socially.
Receiving feedback is also important to Gen Y, so ensure that you point out good work in a timely and specific way. Peer feedback is also important, so encourage your team to give each other feedback in different ways. For example, you could use an online tool such as TINYpulse or iDoneThis, or have a standing peer feedback item as part of your regular team catch-ups.
Myth 4: Gen Y Have Unrealistic Expectations of Work
Another important misconception to be aware of regarding Gen Y is their apparent unrealistic expectations of the workplace, coupled with a strong sense of entitlement. Some people also feel that Gen Y have an inflated confidence in their own abilities which doesn’t match their level of skills or experience.
The Reality
There may be some truth to this particular myth, as research has shown that Gen Y can be more ‘entitlement minded’ than other generations. [8] This is because they have grown up with a strong sense of optimism, having been told by their parents that their career possibilities are boundless and that they can achieve anything they want to. [9] This can mean that Gen Y finds it hard to accept negative feedback. If managers are aware of this, they can help their Gen Y employees to receive constructive feedback in an appropriate way.
It is important, here, to put this myth into a more current context. Although Gen Y may have had some unrealistic expectations of work in the past, circumstances have changed in recent years. The global recession has had serious repercussions for Gen Y’s career prospects. With as many as 40% of university graduates still looking for employment six months after leaving university, Gen Y are often frustrated by their inability to find work, and their expectations may be lower as a result. [10]
Myth 5: Gen Y Prefers to Communicate Using Technology
Gen Y are considered to be ‘digital natives’. Coined by author Marc Prensky, this term refers to that fact that they have grown up surrounded by multiple forms of digital technology and are highly confident using it. [11] Gen Y are also big fans of social media. This has led to the assumption that Gen Y prefers to communicate through technology rather than talking face-to-face.
The Reality
It is certainly true that Gen Y makes great use of social media and various forms of digital technology in their personal lives. However, research has shown that in the workplace, Gen Y likes to communicate with their colleagues and manager face-to-face. [12] This is especially true when it comes to discussions about their personal development and career progression.
However, this doesn’t mean that digital technology isn’t important to Gen Y. They want and expect to have access to the best digital tools to help them collaborate with their colleagues and work as efficiently and productively as possible. It is therefore important that organizations fully leverage the benefits of new technologies so that employees of all ages can keep their skills current. This isn’t about investing in all the latest gizmos and gadgets, but ensuring that your organization’s processes, communication and information sharing practices are supported by digital technology wherever possible.
Summary
Although it may appear that Gen Y are very different from the other generations in the workplace, a closer look shows that they are not. Many of the beliefs people have about Gen Y employees have been shown to be inaccurate. In fact, the characteristics, assumptions and generalizations made about Gen Y are often more to do with age or life stage characteristics.
What may be different about Gen Y, however, is that they appear to be better at voicing their needs, expectations and ambitions than other generations. They are also not afraid to ask questions of their managers and leaders about their work, and the strategy and direction of their organization as a whole. Understanding more about Gen Y and challenging some of these myths and assumptions will help you be a better manager not only of Gen Y employees, but of all the generations in your team.
