Generation Y places new demands on employers

With regard to internal dynamics, colleagues are important to Generation Y employees.

The network of friends they make at work is also vital.

Fourthly, they see their careers defined by an infinite number of possibilities and developing in different directions.

They believe that they are in charge of building their own careers through working in positions that would develop them.

They are also keen to learn self management and personal productivity skills as well as gain industry/functional knowledge and technical skills.

They do not expect jobs for life.

Fifth, gender equality is now expected and taken for granted.

In addition, Generation Y will tend to settle down later than their parents’ generation did.

The challenges for organisations and HR Managers in designing talent management programmes to take these issues into account will focus on the following:

Work Management: Given their need for constant, immediate, constructive feedback, managers are bound to be put under pressure in managing Generation Y staff. Emphasis should be put on how this generation can manage their own learning and work with peers to provide a regular flow of information and feedback.

Management of Boundaries: Generation Y tend to use technology at lot more than other generations. They reach out to peers in their organisations, build a virtual network of associates around the globe.

Information flow

The challenge is around managing the flow of information, deciding what information should be maintained in the public domain and what can be brought into the workplace.

The Design of Work: Developing intellectual, social and emotional capital is important for this generation. Organisations will need to focus on designing work that is meaningful, delivers sufficient autonomy for the individual to develop themselves and allows for rapid learning.

Their work needs to be challenging and gives room for more opportunities and regular feedback.