R U Ready 4 Y Summary

Intro: R U Ready?

This book is an essential read for any business leader, manager or HR professional, seeking to understand the growing differences between generations in the workplace. It is predicted that by 2030 over 70% of the workforce in North America will consist of employees from the Millennial generation. The risks to businesses that do not prepare themselves for this reality is significant as organizations compete to attract and retain talent.

There are hundreds of publications and articles on the subject of Generation Y. Many of these are focused on describing the unique mindsets and expectations within the next generation of workers. This book is different. R U Ready 4 Y? provides the required thought leadership and key insights

The principal basis of this guide is rooted in the assertion that the majority of leadership and managerial positions in North America and globally are currently held by individuals that come from the Boomer and Generation X cohorts. This book is of considerable value to these leaders as it outlines the prerequisite tactics to address the engagement needs and dynamics of the impending wave of employees entering the labor pool. Admittedly, much of the advice within this guide will make the average above thirty-five year old business manager mildly unnerved. Even the title, deliberately written in modern “textese”, is meant to be somewhat provocative to business leaders in the Boomer and Gen X category. If you are in one of these generations, ask yourself if the unconventional title didn’t strike you as slightly out-of-place or even

The values, expectations, viewpoints and experiences between the generations are incredibly different and often in conflict. The struggle and solution, particularly for large, established corporations - with history and entrenched foundational processes for recruitment, performance management, work structure, service, talent development and rewards and recognition - will not be easy. Failing to make dramatic changes to understand and adapt to the demands of Generation Y will have material impacts to the bottom line.

As Tara Wolckenhauer, DVP of Human Resources for Human Capital Management leader ADP points out, it is not enough to make minor adjustments in preparation for Gen Y in the workplace; it calls out for a strategy that recognizes future impacts on the full continuum of the business:

“With the incredible influx of Gen Y employees entering the workforce over the next several years, it is crucial that companies prepare and ready themselves for transformational changes. These changes will encompass all elements of the business paradigm: recruiting, tenure, total rewards, engagement, recognition, customer service and even our corporate