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Boomers and millennials contrast
Research paper on challenges faced by millennials at workplace
Research paper on challenges faced by millennials at workplace
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The subject for this essay is an article by Donald Hillman titled, The 3 R’s of Managing Millennial Employees – Recruit, Relate, Retain. Mr. Hillman is a management consultant by trade and has experience consulting in governmental, not for profit and distribution industries. In this article, Mr. Hillman implies that managing millennial employees is typically ineffective because of limited or poor research conducted on what motivates the younger generations of employees. This ignorance by many managers results in conflict and dissent by the millennial generation and ultimately leads to issues with employee retention (Hillman). While the author seems to be attempting to give insight on the subject of millennial employees in the workplace, he does so in a manner that is somewhat ambiguous to the reader. The underlying question that is presented by the author revolves around employee satisfaction and retention. The author attempts to address how leadership in an organization should relate to the younger generation of employees, how to recruit those employees into the organization and finally, once employed, what steps the organization should to take in order to keep those employees engaged and satisfied with the business so they can be retained and continue to grow within that group (Hillman). Mr. Hillman states that he himself has conducted three years of research on this subject and that his results have been peer reviewed for authenticity. He conducted this research because managers and human resource professionals often rely upon this type of research to define generally accepted values and culture of a defined generation for staffing strategies. What Mr. Hillman fails to provide is any specific data sets or documentation... ... middle of paper ... ... that it provides an insight into the values that the younger generation of employees identify. The information should be taken into account during recruitment and project based positions and used intelligently where the situation allows. Mr. Hillman feels that there is a specific way the millennial generation views the world; in that assessment he is correct. Organizations need to be mindful of the differences between generations and respectful of the values of each. More specific research will prove insightful if more variables are introduced and investigated. Such variables might include education levels, demographics, type of industry or position and even further breakdown of age groups. Work Cited Hillman, Donald R. "The 3 Rs of Managing Millennial Employees – Recruit, Relate, Retain." HR Professionals Magazine. N.p., n.d. Web. 20 May 2014.
In the article “Why Your Office Needs More Bratty Millennials”, the author Emily Matchar expresses a variety of reasons why the new generation in the workforce (millennials) needs to have their voices heard. She uses different terms to discuss this generation of workers, including Generation Y, another common name for millennials. Matchar’s exposition of why millennials are changing the workplace is broken down into specific points. She references the declining job market and why, due to circumstance, it is hard for millennials to get jobs as it is. Moreover, millennials are now pushing for a “customizable” workplace, such as being able to set their own hours.
The 21st century has brought great change and advancement in all aspect of life for mankind across the world. From the creation of high-tech gadgets to innovative ways of basic living, millennials have had a huge engagement in the works of creating such things. They have brought change and advancement through ways in which mankind has never seen before. On the contrary, past generations believe that Millennials are bringing negativity and corruption into the world. The article "The Beat-Up Generation" by Abby Ellin says that " Millennials are, arguably, the most reviled generation in recent history, and armies of consultants are hustling to decipher them.
Boomer’s see millennial’s as having a short attention span which is not what millennial’s intend. If they don’t see a job working out, they are faster to jump ship than Boomer’s and that fearless attitude actually leverages them more power with their company. Sherry Buffington, co-author of Exciting Oz: How the New American Workforce Is Changing the Face of Business Forever and What Companies Must Do to Thrive, says that they have the upper hand because they are perfectly fine working dozens of different jobs in their lifetime. “In a survey conducted by IdeaPaint of 600 employed Millennials, 49 percent believe that poor management is dragging their company down; 45 percent attribute that to the lack or misuse of technology solutions.” (Avallon) This helps the reader to better understand the mentality of millennial’s. They are typically more tech savvy then their older bosses and feel they could make more of an impact if they were in charge. Millennial’s are hard-wired to think that time really is their most important resource. If they feel they aren’t being treated completely fair then they won’t hesitate about trying to find a new
While baby boomers believe that traditional hierarchy in the workplace is the appropriate method, Millennials tend to take a different stance. As for the workplace, Millennials differ from
With the current change in demographics throughout the workforce, organizations are feeling the effects of a larger percentage of baby boomers retiring and a large percentage of millennial new entrants. The words used to describe millennial employees, “spoiled, trophy kids, ambitious”, seem to be as everlasting as the constructive and negative perspectives attached to them. Many can debate on the entitlement of these employees within an organization, how these employees can be groomed and managed to better fit the organization, the positive and negative attributes they bring into the workplace, and how the preceding can benefit or derail the effectiveness of an organization. Nonetheless, a harder debate, comes about in denying that organizations must adjust to and integrate these employees into the workforce.
This spoiled generation has hit a wall called life and is currently trying to find a way to get over it. The workplace has been a brutal environment for generations now. The millennials, also known as Generation Y, are not the first generation to want change in the workplace, but they are the first ones to be brave enough to step up and place their demands over their own job. The millennials shouldn’t be criticized, they should be admired by every other worker in the workplace. Matchar supports the addition of millennials, but added negative connotation in her article about them.
Have you ever worked for a company that has a mixed age of workers? The article, “What Happens When Millennials Run The Workplace?” published in The New York Times in March 2016 is about millennials starting a business and running a successful website. According to Dictionary.com, a millennial is, “a person born in the 1980s or 1990s, especially in the U.S.; a member of Generation Y”. The website “Mic” was created about five years ago in New York. It was created to appeal to millennials and to provide a new type of work environment for millennials. “Mic” has one-hundred six people on their staff writing stories like “When Men Draw Vaginas” or “Don’t Ban Muslims, Ban Hoverboards”. Even though this company was created to appeal to millennials,
Workers are often pitted against each other in the work place as a form of competition. One division that is commonly seen is gender and race, but there is also a divide concerning age that isn’t discussed as frequently. Baby Boomers are those who was born between 1946-1964, when WWII soldiers came back home, settled down and started the “Baby Boom”. While Millennials are those born around 1981-2000, and have a similar population size as Baby Boomers. In the workplace, Millennials are categorized as being bad workers due to how they were raised in sheltered lifestyles and require a different environment than the previous generation, but that is not accurate. Even though the two generations view work different, sometimes to the point of conflict,
The scope of this essay will focus on generational differences and more specifically how understanding each generation in various aspects will help the company grow and ensure individuals feel a part of the whole. At this point there is five extraordinarily different generations participating in the workforce, each generation offers both unique and similar characteristics (Noe). Considering that the oldest generation in the work force were born around 1925 -1945, while the newest members of the work force were born after 1996, we can assume based on the amount of changes in the world that these two groups would be worlds apart. Because of these large gaps it is imperative that companies train to this or it could become a point of discontent amongst employees and senior leadership. When you look traditionalist s they are defined by the era they grew up in, an era of sacrifices, unwavering patriotism, and absolute respect for all rules and regulations. It would be easy for a traditionalist to misunderstand a Millennial, a generation that hasn’t had to sacrifice as much, has been known to challenge rules, and their questioning nature may come across as lazy and
As the Millennials grow into fully fledged adults, they possess an increasing presence in the American workplace. To expound further, these Millenials remain able to understand ongoing trends in technology that older generations cannot understand. Therefore, they remain able to adapt to situations faster and quicker than their competitors. In particular, one millennial stands out more than the rest. Not only does this millennial possess a perfect combination of intellect and hard work, he also possesses the ability to withstand external factors that would impede his growth. In spite of his relatively young age, this millennial has refuted an insurmountable amount of stereotypes associated with the millennial generation.
Effron, Marc, Robert Grandossy, and Marshall Goldsmith (eds). "Chapter 3 - The 21st Century Workforce". Human Resources in the 21st Century. John Wiley & Sons, © 2003. Books24x7. Web. Apr. 6, 2012.
Chris Myers, founder and CEO of BodeTree financial company, and Carey Smith, “Chief Big Ass” of Big Ass Fans, favour hiring Millennials due to our fresh perspectives and ideas. Red Brick Research interviewed hiring managers who concur that Millennials are more imaginative, entrepreneurial and adaptable than older workers, making us a more valuable asset. Millennials are the first to ask when and how to get a promotion, but not because we are entitled. As the most educated generation in history, we do a good job which we take pride in.
Each generation entering and working within organizations differs from the previous one in terms of education, values, aspiration, work attitudes, and world views. Managers are increasingly grappling with generational differences in their workforces. Beagrie (2013) referenced four distinct generational groups: Veterans are people who were born before 1946 and are very loyal, disciplined, logical, and detail oriented. Second are Baby Boomers, born between 1946 and 1964, who are competitive and very respectful of authority (Beagrie, 2013). Third are Gen Xers, born between 1965 and 1977, who are more likely to be skeptical and independent-minded (Beagrie, 2013). Gen Ys—also known as Millennials—were born in 1978 or later and like teamwork,
Klobucher, T 2011, Characteristics of Generation 2020: Generations at Work, The Great Workplace Revolution, accessed 11 November 2013, http://www.thegreatworkplacerevolution.com/characteristics-of-generation-2020-generations-at-work/
The “Generation Divide” (Biro, 2013) is a challenging problem for the leadership in today’s culture. The gaps between these generations are a concern organizations are confronted with. Today’s workforce includes four generations spanning more than 60 years in age (Cogin, 2012). Strategies aimed at attracting, retaining, and engaging employees of all ages are strategic concerns that employers are focusing on (Cogin, 2012).