Generation Y 2.0

The UK’s CIPD, in association with Penna, recently produced a comprehensive report based on a survey of over 5,500 individuals across 6 European countries and focus groups within more than 30 major UK employers. Their findings confirmed that there are more similarities than differences between the generations and that it is the preconceptions between generations about each other that is more the problem.

The study shows that the differentiating factors setting Gen Y apart is the influence that the reward deal has, the close connection between socialising and work, their advocacy of the employer brand (nothing new there) and perhaps suprisingly a more common interest in staying with one employer for five years than many would expect. And yet many Gen X, although perhaps seemingly more career driven, will often job-hop to make progress.

The study appears to support the messages of articles we referred to in Part One, that generationalisations of Gen X and Y are becoming blurred, we are seeing Gen Y behaviours in our Gen X’ers, etc.

The report focuses on the need to foster creativity and innovation from generational interaction and that the risk of not managing generational diversity can lead to disengagement or even conflict. One common theme to all generations was the importance of respect and dignity in the workplace.  Harnessing capabilities across generations within organisations has never been more important; use of new media, social networking, entrepreneurism, customer service ethos and strong change management skills based on experience and wisdom, are sure surivival skills in the coming year.

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Time and time again we see comments about age sterotypes, whether they be baby boomers (BB), Generation X, Y’ers or the teen youth of today. As we’ve said before these boundaries are becoming blurred. What we see are behaviours not age groups.

People tend to follow cycles or stages throughout their lives, some more than others; adapting, embracing and making changes as they go.

Generation classifications were discussed with author Robert K Critchley in ‘Ageless Wisdom’ (hrmonthly, Australia, June 2006, Chaminade):

“I think the terms are useful for understanding the differences between people. The most important thing is not to run your life by ‘I’m a Gen X and I must live this way’. Understand that people are thinking differently, because so often the generational myopia is such that we think everyone thinks like we do. There is value in understanding the way different generations think and act – understand but don’t try to typecast.”

Another way of looking at classifying talent was outlined in Generation Gap (hrmonthly, October 2005, Chaminade), considering four different categories for talent rather than those of age:

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