NEXT-GEN WORKFORCE
agement. More than ever, these workers are seeking greater fulfillment and are only willing to work hard at jobs that provide it.
The key for employers is changing the way they view work and employees -- and it may also mean that to keep Gen Y workers, they may need to not only develop better jobs, but also consider strong corporate values and corporate volunteering programs. Employ- ers also need to clearly show how the work Gen Ys complete directly impacts the organization’s success. Generation Y workers should conduct more research on prospective employers to find organiza- tions that not only have meaningful career paths, but also share some of the same values.
Generation Y Perception: No Loyalty to Employers REALITY: Because of more work experiences and greater education, Gen Y workers are simply more mobile, making it easier to move from one employer to another if they are unhappy with the work. They were also raised during a period of great downsizing
and rightsizing, and many witnessed the grief and frustration their parents felt when being laid off -- and they do not want to experience that emotion. These are also some of the reasons why many Gen Y workers are diligently planning to start their own businesses. The key for employers is to develop a stronger commitment to keeping employees -- even in bad economic times -- and also to do a better job in training and retaining workers, possibly including such benefits as sabbaticals, professional develop- ment opportunities, and other options for Gen Y workers seeking deeper fulfillment. Gen Y workers should try to not be so skeptical about the motives of employers and learn to trust them more while continuing their professional development as a hedge against any downturns.
Generation Y Perception: Lacking in Social Skills REALITY: Gen Y are some of the most social of any generational cohort; it’s just that they communicate and socialize much differently from the rest of us.
44 Automotive Recycling | September-October 2015
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