NEXT-GEN WORKFORCE

The key for employers is approaching younger workers differently, providing constructive criticism that reflects confidence in them.

Generation Y workers must realize that their bosses are not going to be like their parents, and that part of growing as an employee is learning from past mis- takes and accepting constructive criticism.

Generation Y Perception: Lazy REALITY: Technology has allowed this generation to multi-task and find shortcuts in achieving tasks. Texting, instant messaging, social networking, and Web surfing have all made Generation Y workers more competent, efficient, and productive (if not sometimes overwhelmed).

The key for employers is to accept that there may be multiple ways for workers to accomplish their tasks. Generation Y workers may need to demonstrate that they are working just as hard as everyone else, but perhaps simply performing the job more efficiently.

Generation Y Perception: Poor Work Ethic REALITY: Generation Y is the first generation to expect employers -- from day one -- to realize there is more to life than work. Just as many Baby Boomers are now discovering later in their careers, Generation

Just How Many Millennials are There? Census Bureau population data shows Millennials are the largest generation in the U.S.

J

ust as The Center for Generational Kinetics receives many questions about what to call Millennials (they are interchangeably

called Millennials and Gen Y), we’re often asked about the size of the Millennial generation. The answer: it’s huge! According to the 2010 U.S. Census, there are 79.8 million

Millennials in the United States, and updated figures suggest that this number is even larger. A new press release from the Census Bureau estimates the current Millennial population at 83.1 million strong. The data, collected between April 2010 and July 2014, suggests that the Millennial population has surpassed that of the Baby Boomers, who still represent a significant 75.4 million. This means that Millennials are now the largest generation represented in the U.S. The data also reflects the increasing diversity of the American population, with 44.2 percent of Millennials being part of a minority race or ethnic group, more than double that of the 65-and-older population. Increasing diversity is likely to continue with iGen, the generation after Millennials. According to the release, Americans aged 5 and under recently became a majority-minority

group for the first time (at 50.2 percent). Statistics taken from http://genhq.com/just-how-many-millennials-are-there/

42 Automotive Recycling | September-October 2015

Y sees work as a means to enjoy life -- and life comes first. They have a strong work ethic -- just not in a 9- 5 sort of way. Generation Y wants work to be fun and flexible because the line between work and life is seamless. (In other words, there is no such thing as work-life balance because it’s all just one thing.) Generation Y also follows a mantra of working smarter, not harder.

The key for employers is offering flexible work schedules, adjusting the belief that workers need to “put in the hours at the desk” to be effective, and developing a work culture that is pleasant and posi- tive.

Generation Y workers may need to readjust some attitudes about work, especially for entry-level posi- tions in which workers have traditionally been expect to work long hours to earn their due.

Generation Y Perception: Little Respect for Authority REALITY: While some people refer to this cohort of people as Generation Why for a reason, it is not so much an issue of a lack of respect for authority as much as it is that this group has been raised by their parents to question everything and raise questions when they don’t understand something. This gener- ation is very independent and not afraid to challenge the status-quo. Many in Generation Y want a rela- tionship with their boss like the ones they have with their parents. It’s not that these folks have little respect for authority; on the contrary, they feel employers do not respect them.

The key for employers is realizing that asking questions can often lead to answers and solutions that are actually more efficient and effective. Unlike with any other set of workers in the past, employers must also provide more autonomy -- and trust Gen Y workers to complete the work.

Generation Y workers should learn to choose bat- tles carefully, not question every single decision made, and give employers a chance to adapt to their style of work.

Generation Y Perception: Too Self-Centered and Individualistic REALITY: This iPod Generation (named such because iPod commercials focus on individuality while selling the product to every Gen Y) works well in groups and teams -- especially with people their own age -- but they also have been taught the value of individuality and independent thinking. They see themselves as unique individuals -- not tied to any specific labels. And unlike any previous generation,