| Companies face a greater challenge in hiring and | | | | participatory experience, not just for personal |
| retaining Generation Y (born between 1978 and 1994) | | | | contacts, but for professional growth as well. Two |
| management recruits. Globalization, technological | | | | thirds of all Gen Y managers use social networking. |
| innovation and health awareness are just a few | | | | Facebook is the leading site with nearly three-fourths |
| factors that influence the moral fiber of new young | | | | of young managers under 25 using it. This is not |
| managers today. | | | | surprising considering that its founder, Mark |
| One source that validates these findings, based on | | | | Zuckerberg is just 25 himself. More compelling |
| statistical analysis, was made by Dr. Alison Macleod in | | | | evidence is presented by LinkedIn, the fourth most |
| a 2008 report titled: “Generation Y: Unlocking the | | | | popular networking site (according to which is |
| talent of young managers” for the Chartered | | | | specifically designed for professional and business |
| Management Institute. Job-related behavioral traits | | | | contacts, and posts career advancement as one of |
| and characteristics that distinguish today’s new | | | | its main goals. Informal e-learning platforms such as |
| young managers from other generations include: | | | | offer resources that young managers can use to |
| - One value that practically all (97%) Gen Y managers | | | | develop self-improvement methods. |
| share regarding work is a job’s capacity to | | | | - Growing up in a world where climate change, health, |
| provide training for transferable skills. In a global | | | | preservation of endangered species, and other |
| economic environment, more companies increasingly | | | | environmental issues are top news stories instilled |
| overlook management maturity in exchange for | | | | strong values in this generation. These values are |
| expertise in a technological skill set. These are usually | | | | upheld by 90% of new young managers who believe |
| high technology fields, such as programming or web | | | | the company they will one day work for should be |
| design, where the young are proficient. Young | | | | involved in an activity that furthers their cause(s). |
| managers know this and are simply adapting to the | | | | Current catchwords such as diversity, borderless |
| prevailing work environment. | | | | boundaries, and seamless assimilation also describe |
| - Developing new skills and a challenging environment | | | | Generation Y. And yet, it’s not so much that |
| replace stability and job security as top considerations | | | | they are different from older generations, it’s |
| for a new position. However, prospects for career | | | | just that they have a lot more options available – |
| advancement is a common factor for both X and Y | | | | and they are willing to exercise them. Organizations |
| generations. A related trend is increased willingness to | | | | that recognize this trend and are prepared to adjust |
| do work outside the office, with half of all young | | | | their management training and development |
| managers actually practicing this ethic. | | | | accordingly, are in the best position to recruit and |
| - Increasing use of social networking as a | | | | retain these new young managers. |