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Тема номера
СОЦИАЛЬНО-ТРУДОВЫЕ ОТНОШЕНИЯ И ПРОЦЕССЫ
Вестник Омского университета. Серия «Экономика». 2013. № 2. С. 6-12.
УДК 331.104.22
ПОКОЛЕНИЕ Y: ВЗГЛЯД ЧЕРЕЗ ПРИЗМУ УПРАВЛЕНИЯ ПЕРСОНАЛОМ THE Y-GENERATION THROUGH THE PRISM OF HRM
М. Сакал, A. Славич M. Sakal, A. Slavich
Экономический факультет г. Суботица Университета г. Нови Сад, Сербия
Г. Черетуко G. Cheretyko
Факультет им. Апацаи Чере Янош Университета Западной Венгрии, г. Дьёр, Венгрия
Современные менеджеры по управлению персоналом сталкиваются с комплексом задач по решению проблем взаимодействия работников разного поколения. Работа с представителями поколения Y всегда связана со стрессом. Личностные качества и система ценностей молодых людей и людей старшего поколения значительно отличаются, что проявляется и на рабочем месте. Работникам и менеджерам по управлению персоналом важно знать особенности молодых работников и их ожидания относительно работы в целях успешного управления конфликтами между работниками разных поколений. Цель данного исследования - выявить особенности и ожидания относительно работы людей поколения Y и указать те направления деятельности по управлению персоналом, которые помогут привлечь и удержать молодых и талантливых работников.
Modern-day human resource managers are faced with a complex task of solving inter-generational problems arising among their employees. Working with the members of Generation Y is anything but stress-free. Young employees tend to have different personality traits, value systems and attitudes than the older generations, and this diversity is expressed at the workplace as well. It is particularly important for employers and HR managers to know the characteristics of the youngest employees and their work expectations, in order to provide appropriate working environment and successfully manage the incidental conflicts between the employees of different age groups. The aim of this study is to present various characteristics of Generation Y, their expectations from work, and to point at those HRM activities which can help attract and keep talented young employees who need adequate care.
Ключевые слова: поколение Y, деятельность по управлению персоналом, отношение к труду.
Key words: generation Y, HRM activities, work-related attitudes.
1. The characteristics of Generation Y
International academic and professional literature (Levit & Licina, 2012; Tari 2010; Martin, 2005 etc.) offers different categorizations of generations; one of the most widespread classifications is into the following categories: veterans, the baby boom generation, the Generations X and Y. Apparently the characteristics of Generation Z seem to be starting to appear recently.
The name of Generation Y usually refers to young people born between 1980 and 2000, who regard the internet as their natural environment, and use it daily (Levit & Licina, 2011; Martin, 2005; Tari, 2010). Hubschmid (2012) notes that, like the USA or Germany, young people born between
1980 and 1999 in the economically developed countries can be classified as the members of the internet generation, while in the transitional countries, like in Russia, the members of digital generation were born after the changes in the 1990’s.
The following designations are used to characterise this generation: the digital generation, the www generation, the internet generation, the future generation, the cyber kids, the Millennials and the e-generation (Hubschmid, 2012; Martin, 2005; Broadbridge, Maxwell & Ogden, 2007). According to literature (e.g. Jorgensen, 2003; Weyland, 2011) it is important to emphasize that Generation Y is not absolutely integrated. We are facing a culturally and socially diverse generation,
© М. Сакал, А. Славич, Г. Черетуко, 2013
whose members have different, sometimes opposite, values.
The members of Generation Y are the children of Generation X, born between 1956 and 1985 (Martin, 2005). They are both considered to be well-educated, self-confident people with integrity, proficient in modern technologies and interested in various innovations (Levit & Licina, 2011; Brassfield, 2012). The vigorous dissemination of digital technology that made a determining impact on the Millennials, who grew up surrounded by computers, video games, mobile phones etc., owing to constant and omnipresent exposure to digital and net-based technologies, playing with them without major effort, as they grew up, developed ICT usage skills naturally and instinctively to enviable levels (Sakal, Tumbas, Matkovic, & Rakovic,
2012, p. 110). Cisco’s research (2012) shows that 60 % of Generation Y compulsively check their smart phones for e-mails, text messages and social media updates.
As argued by Kratz (2012), Metros (2008) and Siron (2008), multitasking, entrepreneurial spirit, interactiveness, creativity, networking, group work and using collaborative environments are typical of this generation, who are, in addition to this, pronouncedly individual, narcissistic (Hubschmid, 2012) and demand to be entertained at all times (D’Netto, 2011).
2. The work-related attitudes and expectations of Generation Y
As the members of Generation Y usually get significant work experience during their studies, they have clear work-related attitudes and expectations towards their potential employers (Broad-bridge, Maxwell & Ogden, 2007). They usually bravely oppose the old regulations and have quite different capabilities and competences than the previous generations (Martin, 2005; Saratovsky, 2012).
According to Kratz (2012), Tari (2010) and Weyland (2011), the representatives of the millennial generation find it important to see the meaning of their job and to participate in the decision-making processes. Besides the material aspects of work, their self-actualization is important, too, so they prefer jobs which correspond to their personal goals and beliefs. What is more, Generation Y wants to enjoy working and appreciates attractive working conditions, and therefore highly values personal liberty and democratic working conditions.
Hurst & Good (2009) highlight that the members of Generation Y were born in the period of welfare and development, as young adults they have faced crisis and uncertainty, and expe-
rienced the fear of unemployment, too. As a result of this, the representatives of the internet generation are not overly loyal; they are more committed to their long-term career goals than to their present job. Levit & Licina (2011) also highlight that, for the Millenials, their job and career decisions will be shorter term than those of Generation X. Novak (2010) and Toldi (2010) emphasize that the members of Generation Y want to adjust their jobs to their lifestyle rather than the opposite, as their predecessors had. They do not completely approve either of the superiors’ legitimate power nor do they bow before the authority (Weyland, 2011).
In her study about Millennials, Tari (2010) states that they are good self-managers, but at the same time conscious co-workers, who appreciate partnership. Their freedom of choice partly comes from financial security provided by their parents (Weyland, 2011; Saratovsky, 2012). The occupational mobility of cyber-kids is high due to their active presence on the labour market. (Saratovsky, 2012)
D’Netto (2011) highlights the weaknesses of Generation Y as well. Although the members of the digital generation are well educated and very interested in the technological innovations, their communicational and time-management capabilities are not sufficient. They are often not independent enough, and expect direct feedback from their supervisors. They do not like to be bored; they even consider it important to have entertainment at work.
Generation Y expects flexibility from their employers and the possibility for continual learning and development. Dries, Pepermans & De-kerper (2008) state that the members of the internet generation expect interesting tasks and progressive on-job training opportunities. The representatives of the digital generation seek career development instead of workplace safety. The cited authors add that the career expectations of Generation Y are not completely realistic, because most of them have just daydreamt about it, or are at the beginning stage of their career.
Most authors (Martin, 2005; Cisco, 2011 etc.) state that concerning compensations, for the Millenials the internal motivation comes first, as fairness, equality, development possibilities and nature of work are more important than the amount of the salary. On the contrary, Hubschmid (2012) underlines that their salary demands are significant, especially considering that they are beginners.
The work-life balance is more important for Generation Y than for their predecessors. The digi-
tal generation knows from personal experience the working principle of being on duty all days, which is natural and accepted by Generation X. Generation Y, however, is definitely against sacrificing their personal life for their job. They refuse to do a lot of overtime work and especially appreciate and demand free time (D’Netto, 2011).
Levit & Licina (2012) emphasize that the recession appears to have caused a shift in Millen-nials’ work-related attitudes, about achieving an immediate career success. They are now taking the initiative to prove their worth to employers on a daily basis and improving their soft skills on a long term.
3. HRM activities considering the needs of Generation Y
If the employers want to attract and keep, and even make effective employees from the members of the digital generation, significant changes are needed in various HRM activities.
Job design is a very important HRM activity concerning the demands of Generation Y. As the work-person balance is very important for this generation, HRM experts have to design meaningful, exciting and challenging work tasks for them. Besides, HR managers have to give them precise guidance and frequent feedback, but in the same time save their independency at work. The representatives of the internet generation know the modern technology very well, so it is worth for the employers to follow the innovations and to create a work environment where they can utilize their high-tech knowledge and skills. The members of Generation Y not only accept, but demand changes, so efforts should be made against monotony. Project-based tasks, different trainings and social events can serve this purpose.
In the process of work design, HR managers have to take into consideration that the young employees like to cooperate with other group members. The young people demand not only cooperation and network-building, but independent work, as well.
D’Netto (2011) underlines that internet generation has to be given higher freedom of choice. The cited author highlights the importance of workplace entertainment, too. It can be provided by a non-formal work environment, refreshments, organized recreational and relaxation possibilities, sport facilities, shorter working hours or supported voluntary work. Cisco’s research (2011) confirms it too, as it shows that about 33 % of Generation Y would prefer social media freedom, device flexibility and work mobility over salary in accepting a job offer. Personal life and family
are important values for Generation Y, so in Twenge & Camblell’s (2008) opinion employers should provide family-friendly programs, too. Flexitime working hours, part time job, telecommuting, as well as a company creche and infant school can help keep the young employees.
Staffing activities have to be changed as well, if companies want to recruit, select and introduce the members of Generation Y into work effectively. For successful recruitment, employers should be well aware of the expectations of the young people. According to Hubschmid’s (2012) research results Generation Y expects the following features from their potential employer: prestige, good reference for future employment, high level of social responsibility, challenging work, career opportunities abroad, stable workplace, flexible working conditions, good opportunity for work-life balance, attractive geographical location, friendly working environment, performance-based pay, professional training, individual mentoring and coaching programs and leadership position.
Cenamo & Gardner (2008) also highlight that independency, prestige and social involvement are particularly important for young employees; therefore, employers should focus on the employees’ personal values and to combine them with the proper recruitment and selection techniques. Verhoever, Mashood & Chansarkar (2009) suggest utilising the possibilities of the internet in the recruitment of the internet generation. In their opinion, the Web 2.0 tools such as social networking sites or different forums allow bilateral communication, active participation, collaboration, exchange of ideas and knowledge, making personal response respecting individual needs and strengthening bilateral engagement for employers and candidates. The Web 2.0 brings significant changes in internet recruitment and selection: it makes the development of attractive employer-brand and good corporate reputation important.
In attaining Generation Y, the following innovative recruitment tools may be important: cloud recruiting, applicant tracking system (ATS), social media and virtual job fair.
Cloud recruiting redefines the relationship between employers and employees, their communication and value system. Cloud recruiting allows recruiters to connect with their job, colleagues, employers and candidates anywhere, anytime using whatever device. The internet becomes the computer of the user, so the tasks and data are not saved on the users’ computer, but take place on remote servers. According to Tusing (2008) the key characteristic of cloud recruiting is virtualiza-
tion and mobility. It ensures higher freedom and power of recruiters and employers to find the most talented candidates. Cloud recruiting can be used in all companies, but it is mainly suggested for smaller, less known organizations, with a smaller recruitment-budget.
The applicant tracking system (ATS) is a software application that enables the electronic handling of recruitment needs. It can be used for posting free positions on the company’s website or at a job portal, for filtering the received CVs and also for planning interview and testing appointments. Some programs also allow to track candidates and positions or to automatically filter CVs based on certain criteria. According to international estimates, half of the medium-sized companies and almost all large companies use some kind of ATS software. (Verhoerver, Mashood & Chansakar, 2009; Novak, 2010)
Social media include all web interfaces, which allow users to share news, information, opinions and experiences with each other. These web pages are based on user-generated content. Their simpler forms are forums and blogs, but there are also more sophisticated newsgathering community pages, link database, community-edited news portals and web-sites, community social networks, photo and video sharing platforms. Ocskay & Rado (2009) state that by these surfaces, users contact one another and their content is created without editorial control.
The virtual job fair is an online event, which combines the best features of the traditional job fairs and the job portals. Kertesz (2011) underlines that this method maximizes the opportunities of the internet for recruitment and job seeking; so the recruiting companies and the job seekers can meet in a completely new approach. On the virtual job fair the candidates can visit on-line stands, talk with the representatives of the company, leave their resumes electronically, attend on-line job interviews and listen to virtual lectures. All this can be done after a simple registration in a well-animated window. The great advantage of a virtual job fair is that it is not limited to place and working hours. The technological innovations and the consequences of the economical and financial crisis make such a remote HR service - like the virtual job fair - attractive.
For the adequate use of the new recruitment methods their disadvantages should be known as well as the privacy protection and non-discrimination principles may be damaged easily.
The training and development is particularly important for the internet generation. D’Netto (2011) emphasizes that only the companies which
offer various forms of job training, from mentoring and coaching programs to academic training, can be successful in acquiring and retaining members of Generation Y among their staff. Besides the appropriate design of training programs, informing employees and giving continuous feedback about the development of their skills are also essential. Siron (2008) notes that the training of Generation Y demands new teaching methods, whose main principles are student-centred education, the usage of multimedia tools, team-work, active learning, encouraging critical thinking and proactive attitude. Weyland (2011) highlights, that the members of the digital generation are ready to take part in individual and group training programs, too. The international career path is self-evident for them, as they are open to other cultures.
One of the first important tasks of the HR strategy is to design teams of employees, which are able to achieve their goals. Strategic planning, with a system-focussed approach, is essential for survival. Its important components are: connected areas, quality and knowledge management, change management and the integration of human strategy to the strategic management system. Harmony has to be brought between the business goals and the human strategy, the organizational culture and human resource management subsystems. It is important for top management to focus on its staff, and make them committed to achieving organizational goals.
The majority of companies recruit leaders from the outside, but some of them train their talented employees for these positions. The combination of the two methods is efficient in any case. External recruiting ensures the new ideas, whilst the advantage of internal recruiting is the utilization of candidates’ company-specific knowledge and skills. Even though talent management program needs significant material and non-material resources; it can efficiently improve the employees’ competences, commitment and satisfaction and to reduce their turnover, resulting in organizational cost saving.
In the begging phase of talent management programs Generation Y needs open and sincere communication. It is recommended to use various channels (company newspaper, meetings, personal conversations, inner information systems) to inform the employees about the purpose of the talent management system, its content, entry conditions and participants selection criteria (Martin, 2005).
As the representatives of internet generation want to earn a lot without being committed to the company or working a lot of overtime but to have
time for their private life and family it is not easy to design an adequate remuneration system meeting the demands of the young generation.
Performance-related pay, especially shortterm incentives, can be adequate for the internet generation. D’Netto (2011) highlights that for the cyber kids the external and internal equity of the remuneration system are both very important. His advice is that the incentive system should take notice of employees’ responsibilities, contribution to strategic goals and their role in the development of democratic organizational culture. The various forms of benefits also play a more important role for the members of Generation Y than for their predecessors. Therefore, companies should pay attention to the different forms of non-material compensation and design different cafeteria plan benefits packages.
It is clear from the Sodexo-research cited in Rozsnyai (2012) that employees’ high motivation level is significantly linked to companies’ business success, profitability, long-term productivity and lower level of absenteeism. The above research resulted in the identification of the most important work motivation factors, which highlights the two central principles: positive leadership based on trust, and the extent in company can impersonate the applied approach. The challenge is to reconcile personal and organizational goals, and successfully to maintain the long-term balance.
Apart from financial incentives, the working conditions, the career and competence-develop-ment opportunities and flexibility are particularly important for the motivation of Generation Y.
The leadership style has the most significant influence on the job satisfaction. The relationship with the direct superior decisively determines the motivation, commitment and productivity of the representatives of the internet generation. According to Weyland (2011) it is important for managers to give clear instructions and adequate support to them, but also to be flexible and ensure the freedom of the youth. The managers should bear in mind that the young employees have a high level of self-esteem and low loyalty to their employers. The cited author stresses that young people can learn the most effective way of work on a trial-and-error basis, experiencing their own attempts and even mistakes. The task of the leader is also to assist the cooperation between the members of Generation Y and other employees. As the members of the internet generation are highly creative and entrepreneurial, it is necessary to be prepared for their innovative ideas and support the development of their creativity. The
members of Generation Y are ready to take responsibility, so opportunity has to be ensured for unfolding their talent.
In D’Netto's (2011) opinion, managers should ensure working conditions under which the members of the digital generation can be successful instead of controlling them directly. Weyland (2011) considers that the most important task of the leaders is to point at the operation of the company as a whole, and show how Generation Y’s work contributes to the company’s success. It is essential for young people to oversee the work processes and to find their own place in the company, to enjoy themselves and to become committed employees.
According to Morell & Capparell (2008), the so-called Shackleton-model could be used as a handbook for the leaders of Generation Y. Its important elements are humour, generosity, power, compassion and intelligence. The main steps of the Shackleton model are the following:
• make it clear to the new employees what their exact tasks are and what is expected from them;
• create a comfortable working environment where employees will be ready to spend a part of their day;
• organize programs that allow employees to enjoy themselves, as a healthy body and mind makes them more productive;
• ensure that all employees have challenging jobs, according to their skills;
• give continuous feedback to employees about their performance;
• offer encouragement and approval;
• try to develop working relationships with professional and personal elements;
• hold meetings regularly to strengthen the sense of collegiality;
• make sure that the work is done with compassion and sense of responsibility;
• as a leader set an example by joining junior colleagues in working on every-day tasks;
• broaden the horizon;
• be forgiving;
An emotionally intelligent leader ensures mutual trust and comfort within his group: people stick together, work together, which make them more productive even in the period of uncertainty. A similar management style and motivation strategy is needed in the current period of crisis.
Conclusion
Generation Y has different personal traits, value system and goals than the former generations of employees, so their workplace behaviour
is different from their predecessors’. The young employees are goal-oriented; they appreciate interesting, meaningful and varied work tasks, team-work, as well as work-life balance.
In order to create effective employees from the members Generation Y, their leaders have to develop such HRM solutions which will meet their needs. During the job design, it is important to focus on teamwork, the usage of modern technology and finding challenging work tasks for all employees. In the process of recruitment, the demands of young people should be considered and the possibilities of the new technologies have to be utilized. As training and development are of key importance for the digital generation, the employers should insure the possibility for continual training and career development. Within the compensation system, the short-term incentives are the most important. The behaviour of direct supervisor is essential for Generation Y’s job satisfaction. The leaders should give regular feedback to the new generation, but ensure their independency and involve them into decision-making processes at the same time.
The companies which can take advantage of the knowledge, technological skills, independence and creativity of Generation Y, and attach the strengths of young employees to the company’s goals will gain a strategic competitive edge over their competitors.
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