Generation Y Workers Need to Understand Performance on the Job Matters

We all heard about how millennials have been raised by "helicopter parents, who hover over them and protect them from criticism and disappointment. The result is a "teacup" generation of young people who may appear outwardly perfect, but are easily shattered. For years, they have regularly been given pats on the back, often wholesale nhl jerseys china just for showing up. They made it to the end of the soccer season fantastic, everyone gets a trophy! They took a test how amazing! When they finally join the workforce, it's no wonder members of Gen Y expect a promotion just for being on time to work for six weeks www.wholesalenhljerseyschinas.com straight.

Sheltered from critique and failure, members of this generation ooze unearned confidence at the office, as many older co workers and managers attest. The terms "self involved" and "overly praised" are often used to describe Gen Y.

But their confidence may not be as deeply engrained as it first appears. When asked whether they need to build their strengths or fix their weaknesses in order to succeed professionally, 73% of Gen Y respondents choose to focus on their weaknesses a much higher proportion than older generations.

However, Gen Y does have many qualities that can be extremely beneficial in the workplace. Millennials are very optimistic, thrive on volunteerism, and work hard when the work is something they believe in, or at least understand.

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So what does this mean for our workforce today, and how should managers handle their millennial employees? First, it necessary to understand this generation, especially in the following four ways:

Participation is enough. Eager not to puncture anyone's self esteem, parents, teachers and coaches have praised Gen Y children and handed out trophies, awards, and medals by the truckload merely for showing up. When this generation joins the workforce, it understandable that they continue expecting praise and prizes, and even job offers and promotions, simply for being present. As a matter of fact, 40 percent of Gen Y respondents in one survey said they felt like they should be promoted every two years, regardless of achievements or work habits. What's even more shocking is that only 9 percent believed they should receive promotions when it was warranted by their performance.

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Everything is customized. Gen Y was raised on personalization. They played video games with avatars that were created in their likeness. Pandora knows which music they like and serves up more just like it. Their Facebook ads cater to their hobbies and interests. Which book should they read next? Not to worry, Amazon will tell them what they will enjoy. Everything is a reflection of their individuality. As a result they demand, even in the workplace, to be treated uniquely.

Constant, immediate feedback required. Their parents, teachers and peers have given them instantaneous responses. They send a text to a friend and receive a reply 30 seconds later. Post a witty Facebook status and receive 30 likes in under an hour. Take a picture of the meal they're eating and they expect people to ask for the recipe. They can't imagine only receiving feedback once a year at their job instead they need constant check ins with their supervisor.

Change must be embraced. Nothing in this generation's life is permanent. The world has been in constant flux. Lives are longer, but marriages are shorter, or perhaps not necessary. The economy swings between bubbles and recessions. Gen Y employees aren't looking for companies wanting to retain workers for 30 years. Gen Y workers will instead hold at least seven jobs in their lifetime, and 60% of millennial employees in one survey recognized their current positions as mere stepping stones. This group grew up with options, and they expect their careers and work environments to also be filled with choices.

So where to we go from here? Three of these factors can't be put back in the box. Immediate feedback will always be expected. Customization is here to stay. Permanence is gone. But what we can and SHOULD change is the mindset of the generation that says simply wholesale nhl jerseys showing up is enough to justify rewards, in the form of praise and promotions. Performance does and always will matter.

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The good news is http://www.wholesalenhljerseyschinas.com/ that the generation's greatest strengths optimism, confidence, sensitivity, truly caring about the world and their place in it can be powerful tools to changing the apathy toward performance. Managers can be a guiding hand in transforming the outlook of young workers. By utilizing personalized leadership development tools available anytime, anywhere, we can push Gen Y team members to enhance their strengths and become top performers. The result will be a sense of fulfillment, not for merely arriving at work, but rather for ideas, results, and performance. There is no question that Gen Y is and will continue transforming the workplace. By capitalizing on the unique contributions and strengths of this generation, we be creating a better workforce as a whole. He is an expert in strengths based leadership.

"73% of Gen Y respondents choose to focus on their weaknesses". This can be interpreted in different ways. I think the wording "focus on their weakness" is a cleverly backhanded, with the cleverness on the word "focus". Instead, if it were written more positively, it would read "73% of Gen Y respondents chose to address their weaknesses". This would just go to show that Gen Y are more persistent and more hardworking than their detractors, and won't give up because of some weakness they face in themselves.

I work with a few Gen Ys and the wholesalenhljerseyschinas.com two main things I've noticed are the lack of initiative, they do what they're asked but nothing more. They don't bring a lot of ideas to the table and need constant feedback on their work, which managers don't always have the time to indulge, if they don't get the feedback they generally cease to care about the work and don't make the effort to pursue it themselves. Managers have to keep on them to keep them motivated.

The other, is the desire to move up as quickly as possible without actually having achieved anything in their current job. There is no passion around the work, just a desire to move up and make more money (but without really doing the hard yards to achieve it).

I actually work with a fellow who openly admits he doesn't want to work hard and wants work/life balance. He has a Masters in accounting but has no desire to work for a large firm (where the big bucks are), because he doesn't want to work that hard. Whilst I praise his honesty, I have to wonder how he thinks he's going to make the money he keeps talking about. He is an industrious fellow (I'll give him that), but he is always just looking for the fastest and easiest way to make money, rather than having any passion or drive to pursue a career in something he likes (and slowly work up the food chain). He keeps being knocked back for the jobs he applies for because he lacks any motivation beyond "I just want to be promoted", which is really just saying "I want more money".

He's 26 and already planning his retirement. His life hasn't even started yet!

I find the youthful exuberance funny and charming, but there are times when I do just have to shake my head and walk away. If only life were that easy! : )

As a hospitality management consultant, I work with managers who hire and work with Gen Y employees frequently due to the youth of their applicant base. The Buckinghams have many key points, and I agree with some on them. My only addition/argument is this key truth: any generation of employee wants to be liked and appreciated. Yes, Gen Y seems to exhibit more of a desire for this in the workplace. However, if a manager or a company does not "get it" and realize that truth, they will always struggle with their relations with their workforce, no matter what generation they employ.

With all the political correctness and sensitivity we gen. y'ers grew up around, it's now wonder why we fee l we are so special. To all my fellow generation y workers out there, your employer owe's you ABSOLUTELY NOTHING. You go to work, work hard at something you love, and learn to achieve your goals, dreams, and ambitions. Although our generation was "coddled" at a very early age, I know we feel special, but I'm sorry; our generation must learn to grow up and face the challenges of life if we are ever going to get anywhere in life. As a 24 year old seeking a job, I know I come from a spoiled generation, and I do not envy those 60 something year old employers who are looking to hire decent hard working professionals. But they could give us some advice on how we could go about being more independent and self reliant in the workplace. This will be a great CHALLENGE WHICH I HOPE MY GENERATION y'ERS WILL LEARN TO OVERCOME IN china wholesale nhl jerseys THE NEAR FUTURE. If anyone would like to comment on my post, telle me. I would love to hear a response.

As a member of 'Y,' I can easily attest to the near constant presence of 'helicopter parents,' and the notion of everybody getting a trophy even for just mere participation! As a child, my parents never allowed me to wander off on my own. Furthermore, we all got trophies and medals when I played Little League Baseball (early mid 1990s) and CYO Basketball (2001 '02). I'm sure many others from 'Y' can recall similar stories.

Additionally, I can attest to the hyper sensitivity of 'Y.' Far too often, members of my generation complain at even the slightest offense. If a professor is a couple of days late grading an exam, all I hear are expletives about the shness of the 'prof.' In fact, delayed feedback on anything from text messages to job interviews causes a great deal of anxiety. Since many in 'Y' have never had to practice delayed gratification since childhood (in the 1990s), it makes sense that many emotionally 'flip out' when told to 'wait' for anything.

As workers, I have witnessed far too many instances of the 'Y' generation not being able to handle constructive criticism. 'Professional etiquette' does not seem to have entered their vocabulary. More often than not, they nhl jerseys china will lecture their bosses on why something has to be done their way. Even more alarming, members of Generation Y DO NOT LISTEN. I can recall several instances of 'Y' employees being chewed out by management for having to be told something 15 TIMES. One employer referred to 'Y' as 'bobbleheads wearing ties' or simply, '21st century deaf mutes.'

As a side note, employers have regularly chastised 'Y' for spending time ON THE JOB surfing Facebook, Twitter, Tumblr, MySpace, and other social media sites. When called out, many in 'Y' say that no further assignment had been given to them, so nothing wrong was being done. That explanation inherently blames the employer, but 'Y' is far too oblivious to notice that mistake. Complaints of 'it wasn't my fault' are common among 'Y,' as is rarely taking personal responsibility. They say that the Baby Boomers (born from 1946 1960) were the original 'irresponsible generation,' and therefore have no right to criticize Generation Y for similar behaviors.

Unfortunately, those in 'Y' who echo that sentiment are dead wrong. It's those 'boomers' who are now OUR employers, managers, and interviewers. They are the Gatekeepers to the Professional World. While they may have once been 'young and dumb,' they have grown up, and are watching us seeing if we can weather the challenges ahead.