This document discusses generational differences in the workplace, with a focus on Generation Y. It summarizes research on Generation Y employees, who tend to be ambitious, self-absorbed, and wanting to change the world. While often viewed as disloyal job-hoppers, additional research found that Generation Y members are actually driven by ethics and purpose, with over 60% staying in their jobs for 3+ years. The document also discusses employers' views of young peoples' skills and what skills are needed, and the CMI's Campus CMI program to help develop leadership skills in schools.
2. Generation Y ?
Baby Boomers- Post
war- approaching
retirement- ‘never
had it so good’
Generation X- 1960s
and 70s children -
end of the Cold War-
Independent, resilient
and adaptable
Generation Y- Born
1978 to 1994
Ambitious
Self absorbed
Gregarious
Demanding
Confident
‘Change the world’
3. Generation Y at work?
Concerned with their own careers - not
organisation
Loyal to individuals - not organisation
Individualists
Want to move jobs frequently
Search for new challenges
Might not wait for opportunities for promotion
4. CMI Research- Generation Y: Unlocking
the talent of young managers (Dr Alison
Macleod June 2008)
• How younger managers
work and what makes them
tick?
• Relationship with new
technology
• Based on responses from
862 members under 35
• Survey of management
students
• Qualitative workshops with
younger managers
• Workshops to discuss
findings
5. Summary of Findings from Report
Selfless – not selfish. Young managers are driven by
ethics and sense of purpose. 90% ‘want to work for an
organisation that does something I believe in’
Committed to the cause - 63% have been in their
current job for 3 years- only 4% strongly agreed that
‘There is no point being excessively loyal to an
organisation’
Long term career planning - 75% of respondents
when asked why the joined their current employer
focused on the long – term career opportunities available
6. Summary of recommendations
from research
Recruiting Generation Y- they value development
opportunities- especially management qualifications and
free membership of professional organisations
Unlocking the talent of Generation Y- they value
regular feedback and support from line managers and
also tailored development paths
Retaining Generation Y - they value the ability to
progress, job rotation and training are ways of offering
development , flatter structures can be issue
7. Summary of recommendations
from research cont.
Unlocking the talent of Generation Y- they value Web
2.0 Technology- organisations need to explore how this
could provide new communication channels- for
collaboration and improving working relationships
Understanding the differences with Generation Y-
they have differences that organisations need to value in
terms of diversity of talents and skills for example their
use of collaborative software technologies
8. The Communication Process
Source: adapted from Shannon & Weaver
Sender Message Channel Receiver
Feedback
Noise
Can affect
any part of
the Process
Process is more effective
when feedback is present
9. CMI Research Tomorrow’s Leaders –
March 2011 Patrick Woodman and Paul
Hutchings
• Based on 585 responses
from CMI Members
• 2011- a million 16- 24
years olds unemployed
• Asked managers how
they feel education could
better prepare young
people to enter the world of
work
14. Developing tomorrow’s leaders: CMI’s
role - Campus CMI
• Campus CMI Launched March
2011
• Pilot programmes working with
people aged 14-21 delivering
qualifications in team leading and
line management in schools and
FE colleges
• Has delivered 1500
qualifications in 115 schools
15. Developing tomorrow’s leaders: CMI’s
role - Campus CMI cont
• Led by a board of employers
including Centrica, Waitrose and
National Grid
• Aim is increase uptake to 3000
people in 300 schools be end of
2011
• Aim to widen the programme to
deliver 10,000 qualifications within
5 years
16. Developing tomorrow’s leaders: CMI’s
role - Campus CMI cont
• Opportunities for involvement and
participation at
• Member level
• Organisation level
• Branch level
• Regional level
• Further details at
www.managers.org.uk/CampusCMI