Communications of the ACM
The Gen Y Myth
Credit: BusinessBlogs Hub
The conventional wisdom is that companies are going to have to make some significant changes to accommodate the disruptive ways of Generation Y, who are thought to be obsessed with the latest technology, demand 24/7 access to social media, and want to choose where, when and how they work. However, according to a new study involving almost 25,000 people across 19 countries by a UK-based workplace consultancy, much of the perceived wisdom about Gen Y's attitude and approach to work appears to be wrong. This means that much of what business leaders are being told or have assumed in recent years about working preferences also needs to be radically re-thought.
One common myth is that members of Gen Y are demanding new working practices — demanding the freedom to work remotely, make use of social networks and access to the latest 'must-have' technologies. But the study found that the reality is very different. In fact, younger staff expressed 15-20% less desire than their older colleagues to choose their time and place of work. They actively seek out every opportunity to be in the office in the closest proximity to their boss. It also found a direct correlation between age and appetite for flexible working. Among older staff, seven out of 10 wanted more choice about their work patterns. But just four out of 10 of their younger colleagues are keen to detach themselves from the office environment. These results have real implications for the accepted wisdom of workplace design and the built environment. Many employers are planning radical changes towards 'leaner' working arrangements and less use of formal offices on the assumption that this will be appealing to younger hires.
Another myth is that members of Gen Y are forever demanding new technologies and pushing the boundaries on wider intellectual connections and stimuli. In fact, younger hires are more accepting of the available equipment. The study also did not find any evidence of younger staff demanding more access to social networks. If anything, they are reticent to ask for such tools. Another unexpected finding was around attitudes to change. Far from being restless itinerants forever seeking change, younger staff members were just as keen as other age groups to consolidate their existing work situations and not to be caught in an on-going whirlwind of change. What's more, younger staff placed more emphasis on working longer hours in the office and putting work before family than their older colleagues.
From Management-Issues
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