Getting ahead in the workplace. By Dr. Carina Paine Schofield

If you were born after 1981, you are part of the much hyped 'Generation Y'.  You're either in it, or out of it, but either way, you can't ignore it.  Dr. Carina Paine Schofield, Research Fellow at Ashridge Business School, recently completed an inter-generational study examining both the attitudes of and towards Generation Y.  Here she shares some of the research findings and gives insights and pointers to maximise the potential of those who are Generation Y, and those working alongside them.

The Generation Y: Inside Out project was borne out of the need for a real understanding of Generation Y (Gen Y): Who are they?  What do they need and want?  How do they see themselves? And equally important, how do others see them?  It is the inter-generational nature of our work that has differentiated it from other studies and research projects in this area.

The research was based on a series of in depth interviews, focus groups and an online survey which gathered the views of nearly 700 people from all generations (aged from 16 to 63 years). The research was UK focused but participants in the online survey were global.  The study explored the attitudes to and behaviours of Gen Y, to gain an accurate understanding, rather than relying on anecdotal evidence, to inform behaviours now and to ensure that future executive education initiatives are developed for the needs of this generation.

The research found that many of the social stereotypes of Gen Y were substantiated, for example that Gen Y are challenging and demanding. They are questioning and vocal in their criticism.  They are also vociferous in their demands for high quality learning - for mixed modes of delivery, personalised learning and the implementation of quality learning methods.

Other truisms that came out of the research were that Gen Y are ambitious, but in terms of self-fulfilment rather than job titles and kudos.  They are friendly and adaptable - they get on well with all ages and are not intimidated by the boss.  One widely held perception that was proven to be grounded in fact – perhaps to the joy of Gen Y detractors – was that they often lack the required business-level skills in both English and Maths.

However, the research also disproved several widely held preconceptions of Gen Y.  They are not the technical geniuses portrayed in the media.  In fact they possess as varied technology skills as any other generation, although they do use social media more.  And although Gen Y were found to be friendly and adaptable, what they do lack is basic skills in interacting with others – they are often unaware of their impact on others.

Understanding these traits of a generation raises more questions than it answers:  What does this really mean for today's workplace?  Can those still studying do something to get ahead of the competition?  And what can all generations do to maximise each other's potential and ensure harmonious intergenerational relationships?

First, there is a real explanation for the increasing levels of friction that so many individuals have reported, from all generations – Y, X, and Baby Boomers. The lack of self-awareness displayed by Gen Y will certainly be a contributing factor. Having been brought up in a different world, there are different expectations of behaviour, and potential for clashes in the workplace. For example, older employees may well resent the attitudes and apparently 'selfish' and 'demanding' behaviour of young people, whereas Gen Y may become frustrated by older generations whom they perceive as unquestioningly accepting.

To reduce this friction, communication and integration are the best solutions.  For example, cross-generational and cross-functional project teams could add value in the workplace as well as reinvigorating career interest. Mixed aged project teams can provide challenges for all ages and improve knowledge sharing and experience.  Two-way mentoring for well-matched pairs of older and younger employees can help both develop. Older generations can coach and develop the young people, whilst at the same time gaining new skills which many found beneficial personally as well as professionally.

Many young people have suffered from, and are suffering, an education that is at odds with the modern working world - a system that protects the individuals, preventing failure.  Of course in the real world, sometimes you win and sometimes you lose.  Many Gen Y individuals only experienced this culture when they began working and found it difficult to come to terms with, and for the moment this means remedial work may be needed once they are in work. In addition to those missing skills already described, key areas found lacking by the research were: budgeting, prioritising team outputs over individual needs, risk assessment and risk taking, analysis and thinking strategically.

It is important that organisations recognise the shortfalls of the education system.  It is equally important that Gen Y and the next generation (Generation Z?) recognise these shortfalls and take remedial and preventative action themselves if they want to get ahead in the work place.  Gaining 'life experience' - through part time work experience, or volunteering for a charity while still studying - can make an individual stand out.

In summary, our research showed that, yes, Gen Y are challenging and demanding but they are behaving in a way that older generations would have liked to, but society didn't permit.  There are rewards to be reaped by all generations from the discord that Gen Y have inadvertently brought to the workplace.  Those outside Gen Y would do well to remember this in moments of frustration!  And for those inside Gen Y, if you want to make yourself stand out above the media hype, follow the recommendations below and be prepared to work hard to dispel the stereotypes that have grown up with you.   

Dr. Carina Paine Schofield is a Research Fellow at Ashridge Business School