SHPE - Conference 2007 - (Page 28)

PROFESSIONAL DEVELOPMENT Tips for Managing Generation Y Most of today’s college graduates entering the work force are Generation Yers. They want to succeed and help their team succeed. The following are tips geared toward maximizing their enthusiasm and directing their energy to help the team succeed in the corporate environment. Balance the Roles of “Boss” and “Team Player.” Gen Yers want managers who are strong enough to take charge, know enough to provide guidance and leadership, and serve 1. 2. 3. 4. 5. 6. 7. 8. 9. as impressive authority figures. However, for them, the very best managers walk the line between that role and the role of a contributing worker, unafraid to get into the trenches with everybody else. Establish/Encourage Mentoring Relationships. Gen Yers seek out great mentors. Groups that encourage and support mentoring relationships and provide the time for people to build these relations benefit from the increased rapport between managers and their younger workers. Employ a Coaching Management Style. Gen Yers are looking for a coach - someone to guide them and help them develop. Managers should focus on the strengths and talSpend Time Getting to Know Staff Members and Their Capabilities. Building a successful relationship with Gen Yers is based on knowing them; taking the time to talk ents of the individual and guide him or her to a successful outcome. about their skill, knowledge, talents, ideas, dreams and aspirations. For the manager, believing his or her staffers are competent means knowing what they can do. This requires time for one-on-one coaching sessions, team meetings and informal chats. Be Respectful, and Call For Respect in Return. Gen Yers don’t base their respect for authority figures on mere titles. They respect those who are confident and knowledgeable, care about them and understand the importance of mutual respect. For managers, this means reciprocating the respect given by Gen Yers. It also means treating Gen Yers with basic respect, rather than prejudging them and immediately discounting their value. Provide Challenging Work that Truly Matters. Gen Yers like to feel like they are adding value and working on something important. Managers must position tasks in the context of larger goals. If they are working on a piece of a larger project, they will be interested in the larger project and how their piece fits. Their managers should take some time to share the big picture and the reason for doing the project. Balance Clearly Delegated Assignments with Freedom and Flexibility. Gen Yers want demanding projects with clear, precise parameters, but also the freedom to do Provide Ongoing Training and Learning Opportunities. Gen Yers expect learning to be part of their daily lives. They want to experience clear connections between the Offer Increasing Responsibility as a Reward for Accomplishments. To Gen Yers, being assigned more responsibility implies that a manager has trust and confidence in best shown by the yellow “Baby on Board.” placards on every minivan and station wagon. Essentially, they say to the world, “Be mindful of my precious cargo.” Today Gen Yers are entering the work force in droves. A group whose size will rival the Boomers, Gen Yers come into the workplace looking for the opportunity to learn and move about. They want to be close with their peers and search for leadership from their managers and supervisors. They are opinionated about the jobs they want and the money they intend to make, and many don’t realize they need to work hard to meet some of their aspirations. They’re an army waiting to be guided, but they play by different rules. As the work force continues to mature and the generational power begins to shift, it’s becoming more and more apparent that corporate America needs to respond to the generational diversity within its ranks. All individuals must be made aware of the pros and cons that each generation brings to the table. These differences provide unique opportunities for organizations to be creative in their solutions to motivate and retain staff, challenge the status quo and focus an organization on the future. As Gen X and Gen Y begin to move into the management ranks, change and challenge will become the norm in preparation for the next generation to join the corporate ranks. However, it will also affect how they enact their innovations, so that they are accepted in the evermore diverse marketplace. I Additional Reading When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work by Lynne C. Lancaster and David Stillman (March 2003) Millennials Rising, The Next Generation by Neil Howe and William Strauss (2000) Managing Generation Y by Carolyn A. Martin, PhD and Bruce Tulgan (2001) Boomers, Xers, and Other Strangers: Understanding the Generational Differences That Divide Us by Kathy Hicks and Rick, Ph.D. Hicks (October 1999) Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace by Ron Zemke, Claire Raines, and Bob Filipczak (October 1999) Managing the Generation Mix: From Collision to Collaboration by Carolyn A. Martin and Bruce Tulgan (January 2002) SHPE R Conference 2007 the job their way, at their own pace. skills they learn today and the skills they’ll use tomorrow. them - a natural boost to their self-esteem. Another form of reward that is important to the Gen Yer is having something they’ve done highlighted in a team meeting or an e-mail sent to them saying “good job.” Gen Yers want to see a clear connection between what they produce and how they are rewarded. Provide Ongoing Feedback - Both Positive and Negative. Gen Yers are emphatic about wanting feedback from their managers. Managers need to communicate well - 10. 28 tell employees what they are doing wrong and communicate exactly what they’re supposed to do to improve. Be prepared with examples and a suggested plan of action.

Table of Contents Feed for the Digital Edition of SHPE - Conference 2007

SHPE - Conference 2007 Contents President’s Letter From the Vice President Calendar Browser The Top 10 Interview Questions A Federal Case for Education Reform Managing in the Multi-Generational Work Force Ahead of Their Times: An Engineering Progression The Place to Innovate Management Growth Training Executive LeaderSHPE Institute Programs & Services Welcome Letters Highlights Conference Schedule STAR Awards Company of the Year Professional Adelante and Student Chapter Awards Speakers Professional Development Strategy SHPE Academic Olympiad AHETEMS Design Competition Morgan Stanley Web Coding Competition The Ultimate SHPE Challenge Technical Paper Competition Pre-College Symposia Graduate Program Tours Hospitality Suites Advisors Workshop Quick Guide Workshop Descriptions Sponsors and Career Fair Exhibitors Hotel and Convention Center Maps IPC Update Regional Roundup Advertisers Index Inner Circle Employer Profiles

SHPE - Conference 2007

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