Winston-Salem Business Magazine - January 2008 - (Page 17) Small Business Monthly, says many of his generation have traveled and had many enriching experiences, so they may clash with older generations they see as competition or not as skilled. “We’re surprised we have to work for our money. We want the corner office right away,” he says. “It seems like our parents just groomed us. Anything is possible. We had karate class, soccer practice, everything. But they deprived us of social skills. Employers are examining new ways to recruit and retain while trying to sell younger workers on their workplace flexibility and other qualities generally attractive to Gen Y. At Abbott Laboratories in Chicago, recruiters are reaching out to college students by telling them about company benefits such as flexible work schedules, telecommuting, full tuition reimbursement and an online mentoring tool. Perks and recruitment Aflac, an insurer based in Columbus, Ga., is highlighting such perks as time off given as awards, flexible work schedules and recognition. Xerox is stepping up recruitment of students at “core colleges,” which is how the company refers to universities that have the kind of talent Xerox needs. For example, the Rochester Institute of Technology is a core school for Xerox recruiting because it has a strong engineering and printing sciences program. Others include Massachusetts Institute of Technology, the University of Illinois and Cornell University. Xerox is using the slogan “Express Yourself” as a way to describe its culture to recruits. The hope is that the slogan will appeal to Gen Y’s desire to develop solutions and change. Recruiters also point out the importance of diversity at the company; Gen Y is one of the most diverse demographic groups — one out of three is a minority. “(Gen Y) is very important,” says Joe Hammill, director of talent acquisition. “Xerox and other Fortunetype companies view this emerging workforce as the future of our organization.” But some conflict is inevitable. More than 60% of employers say they are experiencing tension between employees from different generations, according to a survey by Lee Hecht Harrison. The survey found more than 70% of older employees are dismissive of younger workers’ abilities. And nearly half of employers say that younger employees are dismissive of the abilities of their older co-workers. As an executive assistant, Jennifer Lewis approves expenses and keeps track of days off for employees, which she says can be awkward because she’s so much younger than her coworkers. She reports to the president of her company’s design department. “People who have been here 10 years, and they have to report to a 22year-old,” Lewis says. She also says in an e-mail that “I often have to lie about my age to receive a certain level of respect that I want from my coworkers.” We are assured of an interesting shift in management styles as generation Y moves into the management positions of large corporates. With a new perspective on management styles and a unique understanding of the generation they are managing, a transition will take place as managers incorporate their generations likes and dislikes into the workplace. Employers are examining new ways to recruit and retain younger workers. WINSTON-SALEM BUSINESS | 17 http://www.IvyArch.com
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