Generation UPI. Fathers and sons: another look at the problem of generations. The whole secret is in their wonderful qualities

Generation Y is constantly joining the ranks of employees of organizations. How to manage freedom-loving people who almost always measure the world through the prism of high expectations, read the article.

From the article you will learn:

What kind of work does generation Y choose?

Yers are very different from Xers and Baby Boomers. To manage players, you need to understand, realize how to attract them, retain them and motivate them. It is necessary to determine which values ​​come first. It is important to consider that the theory of Neil Howe and William Strauss is still not losing ground. Managers are required to take into account the characteristics of all specialists.

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Hays conducted research into the profile of players, taking into account their views on Generation Y's motivation, aspirations, future plans and careers. The results of a large-scale survey of thousands of Generation Y respondents, born between 1983 and 1995, living in Russia, helped answer the questions of interest.

Generation Y today makes up about 21% of humanity.

According to forecasts presented by leading experts, by 2025 there will be up to 75% of the total workforce in the world. In Russia on this moment working for full time half are between 18 and 30 years old. This is a large indicator when compared with other countries where no more than 40-41% of young specialists are officially employed in organizations. Therefore, we can conclude that almost all representatives of Y in Russia choose full-time rather than part-time employment.

About 11% of Generation Y representatives admitted that they do not work full time, but only choose part-time. 44% of participants had more than three years of work experience. As a rule, they work in sales, banking, consulting, and manufacturing. A relatively small percentage of respondents work in part-time mode.

What Generation Y considers when choosing a job

Generation Y employees are selective - they strive to develop and move forward. It is for this reason that they try to choose positions that correspond to their ideas about the ideal job. In general, one can highlight the basic principles that they follow.

Generation Y values

Players want to travel, take part in big events international projects. Young employees prefer work with an international background. At the same time, 93% of players those finding employment in the Russian Federation, show interest in transnational projects. At that time, worldwide this figure reached only 78%.

The international status of work is manifested in different planes:

1. 37% of people dream of living and working in Russia, making only short-term business trips abroad;
2. 7% prefer to work exclusively within their own country.

Gamers in China think similarly. Young professionals strive to broaden their horizons, make business trips to travel, get acquainted with the history and traditions of other countries. Only a small percentage of young people choose jobs that have nothing to do with business travel.

The new generation Y are employees who are able to receive satisfaction from work, but provided that they have a decent salary and interesting functionality. 65% of respondents note that they consider the main condition financial factor. But they noted that remuneration cannot be at the expense of interesting work activity.

The work must be not only interesting and exciting, but also varied. We can safely say that the players do not perceive monotony. Young professionals want creatively approach tasks, realize that they are valued and their merits are recognized.

Characteristics of Generation Y

The characteristic features of representatives of generation Y are:

in an effort to find interesting work, while more than 72% of specialists put functionality first;

in the desire to get a position with a flexible work schedule, a pleasant environment;

the opportunity to move up the career ladder, rather than linger in one position;

the need to work under the leadership of a fair manager.

The characteristic features of generation Y also imply taking into account the personal qualities of management. It considers that this will be an experienced and fair manager who sets tasks correctly and knows how to distribute responsibilities and responsibility between employees. 51% of players want to work under a clear leader who can give clear instructions. This desire contradicts players from other countries, who see the leader in a different light when choosing manager-mentors.

The YGs were born at the beginning of perestroika, when the USSR collapsed, and then the theory of Generation Y appeared. Representatives of the Millennium, Echo Boomers and Next are characterized by their involvement in digital technologies. Ygrek is a generation that has no heroes, but has idols. Self-expression is important to him. Young people express themselves in corporate culture organizations work harmoniously as a team. But they put their life first, so they prefer to look for a job whose conditions they like and do not disturb their usual way of life.

The Greeks are ardent fighters for justice. Quality is clearly manifested in the attitude of young people towards their superiors. More than 50% of respondents named fairness as a leader's main factor. Representatives of Y in Russia do not know how long they want to stay in their first job. But a third of the respondents say that they want to work with their first employer for about two years. About 6% of respondents claim that to gain experience it is enough to work for only six months. More than 50% cannot name the timing, but believe that within working career will change at least six employers.

The players are eager to open their own business so they can work for themselves. The main focus is on entrepreneurship. About 11% of specialists managed to open their own companies. They see the expansion of a small business as successful career development.

Y is active users social networks. Young professionals believe that simple and affordable way organize communication within the organization - use the instant messaging system. A mobile phone is called a means of communication.

How to attract, retain and motivate generation Y professionals

According to Hays experts, in order for specialists to remain in an organization for a long time, they need to be interested.

All working conditions and personal capabilities are explained when applying for a vacancy. The motivation and retention system is quite simple. A materialistic picture, the opportunity to develop and learn, to see goals and ways to solve them are the basic needs of Y.

Generation Y: how to work with them

If we consider how to work with generation Y, it can be noted that it is impossible to retain players only with high salaries. Olga Emelyanova, ex-leading specialist at Grossnab Group of Companies (Ekaterinburg), spoke about Igrek employees, their characteristics and how to work with them.

Our organization has reached international level. Therefore, it was necessary to develop markets and regions. In order for employees to complete this task, it is necessary to increase their involvement and motivation, as well as encourage them to produce better results than before. We analyzed the personnel composition and saw that the employees are mainly representatives of Y. Their age range is from 25 to 33 years. Therefore, you need to choose methods that will work on them. To do this, the characteristics of generation Y, the worldview of specialists, thinking, and attitude to work must be taken into account. We use a game format, short-term goals, evaluation systems, and clear rewards. We decided that we would create a game that would captivate workers and lead to better results.

The essence of the game: the team needs to climb to the top high mountain, overcoming the levels

We took as a basis popular game- “Mario.” That was the name of the main character. His task is to quickly find where the mushrooms are hidden, catch them and collect them. As soon as the hero collects everything, he moves to the next level. The game has the same principle. The only heroes are the company employees. Their main task is to get at least six mushrooms. Then the organization will move to a high level. There are four levels in total. Therefore, you need to go through everything to collect 24 mushrooms. Only in this case will the team reach the top of the mountain.

The goal of the workers is to conquer the top by all means. It is not the team itself that moves from level to level, but rather the team that delivers it there balloon. We imagine that company employees located in the basket. All the people on the team are in the same basket, not in different ones, otherwise they would compete with each other.

In this case, each unit takes part in solving a specific task that must be completed in order to pick up the mushroom. For example, you need to win a tender. Supplies also help department employees. They process applications and carry out preliminary purchases. Lawyers are also involved, who check the contract, as well as accountants. Department specialists act as a team and everyone sees the result.

Having developed game, do not leave only virtual rewards for achievements at work. Be sure to include real benefits so that employees who belong to generation Y do not lose interest in the game. Try to summarize results at short intervals, for example, every quarter. Reward employees whenever they complete tasks.

• How to manage Generation Y employees so that their work efficiency is at its maximum.
• Can employees of the Y generation be first-class specialists?
• Features and differences between Generation Y employees and other age groups

Experts say that the difference between generation Y There are also workers from previous generations, but it is not critical. Leaders just need to find the right tools to engage with each generation

Engage Generation Y professionals in the business game

Sergey Chaplygin, Founder and Director of Strategy of the consulting agency Chaplygin.biz, Vice President of Marketing of the fund " Open sky", Lecturer, Institute of World Economy and Business, RUDN University, Moscow

The most best workers- enterprising employees. They are full of new ideas, they are ready to work hard and take responsibility. But they are also the most dangerous - sooner or later they decide to work for themselves. At best, they will simply leave and create their own business, at worst, they will grab your information, your pool of clients and become competitors.

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The domestic generation Y has two fundamental differences from previous ones: “digitization” with youth and ignorance of the value of money. This is the first well-fed generation that did not see the shortage of goods, coupons, or reforms of the late 1980s and early 1990s. They grew up during the heyday of the country's economy. The main thing is to take these features into account when motivating the Y generation.

Features of Generation Y employees. High salaries can be partially replaced by emotions. A couple of years ago, I conducted an experiment: instead of a “sales manager” vacancy with generous motivation, I posted a “business hunter” vacancy with an ascetic compensation package, but a “knightly tournament” description of the functionality and emphasized the importance of the position. The number of resumes from “Greeks” has increased significantly, and the quality of candidates has also improved.

The thinking of the “Greeks,” as representatives of the first post-industrial generation, is more abstract and sensual, rather than rational. It is important for them to feel their importance, and this is part of a sense of responsibility. If the “player” does not feel responsible, he will easily quit any post and switch to something more interesting. These employees do not tolerate equalization or pressure, preferring to refuse cooperation. They require involvement in the game rather than a routine of instructions.

Many representatives of generation Y see themselves in creative professions: designer, stylist, all kinds of creatives. But due to the decline of the education system and the rise of pop culture, there are few truly strong specialists among the “Y” generation. In addition, the economy does not need such a number of creative people; it needs professional workers, managers, and sales people. Therefore, the task of the owner or director is to create conditions under which the “player” will make the most of his abilities.

How to work with generation Y. I will give two pieces of advice.

1. Involve the “players” in the game. Think about what the value of business is, why, besides creating additional profit, the world needs it. The answer will allow you to formulate the company's mission. If the mission is honest and not made up out of thin air, this is already a game in which you can get involved, bringing the usual pattern of relationships “I pay you, and you work for me” into the background.

2. Build an employer brand. This is not just about the company’s attractive image on the labor market. A year ago, we started working on a brand for the Decathlon company (a chain of hypermarkets for sports goods) and are focusing on generation Y. Our task is to attract the best of them, and those who live in sports. To do this, it is necessary to build a suitable corporate culture based on four values: energy, honesty, responsibility and generosity. Today, it is a common practice in the company that at the age of 23 a person becomes the director of a hypermarket and successfully manages a team of 200 employees.

• Motivating young professionals: 6 rules for managing generation Y

The main thing is to choose the right way to convey information and set tasks.

Liza Shibanova, Talent Management and Personnel Development Manager at Coca-Cola Hellenic in Russia, Moscow

In our company, about 90% of employees in entry-level positions are already “Greeks”. This obliges managers to leave their comfort zone and become more flexible: master the language of the new generation, mobile applications and social networks that young people actively use, etc.

The main difference between Generation Y is that they are more dynamic. They crave quick victories and rapid results. And at the same time, they value their time and are not ready to waste it on projects that are incomprehensible to them. Therefore, managers must pay the most serious attention to setting goals and be able to involve “players” in the process of solving pressing business problems. “Igrek” must clearly understand not only what and why he is doing, but also what he and the company will receive as a result of these actions.

As our practice has shown, the differences between employees of generations Y and X are not very significant. They can be given the same tasks, the main thing is to use different ways(and language) to convey information. For example, if it is more convenient for “players” to interact with management after work through the Whats app mobile application, then this is the tool they will use for communication. Let me give you another example. To quickly resolve small issues, “Greeks” often use internal chat - it’s much faster to exchange information than correspond by email.

We have gone further, and on the internal portal on the intranet we will soon have a “Confrontation” section, its main goal is to introduce and bring together employees of generations Y and X in more detail. We will ask them the same questions, the answers to which, presumably, will be different , but each of them will be interesting to the reader in its own way. We want to show in a light and relaxed manner that the generation difference is just a look at the same things from different angles, but thanks to this “comprehensive” view you can achieve a single and holistic picture.

• Personnel management that will only benefit

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Give the Y generation freedom, emotions and drive

Tatyana Evseeva, HR Director, Burger King Russia, Moscow

By adapting business processes and company rules to the characteristics of generation Y, you can achieve significant results.

Group affiliation. “Greeks” are used to being members of social network communities, so at work they like to feel like they belong to a group and actively participate in its life. The “Greeks” in our company work mainly in restaurants, not in the office. Over time, we realized that we needed to develop mobile app, which will allow all employees to register on the company portal, actively participate in surveys, and undergo online training. That is, it will allow the “players” to feel involved in the corporate group. Since it is important for representatives of generation Y to feel part significant group, they prefer well-known brands. But even if you have a small business, there is a chance to win the trust of the “Greeks”: invite them to work in project groups, hold meetings in an open format, where the “Greeks” can express their opinions.

Emotional impressions. Now there is a lot of debate about what is more important for the “games”: money or emotions. Money is, of course, important because it allows them to arrange their personal life, and this is of great value to them. At the same time, the “Greeks” will not work effectively and for a long time just for money. Try replacing the cash bonus with a certificate for diving, visiting a photo exhibition or any other event that will give the “player” emotions. The combination of reward and emotional impression is a strong combination of motivation.

Lack of rigid hierarchy and routine. Restaurants fast food– hierarchical structure, there are many rules and service standards. And so that they don’t put pressure on the “players,” we explain the rules with the help of clear visualizations, diagrams, and pictures. We strive for the company's management to move from a directive management style to building partnerships with employees. We give employees the opportunity to choose a convenient work shift - they highly value such freedom. Working in projects also gives a feeling of freedom: the “Y” is confident that he is not tied to a rigid hierarchy and, having completed the project, will be able to do something new. Good result brings competition between groups: the “Greeks” gain drive and interest.

Feedback. Generation Y is not ready to work effectively without feedback on the quality of their work and contribution to the common cause. If there is a reason to celebrate the “Greek”, do it. If you have questions about the quality of his work, voice them in the form of developmental feedback (work on mistakes, give recommendations).

How did generations X, Y and Z appear and what are their differences?

American scientists William Strauss and Neil Howe in the early 1990s. made an attempt to analyze features and differences of different generations. They had a hypothesis that, for a number of reasons (economic, political, social, cultural, technical), different generations have different value systems. This theory has found its application in the practice of personnel management: many modern recruiters use information about the worldview and priorities of representatives of generations X and Y when selecting candidates. What are the differences between the values ​​of modern generations and how to take this into account when hiring staff?

Generation X(people born between 1963 and 1983). Distinctive features of representatives of this generation: adaptability and adaptability, total awareness, non-conformism, independence, lack of thinking stereotypes. People from Generation X do not like to work in teams; they prefer to do everything on their own, putting in maximum effort. “Xers” often work in one company throughout their entire working life (more often in a government organization or institution), moving step by step through their careers. career ladder from the most insignificant positions to leadership positions. Having started their professional journey almost immediately after receiving a higher education diploma, representatives of Generation X remain loyal to their company until retirement.

Generation Y(people born between 1983 and 2003) expect faster results from their efforts. Unlike Generation X, “Greeks” want everything at once. They will not wait for promotions and salary increases for years, doing low-skilled work.

The fact is that generation Y appeared during a period of rapid growth of IT technologies, which greatly accelerated all life and business processes. The huge volumes of content that bombard the “Greeks” every day have taught them to process information in a short time and understand all modern technologies at the level of confident users. The constantly changing external environment forces representatives of generation Y to be flexible and constantly learn something new. That is why they are not ready to work their entire lives in just one company. In a few years, the “Yers” will supplant Generation X and become the main players in the labor market.

Currently, representatives of generation Y are already beginning to be in demand among employers. Most often, they do not work in their specialty, but choose positions that do not require extensive experience and level of professionalism, but provide the opportunity to earn a decent income. The sphere of service and sales is where “Greeks” can satisfy their ambitions and get big money in a short time.

Generation Z- children of generation X. They have not yet reached working age, so we can only guess what professional characteristics and distinctive abilities they will have.

Why did Generation Y arise?

They saw their parents stressed about work

Most of the “players” were very independent children: they returned home from school themselves, warmed up dinner themselves, and put their younger brothers and sisters to bed themselves. Their parents worked tirelessly late into the night and on weekends, barely seeing their children grow up. Therefore, in the value system of matured “Greeks,” self-realization and family come first. Representatives of generation Y do not agree to live in order to work. These are people focused on getting results. The monotonous life of the “office plankton” does not attract them.

Overload and overprotection

The schedule of most "games" in school years was very intense: School of Music, Sport section, swimming pool, and in the summer - to a camp for three seasons. Parents were always proud of their children’s results, despite their workload, they tried to be present at all competitions, tournaments, and performances. This was a kind of compensation for the lack of parental love and attention the rest of the time. The Y-players were constantly praised as children and their successes were bragged about to friends. As a result, matured representatives of generation Y are very dependent on the approval of management and always expect praise and feedback.

The most technologically savvy generation

The “Greeks” already learned to use computers in childhood and looked for data not in encyclopedias, but on the Internet. Social networks have given them access to information about the lifestyle, thoughts and feelings of any person. Therefore, they can easily form an idea of ​​what the real working conditions are in a particular company and identify promising areas for employment. For this reason, most representatives of this generation believe that they can get what they want (including a position and monthly income) in a fairly short time. Modern information Technology influenced high speed Generation Y thinking and unwillingness to wait long for anything.

Key features and characteristics of Generation Y

Can be identified among generation Y character traits, which will be important for their immediate supervisors and HR specialists.

1. They want to see meaning in their work

The search for the meaning of life and one’s purpose is especially relevant for generation Y. For them, it is not enough to just do their job and get paid for it. It is important for the “Igreks” to be useful, not just to increase the company’s turnover, but to create significant value for people. According to research, the idea that millennials don't want to work and are looking for easy money is just a myth. “Greeks” are ready to invest all their strength and soul into work that is endowed with meaning. Therefore, in the future, typical representatives of this generation will look for jobs in those companies where they can realize their potential to make the world a better place.

2. They want to have not a boss, but a mentor

Some managers have the belief that most employees are not interested in performing their job duties at the required level and they need to be forced to work, constantly monitor what they are doing in the workplace. But representatives of generation Y are only repulsed by this style of management. They will devote themselves to work provided that they see meaning in it. In this case, the “players” are ready to take responsibility and strive for maximum efficiency in achieving their goals.

Such employees do not need a tyrant boss whom everyone fears, but a mentor and coach who can guide, inspire, and encourage. Such a leader knows everything about his employees: their strengths and weak sides, hobbies and interests. He is available for communication and interaction. For such a boss, each employee is not a cog in a large machine of the company, but a unique, self-sufficient person capable of giving a lot to his company. "Yygriki" really appreciate feedback from your mentor - not only praise, but also criticism, because it is always constructive.

3. They want frequent feedback

Generation Y works for results, so it is important for such employees to regularly receive feedback on the work done from management. This gives them the opportunity to understand whether they are working in the right direction, whether they are efficient enough, and whether the boss is satisfied. They do not require constant financial reward for their work; approval, praise and support are much more important. This is why it is difficult for representatives of generation Y to work in traditional companies that evaluate employee performance only once a year.

4. Focus on strengths

According to researchers, people work more efficiently when they make the most of all their skills, knowledge and abilities, use strengths. They are not only passionate about the process, but also achieve better results. Therefore, a professional leader, when distributing work among his subordinates, takes into account their abilities and predispositions. This not only allows you to achieve better performance results, but also helps employees enjoy the work they do.

5. Growth and development

People plunge headlong into work, not noticing anything around them, if such activity makes it possible to reveal their potential. Among the entire working-age population, representatives of generation Y are among the most educated. They are aimed at constant development, always learning something new. It is important for them to realize at what point in their life path they are as far from the target as possible. Therefore, a competent manager of such employees will be interested not only in increasing the efficiency of the company, but also in the training and development of his subordinates.

It is still widely believed that representatives of generation Y do not strive to work in one place for a long time and are always looking for options with a higher salary. In fact, even representatives of generation X on a similar life stage They also often changed places of work until they chose a suitable organization. Research shows that the real reason constant search for a new place of work for “Greeks” - the desire to find a company in which they could work for the rest of their lives. And whether this will be your organization depends on the management style you follow.

Psychological characteristics of generation Y

The areas of interest of the new generation Y are very diverse. Its representatives can simultaneously practice martial arts, yoga, study culinary skills and listen to classical music. At the same time, the hobbies of the “gamers” change quickly: as soon as they need to put in a little more effort, they switch to something new.

A highly paid position in a well-known company is not the most cherished dream of representatives of this generation. Prestige, money and connections do not come first for them. “Games” need to be delegated some responsibility and freedom in decision-making, otherwise they may refuse to work under conditions of total control. An atmosphere of trust in the team is very important for them. Managers of such employees should know the core values ​​of generation Y:

• fair competition;
• mentoring rather than supervision;
• cooperation and support, and not suppression of any initiative;
• free access to data, and not bureaucratic obstacles to obtaining it;
• constructive criticism when making decisions, rather than formally following job descriptions.

Representatives of generation Y plan in advance what to buy: they monitor the market, analyze similar products, and compare prices in stores. They are not characterized by impulsive purchases, especially on credit. Advertising promises and arguments from a sales consultant will not be able to convince them to purchase an unnecessary product. “Greeks” rely on information that they can find on the Internet: reviews of other buyers, test drive results, etc.

According to research by sociologists, a key characteristic of representatives of generation Y is the active use of various tools for communication. Almost every Gamer constantly uses a computer and mobile phone, while almost 1/5 of them are always online and available for communication. A third of “Greeks” maintain blogs, and half exchange music and video files through special networks.

Psychologists even came up with a name for representatives of this generation - “electronic people”. Most “Greeks” use several cell phones, mailboxes and bank cards at the same time.

What types of people can be from Generation Y?

Type 1.Brogrammers

Who are they: programmers, hackers and other “IT specialists” who are part of the informal IT fraternity (hence the “bros”). They like to relax well in the company of men.

Characteristics: workaholics, ready to work in the office and at home all day long, have a weakness for low-alcohol drinks, football matches and comedy shows, and sometimes hate women.

Type 2.Boss Baby

Who are they: purposeful, self-sufficient, focused on career women.

Characteristic features: absorbed in their careers, earn a lot and spend a lot, don’t really like to go on dates, defend the ideas of equal rights for women, and sometimes get carried away purely women's affairs: cooking, home improvement, etc.

Type 3.Part-time

Who are they: former students with a diploma still smelling of printing ink, just starting their career path, often moving to more promising cities and countries.

Characteristics: with higher education, living separately from their parents in rented apartments, earning their first money by doing low-skilled work.

Type 4.Hopeless

Who are they: uneducated people, more often men, without a permanent job, sometimes with a university diploma or even a scientific degree.

Characteristic features: they usually live in the region, in villages, where there are no jobs or prospects.

Type 5.Nostalgic

Who are they: adherents of social trends, relics of the Soviet past (hipsters, dudes, etc.), ready to talk about the frailty of the world and the meaning of life and not ready to work just for money.

Characteristic features: retrograde habits in everything (clothing style, hobbies, entertainment). Love of nostalgia and thoughts about how good it was before.

Type 6.Emotional Wasters

Characteristic features: the need to be on the level, to correspond to the created image, self-mania, always up to date with the latest innovations and testing them on themselves.

Type 7.Crisis-millennial 25 years

Who are they: young people with an unstable emotional state, confused by limitless possibilities professional and spiritual development open to them.

Characteristic features: eternal students, entering a new faculty every year, constantly searching for their path and purpose; guarded by anxious parents who prevent their long-grown children from taking responsibility for their choices and actions.

How to work with generation Y: 3 effective tools

Tool 1.Assigning Responsibility

A manager who is aware of the inhibitory and motivating factors affecting the performance of the “players” is not obliged to patronize his subordinates, fearing sudden dismissal if something is not to their liking. On the contrary, such a boss can be recommended to involve such employees in the affairs of the company from the first day of work, delegate feasible responsibilities and encourage them, showing the significance of their work for the organization.

The adaptation period for beginners is, of course, important. But you shouldn’t delay it, since the “player” may never decide to start working in full force and will feel the pointlessness of spending time in the company. Complete immersion in the life of the company will allow representatives of generation Y not only to feel the corporate spirit, but also to stop being afraid of making mistakes, to be willing to take responsibility and see meaning in their work.

Let's look at an example. A novice marketer in a well-known advertising company easily comes up with interesting advertising stories and slogans, and is not afraid to express his opinion about the work of colleagues and superiors (this is typical for generation Y - to calmly criticize management and co-workers). But the young marketer refused the offer to present his creative ideas to the company’s partners and customers. He was afraid to openly announce his projects because, like many “Greeks”, he is not good at establishing contact with those who are not part of his inner circle. The task of the manager of such an employee is to help him socialize (for example, by assigning him responsibility for some important project for the organization).

A comfortable working atmosphere (flexible working hours, the presence of a relaxation area, etc.) will attract many representatives of generation Y to your company. Recognizing the value of an employee and his contribution to the overall cause of the organization, delegating responsibility will help motivate him to stay for a long time and work as efficiently as possible. The impact of performance results not only on career growth and salary levels, but also on the company as a whole will enable the “player” to realize his own importance and increase self-esteem.

Tool 2.Corporate training

Representatives of generation Y easily learn new information and are always ready to learn and improve their skills. This makes them more valuable to the organization, since employees with relevant skills are worth their weight in gold in the modern economy.

Organization of corporate training is an important element of the personnel management policy in the company where the “Greeks” work. It is important that the training program, in addition to specialized disciplines directly related to the type of activity of employees, includes psychological trainings and business cases that develop skills to work in conditions of risk and lack of information, helping to understand the deep meaning of the functions performed. This will allow representatives of generation Y to become more independent, proactive and productive.

The core of a corporate training program is not theoretical, but purely practical tools: how to gain the necessary experience and knowledge in the profession, how to ensure constant career growth, who to learn from best practics doing business, etc. Thanks to this practice-oriented training, our employees become more confident, independent, purposeful, and ready to take responsibility for the results of their decisions and actions.

Tool 3.Corporate media

Corporate newspapers, pages on social networks and other media are another effective tool working with employees from generation Y. Delegating responsibility for the management of such projects allows the “players” to become imbued with the values ​​of the organization and experience the corporate spirit.

Young people value such work because they can most fully reveal their creative potential, to be realized in a new direction. Curating corporate media allows the “Games” to feel in their element – ​​they are, after all, representatives of the most “information” generation. In addition, social networking skills will bring more life and creativity into the established corporate culture of the company.

9 tips for managers on how to manage generation Y

Tip 1. Free schedule. Flexible start of the working day, the opportunity to leave work early without asking your boss every time, and then work the hours on another day or work from home.

Tip 2. Finely fragmenting goals, drawing up short-term rather than long-term plans. It’s difficult for “Yers” to plan their lives several years in advance. One year is the most suitable interval for them.

Tip 3. Selection of candidates for a vacancy with attention to the fact that the person will be interested in doing the proposed job (otherwise he will again look for another employer).

Tip 4. Corporate media, portals, groups on social networks and any other means that will allow employees to feel “in society”.

Tip 5. Active use of verbal encouragement and gratitude.

Tip 6. Measure them by what they achieve, not by the time they spend in the office. “Greeks” are results-oriented, so they should be rewarded not for their length of service and dedication to the company, but for specific results of their work.

Tip 7. Any negotiations with them should be brief: no hours-long meetings. The love of many leaders to delay negotiations with the “Greeks” will only cause reverse effect. They appreciate your attention when it is dosed.

Tip 8. People of this generation are very familiar with the concept of a deadline. If they do not meet the agreed deadlines, you can safely fine them for this. "Greeks" are more interested in money than in good relations with the authorities.

Tip 9. Remember that they are full of inexplicable contradictions. So don't ask them why, just try to control them through actions.

You may have noticed that some advice contradicts each other. This is due to the fact that experts do not have a consensus on how to manage Generation Y. You will have to check any advice in practice.

How to identify an employee whose motivation is useless

Karina Kosyakova, training manager at BQ Mobile

Generation Y employees are divided into two types.

Amenable to motivation (monetary and emotional). This increases their efficiency and inspires them to work even better. Such people usually have a very positive outlook on the world. For them, the glass is always half full. If after an interview with such a candidate you want to talk to him again, then this is a “Great” of the first type. But if you ask such an employee to perform a non-standard and unusual task (for example, step over a specially stretched fishing line), then watch his reaction. If he asks: “Why?”, then in the future, after getting a job, he will constantly ask questions, especially if he needs to do something not according to the instructions.

Unable to motivate: addicts (alcohol or drugs) and eternal victims (like Anna Karenina). Everyone but them is to blame for the failures of such people. They constantly complain, judge, and gossip. They can be easily identified by their eternally dissatisfied facial expression. If you hire such an employee, be prepared to take on the role of a tough boss.

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In 1991, American scientists Neil Howe and William Strauss created the theory of generations. According to it, every 20–25 years a new generation of people is born with character traits, habits and characteristics that set them apart from everyone else and are then repeated in future generations.

Having studied in detail the work of scientists, website I’m ready to talk about the last 4 generations that we often encounter today.

Howe and Strauss gave a name and compiled a description for each of the generations starting from 1433. However, we are interested in representatives of the last four generations, whom we often meet today and who can easily fit into one conventional family: the youngest - Vanya ( generation Z), his' elder sister ( generation Y), Vanya's dad ( generation X) and grandmother ( generation "Baby Boomers"). Let's tell you more about each.

Generation "Baby Boomers"

Dates of birth: from 1943 to 1963

Grandmother is 72 years old. She goes to the pool several times a week, visits spas, and bakes incredibly delicious pies, feels energetic and healthy.

Grandmother's generation is called "Baby Boomers". It received this name due to the post-war surge in birth rates. Representatives of this generation have a high level of patriotism. These people are optimists, they are characterized by team spirit and collectivism. It is important for them to help each other, to work together and together.

They can do almost anything handmade: They cook, sew, fish well, are educated and knowledgeable in many sciences. Many of the boomers are active, going to fitness centers, mastering gadgets and traveling. And, we repeat, they are distinguished by enviable health and energy.

Generation X

Dates of birth: from 1963 to 1984

Dad is 47 years old. He has been working for a well-known construction company for over 20 years. He started from the lowest position and now holds the post of deputy director. Hardworking, responsible, and all difficult work likes to do it himself.

Vanya's dad - bright representative Generation X Generations of singles aimed at hard work and personal success. These are people who, from childhood, were accustomed to being independent: they did their homework themselves, got ready for school, prepared their own lunch, and did most things without outside help.

Generation X people tend to They are distinguished by global awareness, technical savvy and independence in almost everything. Most often, they prefer to work for 30–40 years in the same organization, gaining experience and rising from the lowest level to supervisors and directors.

Generation Y (or Millennials)

Dates of birth: from 1984 to 2004

Vanya's older sister is 23 years old. She studies abroad, has thousands of followers on Facebook, and often visits new cafes, parties and creative exhibitions with friends. She is a member of Generation Y, or Millennial.

Millennials are people who are often referred to as the “social media generation.” External environment The world around them has changed incredibly quickly, which is why millennials are not like their parents. Prestigious job and career growth is not for them. They are not ready to work for one company for many years; they prefer a flexible schedule and immediate reward for the work done.

The speed of technology development is growing, so we can only assume that the next generation will be even smarter, will adapt faster and will completely get rid of all racial, ethnic, gender and other stereotypes in all areas of life.

Millennials or Generation Y(generation "Y"; other names: Millennials(millennials), “next” generation, “network” generation, millenites, echo boomers) - the generation born after 1981, who met the new millennium at a young age, characterized primarily by deep involvement in digital technologies. When the term was coined, Generation Y was contrasted with Generation X, which corresponds to the previous demographic generation. The term Yllo (Young Liberty Love) is used.

Terminology

In August 1993, one of the editors of Advertising Age coined the phrase " Generation Y" to describe those who were 11 years of age or younger, who were contrasted with "Generation X".

In 1987, writers William Strauss William Strauss) and Neil Howe (eng. Neil Howe) coined the term " Millennials"(eng. Millennials). They used this term to describe children born in 1982 who were expected to graduate from high school in 2000. They wrote about this generation in their books “Generations: The History of America’s Future, 1584 to 2069” (1991) and “Millennials Rising: The Next Great Generation” (2000).

According to journalist Bruce Horowitz, in 2012 Advertising Age recognized that "Millennials" is a better name than "Generation Y."

Demography

The characteristics of the generation differ in different countries depending on political, economic, social and other conditions. In the United States, the “Greek” generation usually includes those born in 1981-2003, and in Russia it includes the generation born in new socio-political conditions, with the beginning of Gorbachev’s Perestroika, the collapse of the USSR - 1987-2004 [ ] years However, sociologists do not have a clear starting date for this generation.

In the United States, the Y generation is associated with the rise in birth rates that began in 1982, the so-called “echo boom.” These are mainly children of the “baby boom” generation, hence the name “echo boomers”. However, in developed countries the trend towards a decrease in the number of children in families continues, so the phenomenon of the “echo boom” is not as widely known as the “baby boom” itself.

Research conducted in 2006 in the USA showed that 48% of “echo boomers” are believers, 20% are atheists, 32% are agnostics. The ideas of Buddhism and karma, neo-paganism, crossing philosophical and monotheistic views, belief in extraterrestrial civilizations and esotericism.

In the Y generation there are no pronounced trends in the areas of religion, politics, art, etc.; on the contrary, there is a pronounced tendency to “be different from everyone else” and at the same time “stand out from the crowd” as clearly as possible. As a result, representatives of previous generations often mistakenly focus their attention on the supposed preference for any specific views among representatives of the Y generation (on what “caught the eye”). In fact, one can assume a tendency towards “orthodox antagonism”, that is, to a preference for deliberately least popular trend, does not form according to some fashion, and contrary to to her.

Peter Pan generation

The “Yay” generation also correlates with the so-called “boomerang generation”, or “Peter Pan generation”, due to the fact that its representatives tend to delay the transition to adulthood for a longer period than their peers in previous generations, and also longer stay live in parental home. Sociologist Kathleen Chaputis called this phenomenon “full nest syndrome.” The root cause of this trend can be attributed to economic conditions: the international financial crisis, widespread increases in housing costs, unemployment.

However, economics is not the only explanation for this phenomenon. Among sociologists, the question of definition has not yet been fully resolved: what is considered “adulthood”? A study by Dr. Larry Nelson noted that the Y generation is slow to make commitments. adult life due to the negative example of the previous generation.

“Previous generations started families, started careers - and did it immediately. And today young people see: having this approach to life, their parents divorced and have jobs they don’t like. Most Gen Yers want a family, but they want to make the right choice the first time, and it’s the same with work.”

Communications and Integration

The Millennial generation, like other generations, was shaped by the events, leaders, and inventions of their time. However, some Russian commentators claim that he does not have his own heroes.

Ygrek is the first generation that has no heroes, but has idols. We assume that they will not have heroes. They will become them for other generations, despite the fact that they do not always want to be heroes.

It was influenced by the development of network communication technologies, such as email, short message service, instant messaging and other new media resources, like video hosting YouTube and social networks (Livejournal, MySpace, Facebook, Twitter, etc.). One of the most important distinctive features Communication psychology of “echo boomers” is multitasking in the use of communication media: they can chat with several people at the same time, read a website on another topic, follow updates on Twitter and blogs. Among them, the consumption of media such as television and radio has been reduced tenfold.

Self-expression is extremely important to this generation. For example, in China, with a population of over a billion people, the desire to stand out from the crowd, to be individual, has become the cornerstone of the culture of Chinese youth. In countries around the world, only thanks to access to the Internet, people are asserting themselves in online role-playing games of the MMORPG genre and virtual worlds like World of Warcraft and Second Life. The most expressive members of the Y generation earned recognition by organizing online communities, launching Internet memes or organizing flash mobs. Other, more socially shy people have found anonymous online communication to be more liberating.

Pop culture

The Y generation emerged at a time when the Internet caused a global upheaval in traditional media. Compared to previous generations, this is characterized by the universal availability of any information, music, cinema, which could not but affect the business of television channels, recording studios and the entertainment industry as a whole. In countries with stricter laws, the distribution of unlicensed content online has become a problem, and copyright is enforced by the state and authorized bodies. However, torrent trackers are winning markets from copyright holders, and now music lovers are no longer hunting for new discs, but can easily download them (legally or illegally) from the Internet directly to their pocket digital audio player or smartphone.

Conditions for cultural understanding

In the USA, a kind of “bridge” in realizing a certain similarity of tastes and preferences, cultural continuity of generations X (1965-1980/83) and Y (1981/84-2000) took place: the “Y” generation also loves films about Spider-Man (1962, comic book) and “Star Wars” (1976, promotional book), as once (in the 1970s) “Xers” loved comic books and films about these characters (about successful idols who came out of a layer so close and familiar to them "non-heroic" life).

This cannot be said about the USSR and Russia. Generation X until the late 1980s objectively used the cultural signs accepted among the Russian generation of baby boomers (1946-1964) - the “cult of heroes.” Moreover, these cultural signs were bipolar: on the one hand, the heroes of the Great Patriotic War and Civil War, on the other hand, images of sixties heroes from films and literature of the 1960-1970s. (smart, ironic, apolitical). Only in the second half of the 1980s did contemporaries jump on this “hero bandwagon” of the “X” generation - Viktor Tsoi (b. 1962), Egor Letov (b. 1964) with their tragic destinies.

But already the beginning of the 1990s “cancels” the “cult of heroes” in the mass consciousness of the X-generation: a very, very painful breakdown of cultural and value guidelines taken from the “heroic eras” is taking place, as witnessed by those born (since 1984-1985). .) children. Their presence during this process most likely caused the condition culture shock and the age-related desire to “hide your head in the sand.” Computer networks and communications technologies have accelerated this desire.

Job

Millennials' economic prospects deteriorated markedly during the 2008-2009 economic recession. Some states have had to take special measures to employ young people due to social tensions, such as the prolonged unrest in Greece in 2008 caused by soaring unemployment. Youth unemployment in Europe remained high by mid-2009 (40% in Spain, 35% in the Baltics, 19.1% in the UK and over 20% in many other countries). In other regions, unemployment is also high, in particular, in the United States, youth employment statistics have been kept since 1948, and unemployment in this population group reached a record in July 2009, amounting to 18.5%. In Asia and other regions the situation is somewhat different, but the problem of unemployment is just as pressing.

Another name for the “Greek” generation is “trophy generation”. This term reflects a tendency in competitive sports, as well as in other areas of life, where there is no winner or loser, “friendship wins,” and everyone receives “gratitude for participating in the competition.” A survey among employers confirmed that the younger generation of “Greeks” manifest themselves in corporate culture in the same way. Some employers are concerned that young people have too high expectations from their employment, they prefer to adapt working conditions to their lives, and not vice versa. However, they are able-bodied, want impact from their work and greater participation in decision-making, and prefer to use flexible working hours.

This generation does not easily adapt to hierarchical structures and bureaucratic ways of making decisions. They are waiting professional development their skills and do not want to stay in the same position for a long time. Already now, and in the future, according to expert forecasts, representatives of the Y generation will often change jobs. The personnel departments of some large organizations are aware of this psychological conflict and are trying to remove it by helping managers of older generations understand the younger ones and create more comfortable conditions for the latter.

see also

Notes

1. Neil Howe, William Strauss. Millennials rising: the next great generation. Vintage Books, 2000
2. "Generation Y" Ad Age 30 August 1993. p. 16.
3. Francese, Peter (1 September 2003). “Trend Ticker: Ahead of the Next Wave”. Advertising Age. Retrieved 31 March 2011. Today's 21-year-olds, who were born in 1982 and are part of the leading edge of Generation Y, are among the most-studied group of young adults ever.

Millennials or Generation Y(generation "Y"; other names: Millennials(millennials), “next” generation, “network” generation, millenites, echo boomers) - the generation born after 1981, who met the new millennium at a young age, characterized primarily by deep involvement in digital technologies. When the term was coined, Generation Y was contrasted with Generation X, which corresponds to the previous demographic generation. The term Yllo (Young Liberty Love) is used.

Encyclopedic YouTube

• 1 / 5

  The characteristics of a generation vary from country to country depending on political, economic, social and other conditions. In the USA, those born in 1981-2000 are usually referred to as the “Greek” generation, and in Russia it includes the generation born in new socio-political conditions, with the beginning of Gorbachev’s Perestroika, the collapse of the USSR - 1985-2000 [ ] years However, sociologists do not have a clear starting date for this generation.

  In the United States, the Y generation is associated with the rise in birth rates that began in 1982, the so-called “echo boom.” These are mainly children of the “baby boom” generation, hence the name “echo boomers”. However, in developed countries the trend towards a decrease in the number of children in families continues, so the phenomenon of the “echo boom” is not as widely known as the “baby boom” itself.

  The majority of the “Greek” generation belongs to a liberal culture [ ], however, certain groups hold more conservative views. Research conducted in 2006 in the USA showed that 48% of “echo boomers” are believers, 20% are atheists, 32% are agnostics. The ideas of Buddhism and karma, neo-paganism, crossing philosophical and monotheistic views, belief in extraterrestrial civilizations and esotericism are popular.

  It is also worth mentioning the fact of loyalty to more radical political movements. Among the Y generation, neo-Nazi, communist and monarchist ideas are widespread. Democrats are also present, but their percentage is relatively small.

  Peter Pan generation

  The “Yay” generation also correlates with the so-called “boomerang generation”, or “Peter Pan generation”, due to the fact that its representatives tend to delay the transition to adulthood for a longer period than their peers in previous generations, and also longer stay in the parental home. Sociologist Kathleen Chaputis called this phenomenon “full nest syndrome.” The root cause of this trend can be attributed to economic conditions: international financial crisis, widespread increase in housing costs, unemployment.

  However, economics is not the only explanation for this phenomenon. Among sociologists, the question of definition has not yet been fully resolved: what is considered “adulthood”? A study by Dr. Larry Nelson noted that the Y generation is in no hurry to accept the responsibilities of adulthood because of the negative example of the previous generation.

  “Previous generations started families, started careers - and did it immediately. And today young people see: having this approach to life, their parents divorced and have jobs they don’t like. Most Gen Yers want a family, but they want to make the right choice the first time, and it’s the same with work.”

  Communications and Integration

  The Millennial generation, like other generations, was shaped by the events, leaders, and inventions of their time. However, some Russian commentators claim that he does not have his own heroes.

  Ygrek is the first generation that has no heroes, but has idols. We assume that they will not have heroes. They will become them for other generations, despite the fact that they do not always want to be heroes.

  It was influenced by the development of network communication technologies, such as e-mail, short message service, instant messaging and other new media resources, such as video hosting YouTube and social networks (Livejournal, MySpace, Facebook, Twitter, etc.). One of the most important distinguishing features of the communication psychology of “echo boomers” is their multitasking in the use of communication tools: they can chat with several people at the same time, read a website on a different topic, follow updates on Twitter and blogs. Among them, the consumption of media such as television and radio has been reduced tenfold.

  Self-expression is extremely important to this generation. For example, in China, with a population of over a billion people, the desire to stand out from the crowd, to be individual, has become the cornerstone of the culture of Chinese youth. In countries around the world, only thanks to access to the Internet, people assert themselves in online role-playing games of the MMORPG genre and virtual worlds like World of Warcraft and Second Life. The most expressive members of the Y generation earned recognition by organizing online communities, launching Internet memes or organizing flash mobs. Other, more socially shy people have found anonymous online communication to be more liberating.

  Pop culture

  The Y generation emerged at a time when the Internet caused a global upheaval in traditional media. Compared to previous generations, this is characterized by the universal availability of any information, music, cinema, which could not but affect the business of television channels, recording studios and the entertainment industry as a whole. In countries with stricter laws, the distribution of unlicensed content online has become a problem, and copyright law is monitored by the state and authorized bodies. However, torrent trackers are winning markets from copyright holders, and now music lovers do not hunt for new discs, but calmly download them (legally or illegally) from the Internet directly into their pocket digital audio player.

  Conditions for cultural understanding

  In the USA, a kind of “bridge” in realizing a certain similarity of tastes and preferences, cultural continuity of generations X (1965-1980/83) and Y (1981/84-2000) took place: the “Y” generation also loves films about Spider-Man (1962, comic book) and “Star Wars” (1976, promotional book), as once (in the 1970s) “Xers” loved comic books and films about these characters (about successful idols who emerged from a layer so close and familiar to them "non-heroic" life).

  This cannot be said about the USSR and Russia. Generation X until the late 1980s objectively used the cultural signs accepted among the Russian generation of baby boomers (1946-1964) - the “cult of heroes.” Moreover, these cultural signs were bipolar: on the one hand, the heroes of the Great Patriotic and Civil Wars, on the other, the images of the heroes of the sixties from films and literature of the 1960-1970s. (smart, ironic, apolitical). Only in the second half of the 1980s did contemporaries jump on this “hero bandwagon” of the “X” generation - Viktor Tsoi (b. 1962), Egor Letov (b. 1964) with their tragic destinies.

  But already the beginning of the 1990s “cancels” the “cult of heroes” in the mass consciousness of the “X” generation: a very, very painful breakdown of cultural and value guidelines taken from the “heroic eras” is taking place, as witnessed by those born (since 1984-1985). .) children. Their presence during this process quite likely caused a state of culture shock and an age-related desire to “hide your head in the sand.” Computer networks and communications technologies have accelerated this desire.

  Job

  Millennials' economic prospects deteriorated markedly during the 2008-2009 economic recession. Some states have had to take special measures to employ young people due to social tensions, such as the prolonged unrest in Greece in 2008 caused by soaring unemployment. Youth unemployment in Europe remained high by mid-2009 (40% in Spain, 35% in the Baltics, 19.1% in the UK and over 20% in many other countries). In other regions, unemployment is also high, in particular, in the United States, youth employment statistics have been kept since 1948, and unemployment in this population group reached a record in July 2009, amounting to 18.5%. In Asia and other regions the situation is somewhat different, but the problem of unemployment is just as pressing.

  Another name for the “Greek” generation is “trophy generation”. This term reflects a tendency in competitive sports, as well as in other areas of life, where there is no winner or loser, “friendship wins,” and everyone receives “gratitude for participating in the competition.” A survey among employers confirmed that the younger generation of “Greeks” manifest themselves in corporate culture in the same way. Some employers are concerned that young people have too high expectations from their employment, they prefer to adapt working conditions to their lives, and not vice versa