Top Five Reasons Generation Y Workers Leave Their Employer
by Tod Maffin, Generation Y speaker (“The Facebook Generation”)
Forget the recession — the biggest challenge companies will face in the next five years is yet to come: A mass exodus of employees from the workforce. Baby boomers have already begun retiring en masse and scant few organizations have any kind of succession plan in place to recruit and groom future leaders.
It’s not like they haven’t tried. Managers have hired legions of so-called Generation Y workers to fill offices, only to watch in disbelief and confusion as scores walk out the back door as easily as they came in the front. Understanding the fickle needs of workers in their 20s — the “Facebook Generation” — is a moving target, but indicators are emerging pointing to why young workers hit the bricks.
They Feel Mistrusted: Young people born between 1980 and 1990 were born to Generation X parents who gave them unprecedented levels of trust and room “off-leash” as compared to their baby-boomer parents. Thus, the Facebook Generation expects to be trusted in all aspects of their life, including on the job. Misguided attempts at increasing productivity, like blocking Facebook and instant messenger programs, scream “We don’t trust you!” to this group of workers. After all, you don’t block the telephone in case your employees make personal calls. To the Facebook Generation, blocking other modes of communication like social networking sites are the same thing.
They Feel Like a Cog: Generation Y employees want to feel like a part of the team from day one, not something they have to earn after months of employment. If you’re holding your new workers back from participating in a project simply because they haven’t cleared their three-month probation, you are, in essence, telling them that they were hired for their ability to fill a chair, not play a valued role in a firm. Remember, this generation was told by their parents that they “can do anything they set their mind to.” Holding them back from that potential in the workplace will confuse and eventually frustrate Generation Y workers. (Quick tip: Hand them a box of their own personalized business cards on day one.)
You Give Them Annual Reviews: In past generations, workers were evaluated once per year in a horribly demoralizing session known as The Annual Review. This review was, in essence, the recitation of a list of things that employee did wrong in the previous 365 days, then an opportunity for them to beg for a raise. It doesn’t work any more. Generation Y workers require instant feedback — don’t worry, they can take criticism, as long as it’s justified, immediate, and gives them a fair opportunity to correct it. Corrections should happen when needed, not held for a year-end meeting, and should start with the words: “Let me know how I can help support you better so this doesn’t happen again.”
[quote]Your Technology Sucks: Young people in their 20s simply do not know a world without immediate access to information like the Internet and email. And yet, so many corporate offices still slog by on computers that groan and chug slowly when asked to perform basic tasks like opening a spreadsheet or launching a web browser. Your technology must at least keep pace with the computers this generation uses at home — this doesn’t necessarily mean the latest bleeding-edge turbo-machines, but it doesn’t mean a patched-up computer from the secretary pool, either. (Um, you still have a secretary pool?!)
You Don’t Give Them Unstructured Time: Often, companies attempt to increase worker output by restricting the time available for watercooler chat, coffee breaks, and so on. First, eliminate scheduled breaks entirely. Let them take breaks when they feel they need it. Paradoxically, given this level of trust, most Generation Y workers will return the favor in spades by devoting extra time at work, often unpaid. This time gives them the chance to “cross-pollinate” ideas across projects or departments, share news between divisions, and otherwise break down the traditional “silos” that hamper an organization’s agility. Remember, this informal connection time is the way they were taught to work through school — group projects, not individual reports. Don’t worry, you’ll be able to spot the abusers of this generosity clearly.
You can audit your own organization’s ability to retain Generation Y workers today. Start with the easiest two:
- Are you rewarding, not just encouraging, sharing information and ideas across the company?
- Do you have updated computers and have a “just don’t go overboard” policy when it comes to your workers using web sites like Facebook and Twitter?
- Are employees in the first three months of employment involved in important and exciting projects?
Now that economic recovery is ahead, the days of workers competing for jobs will once again sunset. Soon enough, they’ll be back in the driver’s seat. If your company isn’t prepared to respect the needs of this new generation, you may find yourself struggling for relevance in the new economy.
What do you think? Can you add other reasons Generation Y workers bolt from their employer?
Comments (8)
August 18th, 2009
As a tail-end Gen-Xer who went back to university to finish a degree when I was 30, I can tell you that there are some serious misconceptions about Gen-Ys and their technological savvy.
After spending 4 years with Gen-Ys in a very technical program, I was surprised by how few of them actually understood the technology they used … and how often they were stymied by tech that was "similar but different" from the tech that they were used to.
As in the generations before them, there is a core group of Gen-Y early adopters who *do* get technology, and they help educate their less tech-savvy friends in its use. But those friends? They're mostly operating by rote. Replace their Microsoft Word with Open Office and they can't make a chart until their techie friend shows them the differences between the two applications.
My point is that employers shouldn't automatically assume that a Gen-Y employee is going to automatically be better equipped to handle technology than anyone other employee. Or rather, they might be able to handle the stuff they grew up with using, but membership in Gen-Y does not guarantee any sort of flexibility when it comes to learning new technologies.
August 18th, 2009
Hi Tod,
I think all of these are great. Two other items I would add are related to 1) and 2).
The first would be "You Don't Provide Learning Opportunities". Are there workshops you can send them to that send the message that their growth and development is important? Have you asked what they are interested in learning/improving. A learning plan is one of the first things I do with a new Millennial staff member.
The second is "You Don't Connect Them to the Bigger Picture" (I'm thinking from a nonprofit perspective, but I'm sure this can carry over to all sectors). Even if their position is entry-level with menial tasks, have you imparted the importance of their work to the overall success of the organization? Though work is work, it's nice to be reminded that your work is of value.
There's a nice piece about what Robert Egger learned from Gen Y here: http://www.robertegger.org/blog/?p=391.
August 18th, 2009
I once quit a job because they blocked gmail, for exactly that reason. I'd worked there for two years, built my department from the ground up, and they didn't trust me to manage checking my email from time to time? Bull. Shit. Especially since the reason they gave was security — that if I wanted, I could email customer lists, credit card information, etc to myself. Um. Yeah. Really? You honestly think I'm going to steal customer information? If you believe that, you may as well fire me now, because I need access to that to do my job… so no matter what, I could steal it if I wanted. Blocking email is a really stupid method to use.
When I complained, they agreed to open it up — for my computer only. I still quit. If they're willing to pull that sort of bullshit, god knows what was next?
August 18th, 2009
Great article and so, so true.
As a Gen X/Y cusper, I would say one more killer move organizations make is to THINK they are ready for a younger workforce and the energy that comes with it, when in fact the organization lacks the cultural change needed to embrace change. Too many times we see young, keen, eager employees come into an organization, pour their heart and enthusiasm into their work, then be frustrated when their "priority" projects get buried on some exec's desk – as all the while the exec continues to fight the old-school fires, the old-school way.
Progress is important to all employee generations – but with Gen Y, we gotta show 'em fast that we are serious about what they're working on…or they'll find an organization that will pay more than lip service.
August 18th, 2009
I think you make some really good points – and not just for Gen Y people either. I recently, well in the last year, started a new job at small NPO in Vancouver as an Executive Director. This was my first ED job and I had seen a lot of bad leaders throughout my various careers. One of the first things the BoD wanted me to do was to ban facebook access from all the computers. I balked. First of all, I use FB. Second, I wasn't going to do that until I knew it was a problem. Third, blocking access is bad leadership. Instead, I looked around, saw who was working and figured out what I needed to do get them to get with my program. My leadership style tends to be collaborative, open and respectful. Once they got to know who I was FB ceased to be an issue and I never said a word. I did however block all of my employees from seeing me on FB and setup a work profile as some of our work is done through FB.
August 18th, 2009
As a member of Gen-Y, I really appreciate it when people brief me on the "office culture." Even little things that people take for granted.
For example, when someone requests something from me, I respond immediately (even if it's a note to say "I'll look into it and get back to you"). My natural instinct is to expect the same of others.. It took me a while to learn that people haven't forgotten about me when I don't get a reply within a few hours or a day.
August 18th, 2009
Great article, Tod! As a Gen Y'er, I've experienced several of these circumstances myself. Although I have never left a job because of it, I have felt extremely frustrated with my employers. For me, one of the most important things that an employer should do is provide constant feedback, praise where needed and encourage out-of-the-box thinking. Moreover, sometimes it can even be your co-workers' encouragement that makes a bigger impact than your direct employer.
In terms of Facebook and other social media outlets, I have found in my personal experience that many employers are terrified to use (or allow the use of) newer technology & social media outlets because they simply don't understand them. When they employ members of a generation who are significantly more familiar and experienced with these things, I find it silly that they often don't even consider utilizing these methods, especially when it can be to their advantage PR-wise and ER-wise. It almost seems like a waste as often Gen Y's are excited to share their knowledge and educate their older co-workers on the importance of these mediums. When that opportunity is denied, you can feel as though you have little to contribute.
Finally, I completely agree with Trina — you need to have learning objectives! However, employers can't just sit down and create the objectives, then file them away. It's just as important to stay familiar with the skills and tasks your employees are interested in/desire to accomplish and ensure that they are given the opportunities — not just forced to seek them out themselves.
Thanks!
August 18th, 2009
In my opinion, the "Y" generation should be referred to as the "ME" generation. I have many friends who are educators at both the University and High school levels and the issues they speak of that face this current generational demographic is one that is cited in the article. In addition, I myself am in the recruitment field and have an ongoing relationship with the Y generation and the problems they face in the workforce.
The three most notable insights I find most significant when discussing the "Y" generation are as follows: 1) their Lack of Socialization for the purpose of collective teamwork; 2) their Resistance to Structure/Authority and 3) their constant need for stimulation and immediacy of information.
1) This generation lacks socialization skills. It's a paradox, they may want to "be part of something" or be part of a "team" but they do not have the necessary skills or experience to negotiate themselves as a collective. It is generally understood that this is the first of our generations to grow up in front of the media/television and this has directly influenced the way they interact with people. And studies have proven that this generation lacks the intimacy, desire and want to sustain communicative relationships outside of a technological realm. Let’s take note of a few examples: If you take a look at their socialization prior to the workforce with the school and friends; they don't go to the library and do any kind of group research; they can't give a speech because they don't know how to address people; they don't know how to read body language; they don't engage in group activities like the film festival, music concerts or go to the movies. The result then, is a generation that is individual in thought and autonomous in practice. There is no need for the visceral experience of traditional forms of communication rather, this generation has created for themselves a new means of interacting that is ultimately focused on individual need and interest without taking into account the collective good. Technology has allowed for this self-absorbed and self-directed learning…as the individual reigns supreme in our technological world as the individual does not use or rely upon the traditional forms of communication that once privileged the input of group thinking. Therefore, in my view, to help this generation in the workforce, and if your company requires team work to get the job done, then your organization should develop a training program to address the issues of communication, language exchange, and most importantly, the function and purpose of "team work"—that is much exempt from this generations’ foundational socialization.
2) This generation is resistant to Structure/Authority because they don't understand the concept of a dominant ideology, they are a "ME" generation they don't understand "WE". Again it goes back to a new means of socializing individuality—one that is premised on individual interest and one that is skeptical of structure of any kind. The media essentially, at its core, is a structureless domain. The concept of the internet as a “wild west” forum that knows no bounds or censorship is the best metaphor that encapsulates this generation’s mentality. Without doubt, this generation is highly skilled, highly educated and very independent – yes, yes yes! The internet has no censorship, has no filter, and from an early age, this generation has the power to navigate and engage in all subject matter whether appropriate or not. And this power to do so, accumulates as differentiated knowledges of various subjects. So of course, when they enter the workforce and their computer access is limited they are upset and can't understand why and are left feeling mistrusted. Moreover, when their boss puts rules and regulations and policies in place in light of work practice, this generation is at once ready to question this authority as this structure stifles the ways in which they think and do. We need to perceive of this “me” generation is its own boss and ironically enough, they can own this status as they have the knowledge of technology that previous generations lack. Hence, they make their own rules. They need not listen to instructions, rather, they aim to create their own. They want control over every aspect of their employment. This is where more flexibility in the workforce needs to be introduced: flex time, home options, summer hours etc. to increase productivity.
3) Lastly, this generation constantly needs to be stimulated. So your workforce needs to change and accommodate this. Surely, we can come up with more entertaining ways to get the job done that includes a more multi-media, multi-technological format…one that this generation finds more creative and accessible.
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