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Job Hunter's Guide
Generation gap just got
more complicated
By Jim Killam
Communications Coordinator
"I used to be with it. But then they changed what IT was. Now what I'm with isn't IT, and what's IT seems scary and weird. It'll happen to YOU."
-- Grandpa Simpson
Just when I thought I'd figured out that whole Generation X thing, the alphabet rolls onward.
Meet Generation Y. Depending on whose definition you listen to, these are the people born between 1978 and 1998, but a clearer range would be 1978-88. That places them, today, at ages 16 through 26.
More importantly, they are the people who are starting to populate your newsroom. How different could they be from those in their late 20s to early 30s? Do you really need to adjust your management style just for this group? Won't they learn their place once they get out of school and into the daily grind?
In short: Very, yes and probably not before they give up on you.
At first glance, Gen-Y'ers are self-absorbed, impatient and they value entertainment above all else. Often, those negative traits are real. But if you stop there, you'll miss a terrific Side B. You'll also sound to them as out of touch as Abe Simpson.
I read an interesting little book recently, "Managing Generation Y," by Carolyn A. Martin and Bruce Tulgan (2001, Rainmaker Thinking, Inc.). Rather than gripe about Gen-Y's deficiencies, the authors focus on ways to understand those traits and turn them to workplace positives.
Instead of "self-absorbed," substitute "self-reliant." Y'ers want the boss' expectations clearly defined, but then they want some breathing room to find their own way of accomplishing tasks. Interestingly, they also love working in teams -- but with creative freedom. This is a generation that wants to be understood and wants to be mentored (but not micromanaged).
For "impatient," substitute "ambitious." Most Gen-Y'ers have been using the Internet as long as they can remember. To them, waiting 15 seconds for a Web page to download is unacceptable. Climbing the corporate ladder for 15 years appears equally unappealing. The book's authors suggest managers be ready to answer more immediate concerns: What value can I add today? What can I learn today? What will you offer me today? How will I be rewarded today?
It isn't just about money. It's about them feeling appreciated, and that they're doing important, significant work. Offer them training (like a NINA workshop), and you're telling them you value them enough to invest in them.
For "entertainment-obsessed," substitute "eager to be challenged." Give Y'ers a chance to prove themselves. Then, when they do, give them an even bigger challenge. The authors say:
"Y'ers may be addicted to the feeling of rushing adrenaline, but the work itself can be infinitely thrilling when they know they can say, 'I did this myself' and 'I am pushing the envelope.' Your goal is to grab hold of the context of those sentiments: 'I did this myself at work' and 'I am pushing the envelope at work.'"
The book is worth the $9.95 investment for your newsroom -- particularly if you've caught yourself starting sentences with, "In my day ..."
Jim Killam is adviser for the Northern Star, the daily student newspaper at Northern Illinois University. E-mail him at jkillam@niu.edu.