Y in the Workplace
IN THIS SUMMARY
Like it or not, Generation Y (Gen Y) is entering the workplace, and their numbers are too big to ignore. Sporting nose rings and spurning panty hose, listening to iPods and continuously text messaging, the generation born between 1980 and 2000 is stunning supervisors and appalling coworkers while at the same time coming up with fresh, brilliant, insightful ideas and solutions that turn the workplace and the world upside down. In Y in the Workplace, authors Nicole A. Lipkin and April J. Perrymore, speaking from their perspective as psychologists who work with business owners and entrepreneurs, offer a guidebook to managing the generation which will eventually lead the workplace. Their four goals in writing the book are to: 1. Enhance understanding of the strengths and challenges Generation Y brings to the workplace. 2. Explain the psychological and cultural factors that have shaped Generation Y and influence what they bring to the workplace. 3. Offer effective coaching strategies and solutions for developing their strengths and diminishing their weaknesses, so that they will acquire the leadership skills they need. 4. Instill hope about Gen Y’s ability to assume the responsibilities of leadership. Individual chapters address how Gen Y culture clashes with corporate culture by topics, including motivation, communication, work ethic, moods, and office politics, and discuss both the benefits and challenges for the company of Gen Y behavior related to the topic. For example, with respect to communication, Gen Yers are accustomed to instant electronic communication; benefits include that this is both ecologically sound and cost-effective, but challenges include underdeveloped skill in developing face-to-face relationships and ignorance about etiquette and grammar appropriate to professional communication. Each chapter suggests at least four specific coaching strategies for managing these behaviors in a way that enriches the work environment, facilitates operations, and builds good relationships between Gen Y employees and their older managers and co-workers.