Not Everyone Gets a Trophy: How to Manage Generation Y
This book frames Generation Y (children born between 1978-1991) for corporate leaders and managers at a time when the corporate world is desperate to recruit and retain workers in this age group. It debunks dozens of myths, including that young employees have no sense of loyalty, won't do grunt work, More »
This book frames Generation Y (children born between 1978-1991) for corporate leaders and managers at a time when the corporate world is desperate to recruit and retain workers in this age group. It debunks dozens of myths, including that young employees have no sense of loyalty, won't do grunt work, won't take direction, want to interact only with computers, and are only about money.
This book makes a unique contribution in four key ways:
1. disproves the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more "fun." To the contrary, Tulgan argues that the key to winning the respect of this generation, and getting the best effort out of them, is to carefully manage their expectations by never downplaying any negative aspect of a job.
2. shows managers how this Generation thinks transactionally in all negotiations. For them it's about what they will do for you today and what you will do for them today, not tomorrow, not five years from today, but today.
3. explains why they have no interest in tying their futures to an organization. Makes clear that they do have a well thought-out plan for themselves, one that requires that every job they take build up their skill sets, so they become more valuable employees for someone else--if and when the current job does not fulfill the bargain, or drag your feet in doing so.
But most of all, explains to leaders that for this generation their personal life comes first, so that each job they take must accommodate itself to some need defined by their personal life. Tulgan argues that until leaders know the personal need that the job can satisfy for a potential employee, management and the applicant may be talking past each other. Those needs are so beyond the imagination of most bosses that Tulgan devotes a third of the book to explaining how they affect the job decisions of this generation.
Firefighters Bookstore Item # 3413