Generation Y: Tensions, but No Rejection…
3 February 2012
Read by 1678 persons
In the 4th edition of its study on Generation Y, CESI highlights real tensions between generations, even if a majority of respondents believe there is no Generation Y phenomenon. Explanations…
“Self-centered, disengaged, unfaithful, impatient, both disconnected from the world and hyper-connected, difficult to integrate into a company…” There is no shortage of preconceived notions about Generation Y. In the fourth edition of its survey on Generation Y in companies, CESI, in partnership with Le Figaro and BFM, attempted to determine whether this negative representation corresponded to reality in the workplace.
First surprise, the 408 business leaders surveyed have a radically different image from the 1,014 employees consulted. A majority of managers have a rather positive perception of their young employees. 33% recognize them as more ambitious, more motivated (31%), more enthusiastic and versatile (30%)… Conversely, the image of Generation Y among employees is rather negative. 55% of respondents consider those under 30 to be more ambitious than others, and more individualistic (50%).
A Gap Is Widening
Among the criticisms leveled against Generation Y, there is its difficulty in adhering to the company’s culture and objectives (57% among employees, versus 46% for business leaders) and the difficulty in retaining them within the company (58% versus 42%). “The divorce between young employees and their elders seems to be nonetheless complete,” observe the study’s authors. If employees aged 30 and over have a particularly negative image of their younger colleagues, the latter reciprocate. The confidence that young people of this generation have in their skills leads them to consider themselves more ambitious than other employees (65%), more versatile (58%) and more motivated (53%). A relative majority of them also consider themselves more efficient (49%), more enthusiastic (45%) and, admittedly, more individualistic (44%).”
The survey also reveals that the crisis has done nothing to lessen the growing gap between young employees and their elders. On the one hand, young people are increasingly accessing stable employment later, with the average age of the first permanent contract being around 30. On the other hand, the baby boomer generation finds itself in an uncomfortable and contradictory position, since they are being asked to make way for young people while being asked to work longer…
Identical Priorities
But behind all these differences, young and older people actually share the same two priorities at work: remuneration (71% of those under 30 and 69% of those aged 30 and over), followed by work atmosphere (51% of those under 30 and 42% of those aged 30 and over). It is on the third priority that opinions diverge. While those aged 30 and over highlight the balance between private and professional life (40%), those under 30 expect recognition of their skills (36%), a classic concern among highly educated employees who wish to progress, but who are severely hampered by the crisis.
If tensions do exist between generations, the study reveals that there is no rejection of young people in the company. 75% of employees aged 30 and over indeed consider that recruiting a young person is rather an asset for the company. On this point, managers are much more hesitant, with 38% believing that it is rather a risk. But in the end, only 35% of business leaders and 36% of employees see those under 30 as a particular generation, with a majority considering that this generational phenomenon does not exist.
Yves Rivoal
Focusrh.com
Published January 31, 2012.
Posted online February 3, 2012.
“Self-centered, disengaged, unfaithful, impatient, both disconnected from the world and hyper-connected, difficult to integrate into a company…” There is no shortage of preconceived notions about Generation Y. In the fourth edition of its survey on Generation Y in companies, CESI, in partnership with Le Figaro and BFM, attempted to determine whether this negative representation corresponded to reality in the workplace.
First surprise, the 408 business leaders surveyed have a radically different image from the 1,014 employees consulted. A majority of managers have a rather positive perception of their young employees. 33% recognize them as more ambitious, more motivated (31%), more enthusiastic and versatile (30%)… Conversely, the image of Generation Y among employees is rather negative. 55% of respondents consider those under 30 to be more ambitious than others, and more individualistic (50%).
A Gap Is Widening
Among the criticisms leveled against Generation Y, there is its difficulty in adhering to the company’s culture and objectives (57% among employees, versus 46% for business leaders) and the difficulty in retaining them within the company (58% versus 42%). “The divorce between young employees and their elders seems to be nonetheless complete,” observe the study’s authors. If employees aged 30 and over have a particularly negative image of their younger colleagues, the latter reciprocate. The confidence that young people of this generation have in their skills leads them to consider themselves more ambitious than other employees (65%), more versatile (58%) and more motivated (53%). A relative majority of them also consider themselves more efficient (49%), more enthusiastic (45%) and, admittedly, more individualistic (44%).”
The survey also reveals that the crisis has done nothing to lessen the growing gap between young employees and their elders. On the one hand, young people are increasingly accessing stable employment later, with the average age of the first permanent contract being around 30. On the other hand, the baby boomer generation finds itself in an uncomfortable and contradictory position, since they are being asked to make way for young people while being asked to work longer…
Identical Priorities
But behind all these differences, young and older people actually share the same two priorities at work: remuneration (71% of those under 30 and 69% of those aged 30 and over), followed by work atmosphere (51% of those under 30 and 42% of those aged 30 and over). It is on the third priority that opinions diverge. While those aged 30 and over highlight the balance between private and professional life (40%), those under 30 expect recognition of their skills (36%), a classic concern among highly educated employees who wish to progress, but who are severely hampered by the crisis.
If tensions do exist between generations, the study reveals that there is no rejection of young people in the company. 75% of employees aged 30 and over indeed consider that recruiting a young person is rather an asset for the company. On this point, managers are much more hesitant, with 38% believing that it is rather a risk. But in the end, only 35% of business leaders and 36% of employees see those under 30 as a particular generation, with a majority considering that this generational phenomenon does not exist.
Yves Rivoal
Focusrh.com
Published January 31, 2012.
Posted online February 3, 2012.
