Fact Sheet: Gen Y

“People resemble their time more than their parents”

Age: Born between 1982 – 2000

Demographic: Make up 28% of population (ATO 2005)

Current Workforce: 14% of current workforce. By 2020 will be 42% (ABS and
McCrindle Research 2007)

Work Pattern: 30% of current workforce is casual. Generation Y makes up 40% of that
percentage. Average employment period is 2 years

Characteristics of Gen Y employees

Their self esteem often rests on how they are regarded in their friendships,
Life values group or subculture.
They are the most materially endowed and entertained generation we have
produced. They have seen parents gain material rewards from hard work and
long hours, yet have seen the costs of this with broken marriages, absentee
parenting and stress related illnesses. Boredom remains a big problem to
them with 57% stating that never being bored is of highest importance to
them (Australian Lifestyles Survey 2001)
Friends, pop culture, internet, TV/ films, music, global networks, environment,
Life influences short term wants, lifelong learning. Rather than making independent
decisions based on core values they live in a culture encouraging them to
embrace community values and to reach consensus
Ownership, respect, individuality, team focus. They are in search of fun,
Values at work quality friendships for a fulfilling purpose and for spiritual meaning. Whether
it is environmentalism, social issues, human rights or volunteering, young
people are getting increasingly involved.
Job variety, Creativity, fun, “work to live”, lifelong learning. Work merely
Motivation for work provides income to do what they want to do. They are motivated by different
experiences and will seek stimulation through many different jobs
Internet, peer groups, community involvement, experiences
Influences over career
choice
Hands on learning, participation, innovation, involvement
Key communication
tools
Interactive, multimedia, credibility, trust They want entertainment and need
Typical training style to be interested but don’t want a rehearsed talk or manufactured spiel. They
are spontaneous and interactive and will open up to this style of training.
Innovating, empowering, trusting, respect ful, Involving, “Here’s what I think”
Key Management They don’t necessarily want other generations to embrace their lifestyle, but
approach they do want understanding and respect for their choices.

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How to attract them…
Advertising – Generation Y will have their names down with many employment
agencies. They will use the internet and social networking sites. Word of mouth is a
great opportunity. Offer a spotter fee for a successful placement

Work/ Life Balance – Life will always win! Gen Y may be juggling study, sport,
community work and family. Employers must listen and negotiate their needs when
offering employment
They value workplaces that promotes and implement environmentally friendly work
practices
Varity in job – All they know is change, it has shaped their life. Employers must offer
variety and responsibility and promotion where possible.

How to keep them for a few years at least …

Workplace culture – Social connections with peers is one of the top retention factors.
They want a community not a workplace, friends not colleagues.
Management Style – a leader, who values communication, leads by example and
offers active support and mentorship is what Gen Y are seeking. They want to be
consulted; they respect a leader who empowers them.
Training- Gen Y is motivated by experience and lifelong learning. Utilise training as a
toll not only for up skilling but also for retention. Generation Y will change jobs and
careers so providing them with transferable skills is important.
Motivation and Recognition - Money is not the strongest motivator. They yearn for
recognition. The old adage of “why should I congratulate them for doing their job” is
no longer acceptable. Gen Y respond to positive reinforcement and will continue and
further improve behaviour as a result.
Get to know your “workmates” and not just your “staff”. Talk to them about what
motivates them, their needs and aspirations. Implement developmental plans based
on these findings.

Ref: Bridging the Gap. McCrindle Research. www.mccrindle.com.au

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