Nader Seifen, TeleChoice.pdf - Business Franchise Magazine

Nader Seifen, TeleChoice.pdf - Business Franchise Magazine

“Generation-Y have been created, influenced and

shaped by their Baby-Boomer/Generation-X parents.”

Nader Seifen, Head of Franchising and Leasing,


in magazines, books published and much

research into the issue conducted; and yet,

the complaints continue.

Demographers vary on the definition of

Generation-Y. The broadest definition is

those born between mid 1980s and the late

1990s. This group of the workforce is now

roughly between the ages of 15 to 30 years

old. Demographers also refer to this group

as the E-generation. The E-generation

has evolved from their use of electronic

technologies, they are more environmentally

aware; their sensitivity to social justice shows

a mind that is emotionally attuned.

The evidence

A report by Hewlett, Sherbin and Sumberg

(Harvard Business Review, July/Aug 2009)

shows that 84 per cent of Generation-Y

profess to be very ambitious and will go

the extra mile for their company’s success.

Also, 87 per cent say that work/life balance

matters to them. The same report identifies

the earlier generations as hard workers, 42

per cent of Baby-Boomers expect to work

beyond the age of 65. It seems that our

generation of Baby-Boomers perceive a

contradiction between our approach and that

of Generation-Y. For Baby-Boomers, the

hard work in the past now earns the ability to

ask for work/life balance – we’ve earned it!

Whereas the Generation-Y’s haven’t earned

their stripes in order to ask for work/life

balance. Worse still, how can Generation-Y’s

purport to be ambitious, without putting in

the hard yards.

A survey by an independent research firm

conducted on behalf of leading recruitment

firm, Robert Half International reported the

following Myths vs. Realities: (see table 1)

Myth about Generation-Y

Live in the moment, would rather play than


They expect instant gratification.

More focussed on personal matters at work,

at the expense of their work duties.

They can’t take direction.

They have a sense of entitlement and don’t

want to pay their dues.

Generation-Y reported that respecting their

manager is the most important factor in

their job. This ranked higher than liking

their colleagues, work/life balance, short

commute, nice office or state of the art


Getting Generation-Y into the


1. Are you their dream boss?

Generation-Y described their ideal

manager as skilful, an advisor and

supporter, pleasant and caring, flexible

and open minded. The nightmare boss is


One third of respondents were concerned

about finding and keeping a job, supporting

their family, saving money.

They’re focussed on the future and funding

their retirement.

73 per cent are concerned about balancing

personal and professional obligations.

They are raised on instant communication,

and require frequent feedback. Only 10

per cent are comfortable with once a week

communication with their boss. Most want

daily feedback.

Around half believe that that they should

serve one to two years at entry level jobs.

73 per cent think they are likely to go

back to school to obtain further academic

qualifications in order to get ahead with


a micromanager, not concerned for their

employee’s professional development,

and blames everyone but themselves. In

fact, Mercer’s international employee

engagement index shows Australian

employees are more likely to leave their

employer than their counterparts in USA,

UK and Europe, ranking “being treated

with respect” and ”quality of leadership”

as factors that most influence their

decision to leave (BRW Dec 2011).

2. Look out the window

Jim Colins author of “Good to Great”

identified windows-and-mirrors as a

common trait in managers that have

Table 1

Business Franchise Australia and New Zealand 23

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