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The key characteristics of generation y, born between 1980 and 2000, and their impact on the workforce. It also covers workplace trends, including the rise of technology, health care costs, and changing definitions of family. The document also provides information on the fastest growing occupations and industries from 2002 to 2012.
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Shaping Events Terrorism: 911, World Trade Center, Oklahoma City School violence: Columbine Global warming, natural disasters, AIDS Ubiquitous technology Working mothers Unprecedented bull market Pro-child culture
Key Characteristics Confident and full of self-esteem Tolerant Pro-learning and goal oriented Plugged into info Socially conscious Family centric Spiritual 90% are “very close” to parents
Y’s as the predominant workforce
Y’s live asynchronous lives – mulit-tasking comes naturally
Y’s coordinate, rather than plan
Y’s solve problems and perform tasks collaboratively
Y’s select and use technology in ways that make their lives easier
Y’s find new uses for technology that is “good enough”
Y’s value the role of reputation in the digital world – and rely on reputation rather than hierarchy
Y’s know how to work together and alone
Y’s “own” the technology, redrawing the line between institutional and personal
Fastest growing occupations 2002-
HR’s Role Sell traditional HR interventions Serve the internal customers Build individual employee skills Execute business strategy Defend company culture Develop policies and programs
Measures of HR Effectiveness Employee satisfaction Internal customer satisfaction HR activity levels Staffing levels
HR’s Role Support critical business objectives Serve the company’s customers Build the organization’s capabilities Formulate business strategy Ensure value proposition alignment Develop guiding principles
Measures of HR Effectiveness Employee engagement and productivity External customer satisfaction Strength of organizational capabilities Company’s internal alignment with value proposition to customers
Growing complexity of legal compliance Use of technology to perform transactional HR functions Preparing for the next wave of retirement and labor shortage Responding to the changing demographics of a diverse workforce Demonstrating HR’s return on investment Emphasis on HR competencies for practitioners HR’s role in promoting corporate ethics Measuring human capital Building people management or human capital components into key business transactions Increase in outsourcing for HR expertise
Careers don’t just stop; they slow down
Lateral and “downward” movement. Flex hours & telecommuting
Diversity, stay-at-home parents Recent grads, mid-career changers, retirees
Teach the needed skills
Future promotion and “employee of the month” won’t motivate this generation Respect, interesting & challenging work, skills development, freedom on how work gets done