In “General Conflict: Millennials in the Workforce,” an article found at Refresh Leadership, James C. Price expands on the issue of “generational friction” in the workplace. This friction, Price notes, can be especially prominent between Generation Y and Baby Boomers.
Price writes that these 20- and 30-somethings have grown up developing skills which are especially useful in the workplace. He describes Gen Y as “a highly motivated, creative, and quick-thinking group who … want to have the respect of co-workers by inclusion in meaningful projects and rewards.” He also makes reference to its teamwork skills, given the growing trend in education of the last 20-some years to place much emphasis on group projects and assignments.
As in their education, Millennials have a need for a type of transparency in the workplace. They need to understand the vital, primary goals of the projects they are assigned. Only then will we be so “highly motivated” to work towards them.
Born in ’88, I can certainly identify with these statements about my generation. If I were just writing this blog because it was assigned, I’d be frustrated. Thankfully I understand the role this post takes with regard to driving traffic to Xenium, portraying a particular image of the company, and providing valuable content to both (potential) clients and other readers interested in human resources and business. I feel like I am contributing and I am motivated by this fact.
I grew up around a computer and as a result have an additional motivating desire for efficiency. I want to complete tasks both professionally and quickly, and I tend to multitask in order to do so.
In writing this blog post, for example, I first read Price’s article twice, picked out the pieces I wanted to make reference to, browsed for an image to use for the post, sent an email to my supervisor, found an image and cut it down to size and shape for the site, and then resumed writing. If I happened to be monitored by someone less tech-savvy or simply less jumpy, my process may seem very unusual or all-over-the-place. However, I’d say that my methods were extremely efficient. My search for an image gave me time to think about what to write; I wasn’t being distracted.
Yet maybe I was distracted, but in a good way. I think another common claim about my generation may be that we tend to crave constant distraction or entertainment, given our technology. Perhaps this is also why I could not stand to sit looking at a half-written Word document while thinking about what to write next. Thankfully I was able to place this desire for activity in a way which aided the task-at-hand.
Less tech-savvy Millennials do exist. Not everyone my age and older in this generation grew up with a computer at home. Many of my friends and acquaintances my age didn’t even have their very own computer until high school or when they went off to college. As a result, I think we can draw a division in the Millennial generation and it’s something that Price should also take into consideration.
Generation Z will be entering the workforce soon and they will be comparable to those more tech-savvy in Generation Y. The multitasking, love of technology and social media, efficiency, and need for constant activity will be something employers will need to accommodate even more and at a level even greater and unidentified by Price.
Price articulates that Millennials have the most conflict with Baby Boomers. While the generation has grown up to respect their parents and elders, Millennials ultimately “base their leadership respect on competence.” Self-confident, perhaps overly so, Millennials crave the autonomy and the opportunity to “hit the ground running” and this will only increase as years progress.
In order to calm my generation (and prevent us from becoming too self-important), Price concludes that generations must understand their differences and people need to work to resolve conflict together in a group. This certainly meshes well with the statements made about Millennials. We desire transparency, we want to be involved, we work well in teams, and we both need and offer respect. If a resolution begins with regard to these traits, it sounds like a great start for generations working well together and assuming the roles of engaged employees.
Understanding Generations in the Workplace
