Generations X, Y, & Z Blog

Give Boomers Incentives to Teach

noreply@blogger.com (Katie Konrath) — Fri, 03 Apr 2009 19:54:00 +0000

By Gen Y representative Katie Konrath

At Sarah's workshop a couple weeks ago, someone brought up a really interesting way that a company is encouraging older workers to pass along their knowledge to younger generations.

Unfortunately, I don't remember the name of the company. I was so impressed by their story though, that I'm going to write about it anyways!

This company realized that a large majority of their workforce were Baby Boomer employees who were fast approaching retirement. Those workers held valuable knowledge gained from years of working in the field - knowledge that their younger workers simply didn't have time to learn before the Boomer retirement exodus.

As the company operated in an industry with a high learning curve, losing a major amount of their experienced workers would be devastating.

So, rather than panicking, the company figured out how to motivate older workers to pass on their knowledge to newer employees. They had learned that their Boomer employees looked forward to being able to travel after retirement - and in response, the company created an incentive program for Boomers.

By developing ways to pass on their skills and knowledge - through workshops, etc - the Boomers earned travel credits. After holding several sessions to teach younger workers, a Boomer would have enough credits to go somewhere interesting (and a management that encouraged them to enjoy the trip).

To me, that sounds like an excellent way to handle different generations in the workplace. Xers and Yers become more engaged in the company because they're learning valuable information that will help them in their future careers. They also get to see how much the Boomers know, and learn to view those older workers as mentors and teachers.

Boomers not only benefit because the company is paying for them to enjoy themselves, they also feel validated that what they know is really valuable. And, younger workers look up to them because they realize how much the Boomers actually know.

Of course, the company also benefits enormously from this. Their younger workers learn directly from their older workers - who are clamoring for an opportunity to teach. Respect rises in the workplace as the different generations interact constantly with each other. And both groups stay in the workplace longer: the Boomers because they don't have to retire to travel, and the Gen Xers and Yers because they're learning valuable skills.

This is the kind of program that I think more companies should be doing. Instead of mediating conflicts between the generations, encourage them to learn from each other. Then, make sure they do so by providing incentives for reaching out and sharing information.

There would probably be much less conflict between the generations if companies regularly did this!

When Boomers Behave Badly

noreply@blogger.com (Katie Konrath) — Fri, 27 Mar 2009 20:14:00 +0000

By Gen Y representative Katie Konrath

At a recent workshop, one of the participants complained about their Gen Y workers. As an example of the "horrors" that Boomer managers have to deal with, he said indignantly. "Some Gen Yers even bring their parents along on interviews!"

A couple of the other participants nodded in sympathy. Another mentioned that they had gotten a call from a Gen Yer's parent asking how their son had done in the interview! Everyone agreed that was a prime example of how Gen Yers completely don't understand how to behave properly in the workplace.

When I heard that though, I wanted to jump up and yell. "Wait a minute! Hold up! You can't blame this one on Gen Yers!"

Let me explain. Even if the parents of Gen Y workers are coming along for job interviews or asking to be involved in salary discussions - that is not necessarily the fault of the Gen Yer!

This is actually a prime example of a Boomer Behaving Badly.

Yes, Gen Yers are nervous about their first interviews and salary negotiations. Who wouldn't be? Basically nothing in our 18 years of schooling prepares us for the actual interviewing process.

And most salary negotiations are generally about the employer trying to get the best employee they can for the least amount of money and benefits. If a hiring manager can low-ball an employee for any reason, they probably will. So it's easy for an inexperienced Gen Yer to get taken advantage of - especially since (after years of scraping by on peanuts in college) any steady salary rate sounds like a fortune.

So we worry, and we freak out about this to our parents. (As I'm sure Xers and Boomers did to their own parents.) This isn't anything remarkable.

The problem occurs when a Boomer parent listens to their Gen Yer and decides that the best solution is simply for them to come along!

This is what surprises me about the situation. Boomers have been in the workplace for years. They know what's expected and what's not. They (justifiably) get annoyed when younger workers behave improperly. And yet, some Boomers apparently think it's appropriate for them to come along on interviews and even to call the interviewer afterward to see how their son or daughter did.

It's unbelievable that those Boomers even considered that to be an option. They should know better.

Most Boomers do. For example, when I was being treated badly in a former job, my father wanted to call my boss and speak to her. He knew that she was taking advantage of my inexperience - and as a former HR manager, he knew she had no legal ground to stand on.

But he didn't call her. Instead, he took the time to discuss the issue thoroughly with me so I understood where I was entitled to stand firm. And my mother, who was also upset with the situation, helped me practice what I would say and proofread my emails.

They were involved, and they gave me valuable advice that made sure my inexperience didn't work against me. But they stayed in the background - as they should. They knew it would be out of line for them to handle the issue for me.

So, when you see that Gen Yer sitting there in the waiting room with their mother or father, don't lay the blame on the young person you're interviewing.

There could be easily several issues at play. The Gen Yer could be so relieved to be getting help that they allowed their parent to come along - and they might not know that it's inappropriate. But there's also the possibility that the Boomer insisted that they come along - and the Gen Yer is totally mortified. (We frequently are when our parents behave badly.)

There's one thing that is absolutely certain: that Baby Boomer parent should have known better.

Newspapers suffering from generational divide

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Thu, 26 Mar 2009 17:27:00 +0000

As a former newspaper reporter and editor, I am observing with great interest the closure of city newspapers. Last week, the 146-year-old Seattle Post Intelligencer published its last print issue to become an exclusive on-line publisher--a move that left the Seattle Times the only major daily in that city.

Just two weeks prior, Denver's Rocky Mountain News published its final edition and closed its doors.

Does this mark a step backwards? Not necessarily. When I was working for newspapers 12 years ago, I remember having this widespread, sinking feeling that the rising popularity of the of the Internet would lead to the industry's eventual demise. Just as smart phones would replace telephones, just as social networking will kill off e-mail, and just as video would kill the radio star.

In the end, technology has simply given us more choices, and it's forced the 'old-fashioned' product-makers to be more innovative and open to change.

Newsprint is considered a dying format, particularly among twenty – and thirtysomething young professionals. (Personally, I haven’t read a paper front to back since I left the industry.)

But our generations remain informed by choosing what information we want to read and how we want to receive it. From reading articles on-line and subscribing to blogs and e-newsletters, to researching with Google and Wikipedia, to listening to satellite radio or downloading podcasts, to sharing information via social networking, and recording your favorite channels with DVRs and TiVo.

Undoubtedly, the world has changed dramatically in recent years. And the way we send and receive information has also changed. News is not defined simply by broadcast or print media anymore.

More technology has been developed in the past five years than in the past 50 years. We rarely stop to think about the fact that we are on a 'fast-forward' trip to the future until we see 146-year-old newspapers stop circulation.

Will every newspaper fold? No, probably not. At least not right away.

Undoubtedly, time changes everything and to everything there is a season. And the emergence of today's well-connected, busy, multi-tasking young professionals reminds us that the season of the newspaper has entered the winter of its years.

Downsizing with dignity - and perks!

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Wed, 25 Mar 2009 13:45:00 +0000

In November 2008, the Victaulic pipe plant laid off nearly 260 workers. After the workers were laid off, the United Steelworkers union applied for special unemployment benefits from the U.S. Department of Labor, citing that the company produces products that also are imported from other countries. The benefits will give the workers up to two years of unemployment pay and re-training.

Unfortunately, not every company is eligible for benefits that will allow laid-off workers access to re-training or other valuable perks. But perhaps it's time for companies to consider offering 'perk packages' for laid-off workers.

Why? Because the economic situation we're sitting in is temporary. Sooner or later the economy will edge its way back to normalcy and we will return to our panic-stricken state as we face an ever-widening talent gap due to retirements.

The U.S. Census Bureau predicted a shortfall of 10 million workers in the U.S. by 2020. Furthermore, the U.S. is woefully behind other countries in our efforts to bridge the gap.

If employers would really stop to consider how fragile our workforce is, they would become more concerned about stablizing it and preserving it.

Layoffs, large or small, force organizations to cut loose the talent in which they have invested salary and training dollars. While talent released during a layoff today may seem like little more than an expense, tomorrow it could be the difference between success and failure.

Here are a two perks to consider when downsizing:

Career Coaching
Internal R elations, a professional coaching service, has launched an innovative program for companies forced to downsize. Realizing that many downsized employees are either Baby Boomers, re-entering the workforce after many years of service at the same company, or Generation Ys, getting the boot early-on in their young careers, the company started offering a coaching solution to outplacement.

Smooth Landings™ includes a half-day workshop led by professional coaches followed by three months of one-on-one coaching designed to help outplaced employees successfully transition. Participants reflect on their achievements, evaluate their strengths and goals, develop a personal action plan, receive job search and interview training, and gain back their confidence.

For employers faced with downsizing, this is a great 'perk' to offer downsized employees. They are giving employees a great opportunity to hone their skills and improve their chances of success in a job hunt, while practicing good corporate citizenship and lessening the liabilities associated with transitioning employees.

Boomerang Programs
Another great perk to consider is the development of an alumni, or boomerang, program. Alumni programs allow you to maintain a mutually beneficial relationship with former employees who may someday provide significant value again, providing you with an excuse to remain in contact and a mechanism to recruit them back quickly when needed.

Because so much great talent is being released into the labor market right now, it is a great time to either start a formal program or upgrade your existing corporate alumni or “boomerang” program.

While the primary reason organizations develop alumni programs is recruiting-related, lots of research demonstrates that investing in corporate alumni programs increases the sales lead generation and deal closing capability of the organization.

If you treat them right, former employees (i.e., alumni) can be converted into “ambassadors” for your organization. Despite being laid-off, odds are that a significant number of former employees remain loyal and committed to your organization.

If you proactively build and maintain a relationship with them after they leave, they will continue to “talk up your firm” and maybe even become a customer when they land in a new role.

The Treasury Alumni program of the Australian Government offers former and retired employees access to networking, events, and employment opportunities. KPMG maintains an active alumni directory, publishes a magazine for alumni, and also offers a social networking forum.

Do you know of or have ideas for other 'perks' employers can provide during a downsize? If so, our readers would love to hear from you. Please post them here!

Raising Ys: Boomers to blame for conflict between work and home

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Wed, 11 Mar 2009 04:27:00 +0000

Last month, I spent a great deal of time on the road speaking to audiences from the American Society of Association Executives in Miami to the International Ticketing Association in Salt Lake City, and I observed that people from coast to coast have become really forthcoming about the generational topic.

I've come to the conclusion that the down economy has given Boomers the freedom to express their concerns about younger generations either because they are feeling secure at work in their positions of hierarchy, or because they are feeling threatened, or in some cases leveled, by job losses.

In any case, I received some really emotional questions about younger generations and why they are the way they are and what the future is likely to bring.

So, put yourself in my shoes as I was asked several versions of this same question:

"These kids are wanting constant hand-holding. When we give employees feedback, most times it's direct and to the point. We tell you what's wrong or what needs to change, and then people go and change it. Now we have younger employees who want more information when you give them feedback, and they ask, 'How do I improve or change? What do I need to do differently if I'm not doing it right?' And we don't know how to respond. They just don't take initiative. It's like - go figure it out! I don't have time for all this micro-managing! Why is Gen Y so demanding?"

And inevitably, I always get a question related to raising Gen Y kids --and I am always amazed at how many people in the audience have come into contact with helicopter parents. I'm not a parenting expert, but I realize these two questions (or frustrations) with Ys are linked.

It's in situations like these that I want to scream -- this is not a Gen Y problem! This is your problem! It's a Baby Boomer problem! You are the ones who are overly-nurturing and protective of your kids at home, allowing your college graduate to move back home and live in your basements, and then frustrated by Ys at work because they want to be treated as equals, engaged in dialogue with you, and are constantly seeking your guidance and approval.

It is easy to blame the new kids on the block for being demanding and self-centered. But the issues that a lot of Boomers peg onto Gen Y aren't necessarily Gen Y issues. Much of the conflict often boils down to a workforce's inability to create a culture focused on performance, and to provide good, solid management skills. It's not about barking out orders anymore and just expecting Ys to obey them.

Generation Y is going to expect more because they've been raised to do just that

What do you think? Have Ys received mixed messages from the Boomers at work and the Boomers at home?

Three strikes against paying dues.

noreply@blogger.com (Katie Konrath) — Thu, 05 Mar 2009 19:01:00 +0000

By Gen Y representative Katie Konrath

Last night, I listened to a speaker talking to a bunch of young graduates about how to get a job in the marketing world. At one point, he mentioned that his daughter was "a perfect Gen Y". She'd only been in her job for 6 months, and already thought she should be doing director-level work. The speaker told us that in a voice laced with sarcasm, and all the college seniors laughed on cue.

When I heard that though, I wondered how many of them will still be laughing once they get out in the real world. I think a lot of them will change their minds pretty quickly.

Why? Because there are more and more signs in the workplace that having a steady, reliable job that rewards workers for paying their dues is like winning the lottery!

Yesterday afternoon, before I heard the speaker talk to the college seniors, I read an article in the New York Times about professionals who, after being laid off from their high-paying executive positions, are now finding work at call centers, UPS, liquor stores, and as janitors. Most think those jobs are only temporary, but it's hard to bounce back.

Some professionals never do. One manager, who made $150,000 per year as an executive director, was laid off in 2002 after September 11th. It took him a year to find work at half the pay, and he was downsized two years later. Then, it took him another year to find a new job, and he was laid off from that one after only a short time. After that, he worked for $10 an hour in a grocery - but was downsized again after a few months. His latest job, processing immigrant applications, pays only 23% what he earned only 7 years ago!

An article on CNN I also read yesterday was about the growing number of working professionals who are forced to go to food banks to survive. In San Francisco, people in marketing, sales and software are asking for help for the first time. Most used to donate food themselves, but are now finding themselves in trouble because of job losses, overextended mortgages and plummeting stock values. Some are using the last of their savings to pay down their mortgages.

A few professionals are finding themselves in that position due to bad decisions, but most of them are suffering for reasons beyond their control.

Finally, last week, I read an article in the Wall Street Journal about senior citizens who are reentering the workforce - in their late 70s and 80s! Their retirement accounts have plummeted, and they need money to pay for their mortgages and medical bills. In January 2009, there were over 75,000 unemployed workers aged 75 and older, nearly twice as many as a year before.

Those articles, and the many others like them, are frightening. There are no guarantees anymore.

If you lose a good job through no fault of your own, that doesn't mean you'll be able to find a better (or even a comparable) one. If you do everything right and get a job in a successful, professional field like marketing, that doesn't mean you'll never need to ask for help from social services. And even if you worked your entire life, your savings could be wiped away in the blink of an eye and you could find yourself at a job fair in your golden years.

In this environment, there are more and more reasons for people to want to do meaningful work. Maybe not director-level right away, but definitely interesting and challenging work. After all, when paying dues no longer pays off in the long run, it loses a lot of its appeal.

I think a lot of those college seniors will start to realize this as they pay more attention to what is going on in the workplace as they look for their first jobs. Once they've seen lay-offs affect their generation firsthand, they'll stop laughing about "those youn'uns wanting to do director-level work" because they'll want that as well.

Move the 'fame junkies' into marketing with employee-generated videos

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Wed, 04 Mar 2009 19:48:00 +0000

Looking for an inexpensive and effective way to market to younger generations? (And in this economy, who isn't?) Here's an idea: employee-generated videos.

Younger generations have been referred to as 'fame junkies' for a reason. They have been raised in the era of MTV, YouTube, and reality television and tend to appreciate video formats over other forms of communication.

Furthermore, getting Generations X and Y engaged is a chief concern among today's Boomer-centric workforces, especially considering their average tenure is a mere 20 months. But when employees care enough to create their own videos, that's pretty much the definition of employee engagement (and fame). And it works!

Best Buy sponsored a 401k video contest, asking employees to submit motivating videos that would help increase overall 401k participation. The result was a 30% increase in participation. Here's the winning video:

Deloitte leveraged employee-generated short films to recruit Generation Y. In 2007, the company launched Deloitte Film Festival. With "What's Your Deloitte?" as the theme, all of Deloitte's personnel were encouraged to make short films that express the organization's culture and values.

More than 370 short films were submitted by teams of Deloitte personnel! The submitted films were posted on an intranet site where they were viewed and rated by Deloitte employees. The best films were then integrated into campus recruiting programs. Here's one of the finalist videos:

KPMG LLP has its own YouTube channel, KPMG-GO, featuring numerous videos to showcase the KPMG employee experience. KPMG's internship program gives interns the opportunity to participate in KTV, KPMG's employee video challenge. One award-winning video, The Firm, stresses the importance of the ethical culture at KPMG and is shot in a documentary style—spoofing the popular NBC sitcom The Office.

HP Uncut is an entire site featuring videos "made by real HP employees" promoting HP products and services. It doesn't get any more interactive, engaging, viral, or persuasive than that.

So what can you do in 2009 to give control to younger generations and empower them to get creative on video?

The Art of Leadership

noreply@blogger.com (Gina and Karen) — Wed, 18 Feb 2009 19:06:00 +0000

By: Gina Kellogg-Gardner, MAOL

Art is infinite. An artist never reaches a point of complete mastery. The skill of an artist is in constant development; evolving and transforming, adapting to the moment and becoming fluently versatile in order to experience or achieve a brilliantly authentic outcome.

Leadership is art. Leadership, like all arts, takes patience, practice and persistence. The art of leadership is exhibited by modeling the way, inspiring a shared vision, fostering an environment of innovation, guiding others toward their own excellence and encouraging the celebration of success. To new leaders these artful behaviors can seem daunting and vague. However, the art of leadership can be taught to new leaders by helping them build five key fundamental skills early in their careers that will allow them to successfully adapt and become versatile amongst any given challenge. Take time now to teach new leaders foundational skills, and watch them achieve and succeed beyond unthinkable limits.

Five Foundational Leadership Skills:

Determine values: Help new leaders identify what they stand for personally and professionally. Facilitate them through a discussion that will guide them toward articulating their top three values. New leaders need to first understand who they are, and what they personal stand for, before they can effectively model the way.
Articulate vision: Teach new leaders how to describe the future. A new leader needs to learn first how to identify where they are headed, and secondly be able to describe their vision clearly and with conviction in
order to inspire other
Seek ways to foster personal growth: Encourage new leaders to seek out ways to personally grow. Hold them accountable to following through on continuous learning opportunities. Advancing their education or reading the latest leadership books, choices are limitless.
Learn to partner: Teach new leaders how to identify the strengths of others, and how to align themselves with those who have talents they themselves may not have. Learning to partner fosters collaboration and respect, and diminishes the desire for silos.
Share wins: Ask new leaders to frequently share their successes with others. Meetings, emails or networking sites are great avenues new leaders can use to communicate personal or team wins. Professionally sharing wins helps to highlight the strengths of new leaders and builds confidence!

Bring Out the Best in Y: A Limelight workshop

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Wed, 18 Feb 2009 16:50:00 +0000

Bring Out the Best in Y
February 26, 2009
8:00-10:00 a.m.
Metropolitan Ballroom
Golden Valley, MN

They have been described as entitled, egotistical, demanding, driven to make a difference, and wanting the kind of life where every minute has meaning. This is Generation Y, and like it or not in two years they will comprise the majority of the American workforce.

Indeed, Generation Y is challenging workforce conventions. They demand fast-track career positioning, greater work-life balance, positive feedback, training and cutting-edge technology. And they are also the best-educated, most tech-savvy, high-performing generation in history.

To attract workers from this generation, you need to understand what makes them tick and how to work with them to bring out their best potential–-without alienating the rest of your workforce.

In this workshop, you will discover:

How to manage Y talent during a recession and what to expect when the recession is over;

How to leverage Gen Y talent to move your organization further, faster;

Strategies for recruiting and retaining Y talent (job design, onboarding, career pathing, etc.); and

Strategies for bridging the generation gap to build a great multi-generational team.

Guest Speakers: Gina Kellog-Garder and Karen Rulifson, Monarch Leadership

The new workplace has arrived in Washington DC.

noreply@blogger.com (Katie Konrath) — Wed, 18 Feb 2009 15:30:00 +0000

By Gen Y representative Katie Konrath

President Barack Obama swept his way into the White House by promising "change" in America. He promised a new way of governing, a new way of working with foreign governments, and new transparency for his own decisions.

Then, on his very first day in office, Obama changed a part of the American government that no one had talked about: the workplace culture at the White House.

Under President Bush, no one was allowed to step inside the Oval Office without a suit and tie. There were no exceptions - even on weekends.

President Obama, on the other hand, has a more relaxed attitude towards the White House culture. Not only does he allow aides to show up in casual dress on weekends, he dresses down to lead by example. Even on weekdays, Obama flies against White House tradition by turning up the thermostat in the Oval Office so he can work without his suit jacket. It's more important to him to be comfortable at work than to be formal.

Like Xers, Obama gives his family and personal life priority as well. While President Bush would be in the Oval Office first thing in the morning, President Obama exercises, reads several newspapers in the morning, eats breakfast with his family and helps get his daughters ready for school, all before heading down to the Oval Office at 9am. He also arranges his schedule so that he can eat dinner with his family, even if it means he has to go back to work later in the evening.

There are other changes in the White House workplace as well. Staffers can expect the president to just show up at the door of their office to check in, and President Obama sometimes takes advantage of microphones in the halls of Congress to throw impromptu press conferences. Both changes are shocking to members of the White House who also worked for President Bush, who ran a hierarchially-structured workplace.

The White House has one of the most formal, top-down workplaces in America. So it says a lot about the shifting in workplace priorities when the first post-Boomer president begins his years in office by putting his family, personal life and comfort front and center.

Don't stop thinking about tomorrow: Avoid being black-balled while giving out pink slips

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Tue, 17 Feb 2009 20:49:00 +0000

I recently gave a presentation on the importance of recruiting and retaining younger generations in the workforce when someone in the audience raised his hand in vehement protest.

He assured me that concerns regarding younger generations in the workforce were no longer relevant. "All bets are off", he said, because the economy is in dire straights and younger generations will have to go back to kissing up and climbing corporate ladders.

Not so fast! For starters, the economic mess we've found ourselves in is not a permanent situation. And it certainly isn't going to stop people from aging.

Forty percent of our workforce will be eligible to retire in 2010. Whether all 40% retire at once, or stagger their retirements throughout the next several years, that percentage will continue to increase with each passing year.

Meanwhile, more Ys will enter the workforce. In fact, by 2011 Ys will likely outnumber the Boomers, and we know Ys will support the Xers in their quest for leadership and change.

The economy might be in the toilet, but all bets are certainly not off.

Further food for thought: whether it happens sooner or later, the exodus of the Boomers from the workforce will leave a talent gap in their wake. Yes, Generation Y is the largest generation but they span ages 26-14. It's going to be a while until those 14 year olds can catch up and take the reigns vacated by Boomers.

Even now it's critical that employers start preparing for the talent gap, realizing that in the not-too-distant future they will need to compete for talent. How your company handles its hiring processes and layoffs when times are tough, can influence its position when times are prosperous.

The once-private process of giving pink slips is becoming increasingly public, whether a firm likes it or not. Know that layoffs will be blogged about, live-tweeted, Facebook'ed - ever more the reason to make sure your communication is sharp. Consider this:

Jerry Yang, founder and CEO of Yahoo!, sent out a memo (all in lowercase letters) about the company's mass layoffs of 1,500 employees. The event made news because employees Twittered about their experience. One employee posted a series of roughly 20 'tweets' detailing his laying-off experience.

Shortly thereafter, the board fired Yang. Some critics assume that Yang's casual approach to the cutbacks, which received widespread negative attention, spurred the board's decision to eliminate Yang.

One of the first things Zappos.com's chief executive did when he laid off 125 people was Twitter and blog about it. Likewise, the VP of HR at Thomas Nelson blogged about a job cut of 50 people, first to explain the situation, and then to address rumors related to the cuts.

Each of these tales show we're in a new era of transparency and outreach because of technology. Be ready. All bets are not off, so don't stop thinking about tomorrow. It--they--will soon be here.

A Gen Yer joins the conversation.

noreply@blogger.com (Katie Konrath) — Wed, 11 Feb 2009 15:00:00 +0000

Hi Generations X, Y & Z blog readers,

My name is Katie Konrath and I'm a member of Generation Y.

Since Sarah is going to be launching some very interesting new initiatives in the next couple months, I'm here to lend her a hand.

I will be keeping an eye out for news and events impacting Generations X and Y, and sharing what I find in a weekly guest post on this blog.

Just so you know a little more about me, here's my story about how I became interested in the changing workplace, and eventually connected with Sarah:

When I was in college a couple years ago, I had no idea how much the workplace was changing. In fact, I was terrified of picking the wrong college major because what someone studies in college determines the rest of their life... right?

Then, when I went to graduate school, I decided to study the American workplace for my Master's dissertation. I wanted to know what to expect when I entered the workplace, so I could set myself up for success.

What I found was that the only thing that can be predicted about the workplace is that it is now completely unpredictable. People my age can't count on getting a steady job, or even working in the same industry for their entire careers. Younger generations are now completely on our own.

I also discovered that younger workers are finding creative ways to deal with the uncertainty of the workforce. We're starting our own businesses, and pushing for a better work/life balance - and we're trying to create our own job security by learning skills that will keep us employable for the future.

In late 2008, I met Sarah Sladek when she was speaking at an alumni event for Luther College. Since we are both interested in how the workplace is changing, we had a lot to talk about, and she invited me to contribute to her blog during this busy time.

So here I am, and I'm looking forward to keeping the conversation going on the Generations X, Y & Z Blog.

New leaders needed: Change is our only hope

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Tue, 03 Feb 2009 15:19:00 +0000

Generations X and Y have a tainted view of authority. From President Richard Nixon to Enron, we have observed the fall of many of America's leaders. Will it ever stop?

Here's just a sampling of what's happened in the past two months:

The former chairman of NASDAQ was arrested for fraud.
The Governor of Illinois was arrested for corruption.
The CEO of Merrill Lynch requested a $10 million bonus after Merrill suffered net losses of $11.67 billion and was about to complete its acquisition by Bank of America Corp.
Auto manufacturers took a private jet to beg for money on Capitol Hill.

Fraud! Deceit! Abuses of power! The cycle continues. Thanks to 24-hour access to news via CNN and the Web, we are more aware than ever of the shortcomings of our nation's leaders.

Nevertheless, Generations X and Y are hopeful.

Generation X came of age in the 1970s, which introduced 30 years of massive layoffs in corporate America. Our generation has long hoped the dishonesty would subside and our trust would be restored with ethical, admirable leaders at the helm of our nation's businesses and government.

In contrast, Generation Y has come of age during a technology boom and were raised by parents that were especially protective of them and involved in their young lives. Ys learned collaboration and innovation from the start. They are an optimistic generation. Even during this challenging economic time, surveys indicate that four out of five Ys are hopeful about the future.

But hope in and of itself is not a strategy. Xers and Ys need actionable concepts. We need and want real change to occur.

I recently read a blog post that put the responsibility on HR departments and rallied on behalf of putting new leaders into positions of power. The blog, authored by Jason Seiden, stated:

"Top business leaders, by and large, cannot lead the way to a better tomorrow. They are too entrenched in the system and have too much at stake to be credible agents of change. Yes, enlightened leaders are out there and will be critical to success, but HR can be critical EVERYWHERE, irrespective of the CEO's enlightenment."

I'd take this a step further to say our businesses and government not only need new leaders, but younger leaders. Leaders who desperately want change and haven't spent years doing things the way they've always been done. How to do this? Here are a few ideas:

Track your top performers. Remember - your top performers aren't always your executives. In fact, your company should identify its youngest top performers and focus on their insight and well-being. For example, call or meet with them, ask how they are doing and what resources they could use. Take notes on what they say, then compile those notes into concrete suggestions and act upon them.

Evaluate the hiring process. Create a document that outlines your last HR hire including the competencies used, how you evaluated resumes, and your on-boarding process. Have the new hire weigh in with what worked and what didn't. Open yourself up for dialogue and feedback in an effort to continuously improve the hiring process and bring in the best candidates.

Harness the power of the Web. Associate with younger generations by getting involved in free online job boards like LinkedIn and Facebook. Create a profile page devoted to your business to build a network of prospective, new, and experienced employees. This network will be valuable to you when you are ready to interview and hire and will also work to keep your company top-of-mind.

Embrace social networking. Blogs devoted to recruiting and selection, or creating a blog on your company website will engage young workers. These generations want to see your company's personality and hear its voice so they have something to believe in and trust.

Train. Younger generations want to be challenged and acquire new skills. Focus on the future and give them the tools they need to succeed. Trainings should be interactive and engage experienced leaders as presenters, or invite the younger leaders to present content themselves. A lack of professional development opportunities and a lack of positive relationships are the two main reasons X and Y leave an employer.

Provide what X and Y want. As soon as the economic crisis subsides, retirements will continue and Generations X and Y will comprise the majority of the workforce by 2011. Do you know what these generations want from an employer? Here are just a few of the 'must-haves' for a company competing to keep young talent: tuition reimbursement for continuing education; access to quality professional and leadership development; opportunities to take on additional responsibilities in leadership roles; opportunities to connect and network with peers; mentoring programs; access to CEOS and executives; flextime and telecommuting options; and childcare and eldercare benefits.

Young leaders can think out of the box and respond to or introduce change. And change is exactly what our economy, businesses, and government need right now.

Actually, change is our only hope.

Limelight aligns with Monarch to help companies leverage their talent

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Thu, 15 Jan 2009 18:10:00 +0000

I am pleased to announce that Limelight Generations has formed an alliance with Monarch Leadership. Our companies share a common mission to help organizations grow and bridge the talent gap through the development of their emerging, young leaders.

While Limelight Generations specializes in recruiting and retaining Generations X and Y, Monarch Leadership specializes in leveraging their talent, working with companies to develop generation-friendly talent management cultures, and coaching young leaders to help them identify their strengths and reach their goals.

Monarch's principals, Gina Kellogg-Gardner and Karen Rulifson, have 28 years of combined experience in corporate leadership roles at Best Buy, Caribou Coffee, and Target.

After spending months researching the link between employee engagement and leveraging Gen Y, Gina found the relationship between employee engagement and an organization's success in leveraging Generation Y is driven by leadership.

The following article, authored by Gina , was published in Connections, the official magazine for the Professional BusinessWomen of California.

Engaging Gen Y: Strategies for Success
Employee engagement is the discretionary energy, effort, and initiative an employee puts toward their work. Engagement is achieved when employees have a clear understanding of how their role impacts the organization and feel their contribution is meaningful. Generation Y is asking employers to provide interesting work, a sense of fulfillment, and the ability to thrive in an entrepreneurial work environment; all factors fostering engagement.

Leadership impacts employees engagement levels by 48-57% (Melcrum Publishing 2008). Six organizations interviewed for this research stated leadership as their organization’s number one employee engagement lever.

Leaders who directly manage Gen Y employees impact their engagement. Literature and Gen Y blogs confirm leadership is key to leveraging young workers. The formula for engaging them, according to Brazen Careerist and Employee Evolution blogs, is trusting them with decision making, giving challenging and fulfilling work, providing growth opportunities, and providing open, honest feedback.

Organizational structures must also support engagement in areas such as:

Leadership development - If you want to increase Gen Y engagement, team leaders, supervisors, and mid-level managers must learn to lead effectively.

Job design – Job design has the second greatest impact on engagement. Show Gen Y you trust them with decision making and offer roles that are interesting and fulfilling. Design jobs that have distinct and important roles in the organization, are meaningful, and foster a sense of contribution.

Career culture – Involve Gen Y employees in their career development plans. Allow employees to identify the pace, limitation, and values they want in their roles, and to adapt it based on personal goals and needs.

Engagement survey – Use a survey to measure engagement. 10% of the process is administrating the survey and 90% is responding to results.

Online action planning – A great way to engage Gen Y is to use technology and incorporate an online action plan. This allows employees, manager and leadership to view engagement plans, mointor progress, and recognize wins.

The relationship between employee engagement and an organization’s success in leveraging Gen Y is driven by leadership. With Gen Y having the largest employment share by 2011, leadership’s ability to engage and leverage this new generation will give organizations the competitive advantage.

Inauguration symbolizes the end of the Boomer era

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Mon, 12 Jan 2009 23:31:00 +0000

Generational change. A passing of the torch. A recent Associated Press article points out these terms have been thrown around with frequency as the moment nears for Barack Obama to take the oath of presidential office.

And there's also been numerous references to Obama's relatively young age — at 47, he's tied for fifth place on the youngest presidents list with Grover Cleveland.

Obama is technically a Baby Boomer; he was born in 1961. But Obama is a young Baby Boomer, raised post-Vietnam War and coming of age in the 1980s. As a result, he has often been characterized as Generation X (1965-1981) and more often Generation Jones, a name for the generation staddling the Boomers and Generation X.

In any case, Obama long has sought to draw a generational contrast between himself and the politicians who came before him. He has positioned himself as a problem-solver and change-maker from the beginning, rather than focusing on the right-left ideology underlying the issues.

"I sometimes felt as if I were watching the psychodrama of the Baby Boom generation — a tale rooted in old grudges and revenge plots hatched on a handful of college campuses long ago — played out on the national stage," Obama wrote of the 2000 and 2004 elections in his book, The Audacity of Hope.

As a result, social analysts, historians, journalists, bloggers, and ordinary Americans alike believe Inauguration Day will symbolize a new era in politics and the passing of an entire generation from power: the Baby Boomer era.

It's been a while since historians spoke of generational change in Washington. Sixteen years have passed since Bill Clinton, the first Boomer president, took office. Before that, presidents from John F. Kennedy to George H.W. Bush — seven straight — were part of the World War II generation, also referred to as the Silent and Traditional generation.

And while the average age of the new Congress is 58.2 —the oldest average in history — it is also home to Aaron Schock, the youngest member of Congress and the first to be born in the 1980s. The 27-year-old Illinois Republican is already a political veteran: he won a seat on Peoria's school board at 19, rose to school-board president at 23 and then won two terms in the Illinois state legislature.

Plus, the new president is bringing some "Jonesers" with him to the White House. Treasury secretary, Timothy Geithner, is 47. Education secretary, Arne Duncan, is 44, as is Susan Rice, U.N. ambassador. (His apparent pick for surgeon general, 39-year-old neurosurgeon and TV correspondent Sanjay Gupta, is a true Gen Xer.)

Of course, Obama is also bringing in veteran Clintonites — most notably Hillary Rodham Clinton, 61, as secretary of state. And his vice president, Joe Biden, 66, and defense secretary Robert Gates, 65, are pre-boomers.

But those are the kind of choices — inclusive of other perspectives, embracing rivals — that lead many to call Obama the first post-Boomer president.

He's been referred to as "a generational bridge" brilliantly leveraging the communication behaviors of post-Boomers with a campaign waged across the Web, on cell phones and on social networking sites. And never before have we had a president who's troubled about giving up his Blackberry.

Will Obama speak of generational change when he stands on the podium to issue his inaugural address? Given some of his rhetoric on the campaign trail, it's reasonable to think he will — just as some six months before Obama was born, JFK pronounced on Inauguration Day that "the torch has been passed to a new generation of Americans, born in this century, tempered by war, disciplined by a hard and bitter peace."

Interestingly, Kennedy is often claimed by Boomers to be one of their own, even though he was nothing of the kind; born in 1917, he'd be 91 now.

In the same way, many Gen Xers and even Gen Yers like to claim Obama as one of their own, too.

Generational change. A passing of the torch. This is history in the making.

E-mail takes a backseat to social media

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Fri, 09 Jan 2009 16:32:00 +0000

In the mid-1990s, I worked at a company that introduced a collaborative e-mail station for staff to share on a single computer. I remember how afraid management was to allow e-mail access to everyone. Management warned us that e-mail was a dangerous privelige and the information could just as easily end up in a black hole for anyone to find. Nothing good could come of using e-mail, they told us. It was much safer and easier to use a telephone.

We've come a long way in the past decade. (Someday I will tell my children that story and they will think their mommy is older than dirt.)

Indeed, the 'killer app' of the first part of the Internet boom was e-mail. E-commerce, search engines, music, and video rapidly followed, and now there's social media. E-mail has held on through the past years as arguably the king of the Internet, used by people of all ages.

Not anymore. E-mail has taken a backseat to social media, just as telephones took a backseat to smart phones and Skype.

According to an article posted on SearchEngineWatch.com, "Generation Z finds e-mail antiquated and passé, so they simply ignore it." Hitwise general manager of global research agreed, stating: "Kids today prefer one to many communication; e-mail to them is antiquated."

We've moved from 'fearful adoption' to 'killer app' to 'antiquated' in record speed.

E-mail isn't entirely going away, but it just may not be the first means of digital communication in a world that is becoming more and more defined by social media. Younger generations prefer social media messaging because it acts like a real conversation among friends, capable of virtually instantaneous responses and including words, pictures, videos, and audio.

Recently, I connected on Facebook with my 13-year-old nephew. I'm convinced he spends more time chatting with friends on Facebook than he does anywhere else in life. That same nephew stayed with us during the holiday break, and rarely took his thumbs off his phone. He couldn't even watch an action-packed movie without texting someone or updating his Facebook status.

Social networks are growing in popularity with Generation X (27-44), too. Thirty-somethings account for the fast-growing Facebook and LinkedIn users. Connecting with colleagues via social networking is considered more personal and easier than making telephone calls or sending e-mails because people are constantly in dialogue with one another and updating their status.

It's much easier to read your contacts' social networking posts and stay informed on a daily basis than to send a series of e-mails periodically to individuals asking, "How are you doing?" or "What are you up to?"

Another sign that e-mail is falling from superior status -- people are no longer exchanging e-mails; they're exchanging social media information. "Are you on Facebook?" is the new "Can I get your phone number?" And just as people use Google as a verb -- "Google it" -- they're starting to use phrases like "Facebook me."

E-mail has been one of the best performing channels for businesses for years, and companies have spent money building up and managing databases.

Now businesses will need to slightly adjust their way of thinking. First it was about gathering databases of addresses and phone numbers, then it was about gathering e-mail databases. Today, communication with fans and consumers is more likely to occur on someone else's database (Facebook, YouTube, Twitter, etc.).

Remember: Younger generations don't want to be sold anything and they don't want to be a number instead of a name. Younger generations want meaningful relationships.

In the past, a meaningful relationship was reserved for friendships that had been cultivated over several years time. Today, meaningful relationships are defined by a common connection or interest, and furthered through on-going dialogue and the opportunity to share the emotions, thoughts, achievements, and people in one's life.

Good businesses will realize that e-mail doesn't reign supreme anymore. It's not all about the instant win of getting someone into a database or even the formality of always communicating one-to-one.

Rather, it is about cultivating relationships via social media. And if done correctly, your business will have a relationship that lasts a lifetime.

2008: The end of the Boomer reign

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Mon, 29 Dec 2008 20:28:00 +0000

Since 2002, I have studied generational trends and I have long predicted the passage of the era when the Baby Boomers reigned supreme. In the course of my work, I've been accused of age discrimination, ignorance, arrogance, and simply being a Boomer-hater who just wants to push her elders out of the way.

But as a former journalist, I've just been reporting the facts all the while and urging associations and businesses and non-profits to prepare for the exodus of our nation's leaders.

It's just that people can get emotional about aging, and protective of tradition -- all which is understandable.

Nevertheless, I've been reading with great interest articles that predict 2008 will mark the final year of reign for the Baby Boomers, and it's hard not to say 'I told you so.'

A CNN commentary by Marian Salzman, chief marketing officer and a partner at Porter Novelli Worldwide, states:

"Rarely has there been a year when so many things went out of style in such a short time: not just investment bankers, gas-guzzling vehicles, corporate jets, conspicuous consumption and political polarization, but also a whole generation. After strutting and tub-thumping and preening their way across the high ground of politics, media, culture and finance for 30 years, baby boomers have gone from top dogs to scapegoats in barely a year."

Salzman says that 'cuspers' -- those who straddle the divide between Boomers and Xers --have long lived in the shadow of the Boomers and will now be recognized as a generation in their own right because Obama's election marks the rise of a new generation.

An article in the Toronto Star points to the rise of the new generation in the White House, referring to it as a "new generational-tilt". Michael Barone, senior writer for US News & World Report and principal co-author of The Almanac of American Politics, wrote:

"This is the third time in a century that we have seen such a generational change in the White House. ... John Kennedy's inauguration marked the departure of the World War II commanders who occupied the White House for 28 years; Bill Clinton's the moving on of the GI generation after 32 years. Obama's will mark the passing of the boomers after only 16."

The Business Spectator reported in August 2008 that some of Australia's biggest blue-chips responded to challenging circumstances by breaking with tradition and installing younger chief executives.

The commentary states:

"Generation X has emerged in a far more volatile, dynamic and global environment than its predecessors. Those born in the mid-1960s and beyond take it for granted that their environment is both global and fluid. As a broad generalization, they appear more comfortable with uncertainty than those who grew up within far more regulated, stable and insular settings. ...

"Maybe that’s a generational thing. Or perhaps it is simply a coincidence that three major organizations, after considerable thought, chose to by-pass a generation and give massive responsibility to men might have been considered too young in other eras. ...

"Other boards developing succession plans will, however, look at the decisions taken by three blue-chip boards after highly structured and disciplined processes and ponder whether they, too, ought to expand their horizons and consider whether their younger talent might be more suited to the times."

Like it or not, in 2009 a new generation will begin its ascent to power; a generation angered and battered by war, a plummeting economy, floundering government, and a polluted environment. A generation that has always lived in another's shadow and is anxious to take the reigns and lead.

And that's not age discrimination -- it's reality.

Meaningful work means the most during a time of crisis

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Wed, 10 Dec 2008 19:31:00 +0000

As employment markets tighten and employers expect great outcomes from their employees, some would say the economic crisis has spurred a return to a grateful, less demanding, and stabilized workforc --especially where young employees are concerned.

So much for work-life balance, career pathing, and increasing vacation time. Those Xers and Ys should just be thankful they have a job. Right?

Don't bet on it.

Generations X and Y know what they want from a job. True, they may learn to be more patient during a time of transition like this, but they aren't going to neglect the very thing that gets them to work in the first place.

While senior executives held tight to their traditions, young employees made waves in the workforce when they started demanding meaning and fulfillment from their work. A change in their favor had finally begun, and an economic crisis certainly isn't going to force a return into meaningless, reduntant, or thankless work.

Actually, a time of crisis is an ideal time to focus on employee engagement regardless of their ages. If you can give employees meaningful work during a time like this, you are certain to win their favor and retain them longer.

Urging employees to simply rethink their jobs was enough to drop absenteeism by 60 percent and turnover by 75 percent, a new University of Alberta study shows.

A 'Spirit at Work' intervention program, designed to engage employees and give a sense of purpose, significantly boosted morale and job retention for a group of long-term health-care workers at the center of the study.

The study revealed that people who are able to find meaning and purpose in their work, and can see how they make a difference through that work, are healthier, happier, and more productive employees.

Employees in the study attended a Spirit at Work one-day workshop, followed by eight weekly booster sessions offered at shift changes. The workers were led through a variety of exercises designed to help staff create personal action plans to enhance spirit at work. They were asked to consider concepts like the deeper purpose of their work, being of service, appreciation of themselves and others, sense of community and self-care.

The result was a 23 percent increase in teamwork, a 10 percent hike in job satisfaction, and a 17 percent jump in workplace morale.

In addition, employer costs related to absenteeism were almost $12,000 less for the five months following the workshop than for the same period in the previous year. The employees also showed an increased interest in and focus on their patients.

Happiness is never overrated. Younger generations introduced that value to the workforce, and there's no turning back, no matter what the state of the economy may be.

Employers of every generation in every industry are finally realizing a return on investment with happier, motivated employees and meaningful work.

Remember: Work is no longer a place to go, it's someting to do. And it feels good to do something great.

Great leadership requires plenty of practice

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Tue, 09 Dec 2008 16:51:00 +0000

The mass exodus of Baby Boomers from the workplace has already begun. According to the US Office of Personnel Management, between 2006 and 2010 Boomer retirement will have robbed American companies of nearly 290,000 full-time experienced employees.

While the financial crisis has forced some to postpone retirement for a couple extra years, we can't count on the majority of them to be fully contributing members of the workforce much longer.

Yet, Boomers hold the majority of major leadership roles in the workplace and their retirement creates a leadership gap that must be filled by the next generation.

As an Xer, I'm often questioned as to whether or not the Xers and Ys can fill the Boomer's shoes. Are we loyal enough? Will we work hard enough? Are we, the Boomer's successors, up to the challenge?

Our predecessors have little faith in us, and an increasingly downtrodden economy and shaky future mandates that we figure out why our future leaders are well-educated, tech-savvy, and brilliant multi-taskers, yet lag in such a critical skill as leadership.

Here's some fascinating research from TalentSmart, a provider of emotional intelligence (EQ) products and services. TalentSmart researchers have been devoted to determining what exactly constitutes a high quality leader and discovered that EQ--the ability to recognize and manage your emotions and those of other people--is the single most important skill of a successful leader.

TalentSmart tested a group of 10,614 people between the ages of 18 and 80, and broke down their score results into the four generations in today's workplace. When they looked at each of the four core EQ skills separately, a huge gap emerged between Boomers and Generation Y in self-management.

When it comes to managing their emotions, Baby Boomers reign supreme. Essentially, they are much less prone to fly off the handle when things don't go their way than are the younger generations.

TalentSmart reportedly debated the possible explanations for this chasm in self-management skill between the experienced and youthful. One possibility seemed that coming of age with too many video games, instantaneous Internet gratification, and adoring parents have created a generation of self-indulgent young workers who can't help but wear their emotions on their sleeves in tense situations.

This result would closely coincide with our reputation for being ego-centric and uncapable.

Then TalentSmart looked at the data from another angle and the picture became clearer. Self management skills appear to increase steadily with age-60-year-olds scoring higher than 50-year- olds, who scored higher than 40-year-olds, and so on.

That means the younger generation's deficient self-management skills have little to do with things we can't change, like the effects of growing up in the age of iPods and MySpace.

Instead, TalentSmart concluded that Generations X and Y just haven't had as much life in which to practice managing their emotions. That's good news because practice is something employers can give us, while a change in our upbringing is not.

TalentSmart also advocated for accelerating the younger generations' development of core leadership skills, stating: "Today's ultra-competitive, fast-paced global marketplace won't afford us the time to sit back and wait for the aging process to run its course. Despite the slumping economy, most boomers will retire sooner rather than later. We need to prepare talented twentysomethings for leadership roles today."

In other words, if we don't teach them how to manage themselves, and don't give them the opportunity to manage themselves, is it reasonable to expect Ys to lead us towards a prosperous future?

10 Strategies to Get Gen Y to Work

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Tue, 02 Dec 2008 03:15:00 +0000

Recession or not, we are in the age of the young knowledge worker. Generation Y, presently ages 13 to 26, is the most high-performing generation in the history of mankind with more information in their heads and at their fingertips--so they can perform a variety of tasks in many business domains and can live anywhere if the job and company are cool.

In addition to their knowledge, Ys differ from other generations in many respects, from their political views to the careers they choose (or don't choose). Ys are ambitious, and if you can't find a compelling reason to stick around, they won't.

Recent surveys indicate that employers are least likely to hire Generation Y in comparison to other generations. Gen Y workers have been negatively labeled 'demanding' and 'self-serving', rather than 'confident' and 'focused on work-life balance'.

When you look at the fact that over 64 million workers will be eligible to retire by the year 2010, this puts employers in a talent deficit dilemma. Employers will have no choice but to work side-by-side and succession plan with Generation Y.

But recruiting Generation Y isn't the only hurdle that needs to be cleared. The presence of Ys n the workplace is truly making an impact, causing employers to worry, fret, and scratch their heads asking, 'What do I do to attract the 20-something worker, and once I have them, how do I keep them?'

Employers have really struggled to understand this generation that isn't interested in climbing a corporate ladder or motivated by robust benefits packages and increasing salaries.

The year 2010 is nearly a year away. With 40% of our workforce eligible to retire, who will take their place? Will Gen Y be working for your company or for your competition?

I spend a great deal of time researching and tracking the efforts of the companies listed below, and I recently discovered that Bea Fields, a fellow generational consultant, compiled them into a great top 10 list.

Here's her list of companies who are successful attracting Gen Y, the young knowledge worker. As you read through this list, consider how your company can expand its knowledge and its workforce.

Google: Focus on Perks
Google is raising the bar for each company in the world in the war for young talent. According to a study done by the Great Place to Work Institute, Google is at the top of Gen Y's list of companies they most want to work for --and why not? Google employees gain access to perks including on-site dental and medical facilities; free breakfast, lunch and dinner on a daily basis at 11 gourmet restaurants; unlimited sick leave;and a global education leave program which enables employees to take a leave of absence to pursue further education for up to 5 years and $150,000 in reimbursement.
Intuit: Focus on a Rotational Development Program
Gen Y was born multi-tasking, so boredom on the job can set in quickly. Intuit has addressed this by offering a cracker-jack Rotational Development Program, allowing new recruits rotation programs in finance, marketing and product development every 6-12 months. This program not only keeps young workers engaged but prepares them for future leadership positions in the company.
Walt Disney: Focus on Internships and a Collaborative Culture
The Walt Disney Company has a rock solid internship program for college students, which includes college credits for the colleges they partner with, which gets young leaders committed to the company before they graduate. Disney is also built on a foundation of a diverse and collaborative culture, and Generation Y was born playing on teams made up of members from all cultures and walks of life. The sense of camaraderie makes Disney attractive for Gen Y, because it breeds a familiar sense of teamwork.
Deloitte: Focus on Leadership Development
Generation Y is very attracted to all aspects of learning and development. They have been raised on a diet which includes a combination of personal, leadership and team development. Deloitte has therefore designed a state of the art leadership program called the Future Leaders Apprentice Program (FLAP), and new recruits are immediately eligible for the program. Deloitte is also offering a top flight coaching and mentoring program. Because Gen Y has been coached since age 5, they are saying that the coaching and development programs offered by Deloitte are two of the main attraction points that has them stick around or return later in their career.
The Peace Corps: Focus on Saving the World
The pay in The Peace Corps not so great (as a matter of fact, most Gen Y leaders say it's lousy), but they are willing to sacrifice pay in order to do meaningful work on a global scale, to work and live in another country where they can become fluent in a new language and to toughen up mentally and emotionally by doing hard work with long hours. Generation Y sees companies who are making a significant contribution back to their communities as tops on their lists for future employment. Teach for America is another hot and growing company that allows emerging leaders the opportunity to teach in failing school districts--another approach to 'making a difference' in the world.
Lockheed Martin:Focus on Continuing Education
Gen Y is all about knowledge acquisition and Lockheed Martin aeronautics and space company has hit the nail on the head with 20-something recruits by offering a maximum of $7500.00 annual for education reimbursement and full graduate school sponsorship for junior level employees.
L'Oreal USA: Focus on College Competitions and World Travel
If you have not noticed this lately, Gen Y loves a competition, and they are certainly keen on world travel. L'Oreal has latched onto this idea with its L'Oreal Brandstorm Competition, providing college students the opportunity to compete by putting themselves in the shoes of a L'Oreal Brand Manager. The competition allows emerging leaders the opportunity to analyze consumer trends while developing a top of the line marketing and advertising campaign for L'Oreal. The winner receives a trip to Paris and the opportunity to interact with top L'Oreal managers, giving young recruits a leg up during the recruiting and hiring process. The competition alone creates buzz and a 'cool factor' for L'Oreal, which is appealing to 20-somethings.
Southwest Airlines: Focus on Fun
Generation Y's mantra is "Live First, Work Second and Have Fun!", and Southwest's quirky but fun-loving culture makes it a great first stomping grounds for the young knowledge worker.
Nike: Focus on Fitness
Nike's campus is a prime location for Gen Y, who hits the gym at least 3-4 times each week. Nike is situated on over 170 acres, which includes a fabulous exercise center, playing fields and running trails. And of course, their "Just Do It" tagline inspires young workers to actually use these facilities rather than sitting at home in front of their computer or the tube.
Apple: Focus on Simplicity
If you have visited an Apple store lately, you will notice that you will be greeted by a young man or woman under age 30 at the Genius Bar. In a report by Outlaw Consulting, Apple won the number 1 loyalty spot for Gen Y because their products are as "stripped-down and unadorned as possible". To be simple means convenience and speed to the multi-tasking Gen Y crowd. This audience is also highly dedicated to saving the environment. Gen Y is therefore choosing to work for companies like Apple whose positioning is dedicated to the greening of our world.

Economic crisis isn't new to Gen X

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Tue, 18 Nov 2008 19:21:00 +0000

As we enter the second year of the U.S. financial economic crisis that started in August 2007 with the sub-prime lending meltdown, the impact on the economy and the average American has been devastating.

I've been asked how younger generations will fare in this economic hail storm, and I assure you that Generation X is resilient. We've been on the short end of the stick more times than we can count.

On a personal level, Xers were the first generation of latchkey children and divorce, with 40% of marriages ending in divorce during our childhoods.

Professionally, the 1970s introduced 30 years of massive layoffs in corporate America. Xers observed the dot-com bust and we graduated from college during a time of high unemployment rates and took just about any job we could manage to find. We've never known job security and we trust few of our nation's leaders, since we've seen a series of them -- from President Richard Nixon and Reverend Jim Baker to the Enron CEO lie and fail to deliver on their promises.

And here we are in 2008- knee-deep in debt and house mortgages. Federal Reserve Chairman Ben Bernanke said that mortgage defaults wouldn't harm the U.S. economy, but Economy.com is predicting that by the end of 2008 over 2.8 million U.S. households will either be in foreclosure, be forced to give their house over to their lender, and move out or sell their home for an amount lower than their actual mortgage balance.

This is par for the course when you're an Xer. Are we cynical because of it? Perhaps.

But I think it's more likely that Xers have adopted a 'can-do' attitude realizing that thus far, the woes the world has doled out hasn't prevented us from achieving success or happiness. We have learned to do what we have to do to make it in this world, and there's really nothing that shocks us anymore.

So when I read the article, Lessons Learned from the U.S. Financial Crisis, I couldn't help but think it was an article geared towards Boomers and Ys. Among his list of lessons (and my Xer responses):

Only buy a house you can afford. (For Xers, the future has always been uncertain, which is why we'd much rather go into debt than live within our means. At least we'd go bankrupt or die knowing we lived in a nice big house.)
There is no such thing as a guaranteed retirement. (We've known this all along. That's why we've refused to be married to our jobs, introduced work-life balance, and pursued work that made us happy. We'll probably be working well past retirement age to pay off all our debt anyway.)
Be wary of 401K plans. (Obviously! We're wary of anything that isn't here and now. In an Xers world, retirement funds and social security is the equivalent of Monopoly money.)
There's no such thing as a "safe secure job." (We've never known job security. We live in constant fear of being laid off, downsized, or merged.)
You MUST have a Plan B. (I think it's safe to say our whole lives have been on a Plan B. From broken households to a bumpy economy, we know better than any other generation how to make the best of a situation and ride out the economic hail storm.)

Undoubtedly, the financial crisis is a serious concern. But Generation X has been raised rolling with the punches. So don't be surprised when you find us standing strong as opposed to shaking in our boots. We are resilient, we have both time and experience on our side (unlike the Boomers and Ys respectively), and we will rise to this challenge just as we've risen to all the others.

Jobs for Rent: Documentary about Gen Y's career pursuits

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Tue, 18 Nov 2008 16:06:00 +0000

Check this out!

JOBS FOR RENT is a documentary that chronicles Generation Y and their endless pursuit of jobs and career, in contrast to the Baby Boomer’s more stable path. Are these generations worlds apart, or do they just have a different definition of “career”?

The film tracks three 20-somethings down their chosen career paths. At least their chosen career paths at the moment.

As the film rides the career roller coaster of the overachieving lawyer, the struggling artist, and the Gen Y ‘job hopper’, it also delves into the professional lives of their Boomer parents.

You can find out more about the film here.

Generations X and Y rock the vote

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Wed, 05 Nov 2008 14:41:00 +0000

Throughout my generation-focused career, I have faced much critcism and cynicism regarding the power and influence of Generations X and Y. Most recently, I was questioned about the influence younger generations would have on the election.

Some (who happened to be Baby Boomers) dismissed my statistics about rising registration rates and volunteer participation in the presidential campaign, saying that younger voters may be doing all the right things, but probably weren't going to actually show up at the polls and have their votes counted on Election Day.

The media didn't help put the stereotypes to rest. Shortly before the Election, the Kansas City Star ran an article titled, 'Young voters could turn election, but will they turn out?' Gallup Daily ran a similar article: 'Young voters favor Obama, but how many will vote?'

Just as I expected, young voters dispelled the notion of an apathetic generation and proved the pundits, reporters, political parties, and other naysayers wrong by voting in record numbers.

How dare you call us too lazy to vote! Too egocentric to care about America's future!

This is the problem with America today. The older generations don't trust, believe in, or want to acknowledge the presence--much less the power--of younger generations. Perhaps it's always been this way, but the neglect of younger generations today is likely to have far worse outcomes than any other time in history.

Why? Because in just two years 40% of our workforce will be eligible to retire, making it difficult if not impossible to continue to compete in a global economy. America must engage younger generations now and take succession planning very seriously.

Generations X and Y are not invisible or irresponsible. We are not the young whipper-snappers to be managed. We are the future majority -- and that's a role we take very seriously.

Like it or not, Generations X and Y are shaping our country's future.

Perhaps Rock the Vote stated it best in the press release announcing 'Young Voters Make History':

'For 18 years Rock the Vote has promised that young people would reward elected officials and candidates for public office with their support on Election Day if they were reached out to in a sustained, substantive and authentic way.

President-elect Obama did precisely that and more. He responded to the concerns and questions that they have. He found them on the Internet, engaged them through text messaging and technology, and devoted resources and time to earn their trust.

This is a transformative moment. Research shows that once people register and vote for the first time, they become active members of the electorate for the rest of their lives. The same people who elected President-elect Obama will now ensure that he has the support to make the real changes so many of us have been calling for. And in the future public officials who overlook them as a bloc will do so at their own peril.'

In other words, young voters saw this election as their chance to help make history.

And we did.

Economy is in the toilet but it's good to be X

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Thu, 30 Oct 2008 15:42:00 +0000

The economy is in the toilet but it's a good time to be an Xer.

Seriously, how often do we hear how hard we Xers have it? We've been called slackers since we were adolescents and even referred to as the Jan Brady generation because we're sandwiched between two such attention-seeking generations.

The financial crisis has generated more buzz about prolonging Boomer retirements, insinuating that Xers will continue to be ignored and overlooked when it comes to moving into leadership roles. Supposedly Boomers will want-and need-to have second careers after they retire and will continue to push Xers out of the way.

Whatever.

Yes, some Boomers may prolong retirement, come back to work as consultants, or discover new talents in other fields. But can they hack it in a Gen X-lead workforce?

Think about it. When Boomers retire from their first careers, it will be Xers who take their place. The Boomers may have second careers, but almost all will focus on offering some type of service to people other than Boomers.

And let's face it -- Xers are different than Boomers. For starters, Xers are results-oriented and Boomers are process-oriented. Entire strategies and companies, like mine, have been created to help Boomers understand their younger counterparts and bridge the generation gap.

It's already difficult for Boomers to work with Xers, and the workplace is Boomer-dominated! It's going to be especially difficult, if not downright impossible, for Boomers to fit into a Gen X-dominated workplace.

In 2007, Time magazine celebrated Generation X on its cover and its article 'Great Xpectations of So-Called Slackers' warned Boomers to beware because Xers were the "next big thing".

Most recently, today's Sydney Morning Herald analyzed the American presidential election declaring it "the kiss of death to the short, unhappy rise to power of the baby-boomer generation." Our next president will be either from the Traditional Generation (the generation Boomers disrespected) or Generation X. (Yes, technically Obama was born at the end of the Boom, but his values, approach, and marketing strategies are characteristics of Gen X.)

Obama has been favored to win the election for quite some time. So it's good to be an Xer, because we'll probably be in the White House.

Furthermore, an article in Canada's Globe and Mail referred to Generation Y as Generation Shocked. Parents, professors and career counselors have told this generation they can be whatever they want, and twenty-somethings have always enjoyed their pick of jobs --until now. Which means the advantaged generation will have difficulty dealing with their first economic downturn.

Meanwhile, those of us who are Xers have seen our share of tumultuous economies and we've survived 30 years of on-going layoffs in corporate America. We are resilient and, as the article points out, we have what it takes to succeed.

Ah yes, it's good to be X.

Generation Z: Young, wired, smart, and sassy consumers

noreply@blogger.com (Sarah Sladek, Limelight Generations) — Wed, 29 Oct 2008 01:33:00 +0000

Much attention has been given to Generations X and Y, the current teen and young adult population ranging in ages from 13 to 43, who entered the world with substantially different wants, needs, values, and interests than their Baby Boomer and older predecessors.

But what generation will come next, and how are they likely to be different?

A number of different traits have been ascribed to Generation Z, currently ages 12 and younger. As the Zs approach teen status, we will begin hearing more about them.

But we can begin to draw conclusions about this generation based on what's happening in society -- as well as the most popular toys that arrive each holiday season.

First, society.

Generation Z has grown up in a world with widespread equality of the sexes at work and at home, and where single-parent or same-sex parent families are commonplace, as are two-income families.

Members of Generation Z are already very active consumers, with a high degree of influence over their parents' purchasing decisions. From Baby Gap to salons for kids, to Dora the Explorer canned corn and Disney themed SpaghettiOs to Chuck E. Cheese - Generation Z has been marketed to and raised with a prominant purchasing position from the time they were infants.

While Baby Boomers are being accused of being overly nurturing and attached helicopter parents to their Generation Y children, Generation X is being accused of parenting from a place of guilt and fear.

As children, Xers observed skyrocketing divorce rates among their parents and an influx of women entering the workforce. As a result, they were the first generation of latchkey children -- evidently an characteristic we don't want to define us or our children.

Many Xer moms checked out of their careers to raise their children themselves, partaking in organized playdates, early childhood education classes, and enrolling their children in organized sports and activities at a very young age.

Xers are very active in their children's lives and very protective of their children, with some going so far as to not allow their children to play outside.

By the same token, Xers have befriended their children, allowing them to stay up late, sass their parents, and giving them certain indulgences -- like pop, manicures, having their own televisions, DVDs, and computers and iPods, and going to the movies and nice restaurants -- which were once opportunities reserved for older children and adults.

You only have to watch a single episode of Nanny 911 to realize that Xers are struggling with the parenting role and detest the idea of being disciplinarians. Perhaps we didn't have enough parent involvement as latchkey children or we felt our parents didn't do enough for us.

In any case, whether we realize it or not, today's parents are trying desperately to skip the inconveniences of childhood and raise little adults who are well-educated, well-rounded, talented, and mature for their age. (I know, because I'm an Xer parent myself.)

Yet, when we were children, we could leave the house after breakfast and come home at dinner, and we could play outside and actually get dirty -- two concepts that are inconcievable for our own children.

And let's not forget the influence of technology on the next generation. Zs are already highly connected, having had lifelong use of communications and media technologies such as DVDs, iPods, cell phones, and social networking and gaming sites like Club Penguin, Build-A-Bearville, and Webkinz.

Which leads me to the toy list. Undoubtedly, Generation Z will be the most tech-savvy and virtually-minded generation in history, considering that nearly every toy out there has a virtual component to it.

It used to be that stuffed animals, dolls, games, scooters and bikes topped children's wish list. Today's children wish mostly for technology. Just take a look at a few of the top toys for 2008:

Tickle Me Elmo Live does a lot more than its predecessor to provide your child with continuous hours of entertainment with its life-life advanced technology and interactive abilities.
Playskool Dance Cam - This kid-friendly camera console plus into your TV and the camera projects your little one onto your TV screen so they can dance along to kid-friendly tunes and adorable preschool characters.
LEGO Mindstorms NXT -- This robotic intelligence toy with built-in sensors will react to commands given. It comes with a quick-start guide, building instructions and tips and tricks to help you build a robot ready-for-action within 30 minutes.
Bakugan Battle Brawlers - Voted the hottest new toy by Time magazine and Newsday, the plastic balls (the Bakugan Battle Brawlers) are rolled across game cards and open to reveal monsters ready to take one another on when two players land on the same card. Trading cards that help trigger the magnetic latches that open the spheres also help determine the strength and strategy of the brawlers.
Webkinz - The stuffed animal that comes alive online in Webkinz World and its backpacks, purses, and accessories are expected to sell out this season.
Nintendo Wii - The family-friendly social gaming system sold out last year. Sales of the Nintendo Wii Fit, featuring more than 40 activities and exercises, is expected to top 3 million this year.
Nintendo DS Lite -- The handheld gaming system revolutionized handheld gaming in 2007 and remains in high demand. Its two ultra-bright screens feature 3D graphics and wireless communication, so you can challenge your friends anywhere, anytime.

Stay tuned for more information about Generation Z, the oldest of whom will hit teen status in 2009. Something tells me those assertive, tech-driven Ys will pale in comparison to the wired, smart, and sassy consumers of the future.