January 2014 TEN NewsletterJanuary 15th, 2014
Hi TEN Members,
Please see our editorial below our jobs listing, Understanding Generation X-ers and Millennials Workers’ Characteristics in order to build Cohesive Teams
Visit our candidate portal where you can search, view and apply for our latest jobs AND connect with us on FaceBook at http://www.facebook.com/enamix to see ongoing discussions and jobs that come up between newsletters. Here are our latest job openings:
VP/Sr. Director of Marketing & Communications – Santa Ana – Salary DOE
CLOUD Sales/Account Executive – Irvine – $65,000 – $80,000/year
Sr. E1 Developer – North Orange County – $90,000 – $110,000/year
.NET Software Engineer – Irvine – Salary DOE
Oracle Manufacturing Specialist – San Bernardino Area – Salary DOE
Technical Lead – Finance & Analytics – North Orange County – Salary DOE
Liferay Developer – Cleveland, OH – Salary DOE
Sr. Business Analyst – Mortgage/Lending – Irvine – $50/hour
Sr. Technical Recruiter – Irvine – $100,000/year
Sr. Middleware Administrators (4 openings) – Phoenix, AZ – $65/hour
Sr Software Engineer (Apex, VisualForce) – LA, SF, or Seattle – Salary DOE
SQA – Test Software Developer – West Los Angeles – Salary DOE
Marketing Manager- Lead Generation – El Segundo – Salary DOE
Product Marketing Manager – El Segundo – $100,000 – $112,000/year
Sales Director- Paid Search – Santa Monica – $80,000 – $95,000/year
Sr. Product Marketing Manager- Enterprise Software – Pasadena or San Francisco – $150,000 – $175,000/year
Lead Development Representative – Pasadena – $50,000 – $75,000/year
Solutions Architect Manager – Microsoft Technology – Englewood Cliffs, NJ – $175,000/year
Front-End Developer – Universal City – $110,000 – $115,000/year
Integration Services Solutions Architect (Tibco) – Universal City – $125,000/year
Programmer/Systems Analyst – Woodland Hills – $80,000 – $90,000/year
Business Systems Analyst – Woodland Hills – $60,000 – $70,000/year
Database Analyst – Woodland Hills – $80,000 – $90,000/year Salary DOE
Technical Support Analyst – Torrance – $41,700 – $61,500/year
ARM Senior Embedded Software Engineer – Irvine – Salary DOE
Understanding Generation X-ers and Millennials Workers’ Characteristics in order to build Cohesive Teams
The generation gap between Generation X-ers and Millennials (or Generation Y) is causing concern among many companies who are struggling to manage teams where both type of workers coexist. According to Interchange Consulting Group (ICG) (www.interchange-group.com), “at the heart of this conflict are two distinct sets of generational values, motivations and behaviors that have become a contentious issue within companies and a critical obstacle to performance and retention, if not addressed.”
Insight into the Conflicting Characteristics
The characteristics of Generation X-ers and Millennials below give a picture of how vastly different these two generations of workers are.
Characteristics of Generation X workers
Born between 1965 and 1980, Gen X-ers grew up in an era of emerging technology and political and institutional incompetence. Watergate, Three Mile Island, Bhopal, the Iranian hostage crisis, Iran-Contra and the Clinton-Lewinsky debacles mark the emergence of this generation. Mimeograph machines turned into high-speed copiers, faxes plodded from 30 minutes a page to seconds, and heavy adding machines were replaced with handheld calculators. Whereas computers were the size of whole buildings for the Traditional Generation and whole rooms for Baby Boomers, the computer now became a desktop appliance.
- Feedback and recognition
- Time with manager
- High-quality end results
- Balance between work and life—work to live not live to work
- Flexible work hours/job sharing appealing
- Free agents
- See self as a marketable commodity
- Comfortable with authority but not impressed with titles
- Technically competent
- Internal promotion
- Ethnic diversity
Characteristics of Generation Y workers
Born between 1980 and 1994, Generation Y workers have grown up in an era of technology. They have always known cable television, cellular phones, pagers, answering machines, laptop computers and video games. Technological advancements in real-time media and communication drive their expectation for immediacy.
- Self-expression is more important than self-control
- Marketing and branding self is important
- Violence is an acceptable means of communication
- Fear living poorly—this is related to lifestyle enjoyment, not wealth
- Respect must be earned; it is not freely granted based on age, authority or title
- Adapt rapidly
- Crave change and challenge
- Create constantly
- Exceptionally resilient
- Committed and loyal when dedicated to an idea, cause or product
- Accept others of diverse backgrounds easily and openly
- Global in perspective
- Want to know how what they do fits into the big picture and need to understand how everything fits together—want to effect change and make an impact
- View their work as an expression of themselves; not as a definition of themselves
- Exceptional multi-taskers—need more than one activity happening at a time
- Seek active versus passive involvement
- Less likely to seek managerial or team leadership positions that would compromise life outside of work
- Seek flexibility in work hours and dress code
- Seek a relaxed work environment—bright colors, open seating, personal touches
- Expect corporate social responsibility and will not work for, or purchase products from, organizations that are not socially responsible
- Seek work in teams
- Seek continuing learning and will take advantage of training made available to them
- Want everything instantly—everything now
- Effort can be separated from reward—there is no such thing as pay for performance
- Feeling of entitlement
- Seek to balance lifestyle and work, with more focus on lifestyle
Overcoming Conflicting Characteristics
The following guidelines, provided by ICG, will help Generation X-ers manage Millennials efficiently and assist Millennials in working more effectively with their Generation X bosses.
Generation X bosses should:
Stay Connected: Connected to parents and peers through close personal relationships and social media, Millennials are successful when they have an ongoing support and feedback system at work.
Connect frequently with Millennials using 2-minute debriefs or email/IM check-ins to answer questions and provide feedback.
Mentor Millennials to offer guidance and reinforce company culture and norms.
Take the time to recognize Millennials by name on a daily basis.
Make it Meaningful: Millennials want to do work that will benefit society. They are more likely to perform (and less likely to quit!) if they feel their work has meaning and is connected to a bigger picture.
Explain the “why” behind your decision or directions – Don’t wait for them to ask!
Acknowledge Millennials for their work and its significance to the overall project/company.
Provide (and participate in!) social activities to foster community.
Enable Teamwork: Millennials are peer oriented and likely to feel isolated and disengaged from their work when they cannot collaborate with their boss and provide input into strategic decisions.
Promote cross-functional teamwork and communication to complete assignments.
Include Millennials in brainstorming and goal setting sessions for the projects they work on.
Provide necessary technology to connect Millennials to their network and access information.
Demonstrate Initiative: Gen X-ers were “latchkey kids” with divorced, late-working, dual-income parents. They are used to doing things on their own with minimal supervision. As managers they expect their direct reports to exercise the same initiative.
Show your boss that you can solve problems on your own with minimal guidance.
If you complete an assignment, ask for additional work to provide value.
Accept that sometimes you have to work late to complete projects.
Follow Up: Growing up, Gen X-ers experienced the constant uncertainty of the energy crisis, the Cold War and AIDS. As a result, they are risk adverse. To mitigate threats at work, Gen X-ers need assurance that deadlines are being met so if projects head south, there is time to intervene.
Provide your boss with progress reports at regular intervals.
If you make a request and don’t hear back, follow up to keep the project on deadline.
Let your boss know immediately if you won’t meet a deadline and what you plan to do about it.
Mind Their Time: Gen X managers balance competing organizational, project and individual needs to meet business goals and quotas. They are under constant pressure to “do more with less” and don’t always have the time to provide daily coaching to their direct reports.
Consolidate questions to email or scheduled meetings instead of interrupting your boss multiple times a day.
Be patient – If your boss hasn’t responded to your email it’s likely your need is less urgent than the task at hand.
Avoid phone/tablet use during meetings and discussions with your boss to show active listening.
Veterans, Baby Boomers, Gen X, Gen Y and Gen Z, Suite101.com
Winning the Generation Game, The Economist
Why Are You Not Like Me? The Generational Gap in the Workplace, Psychology Today
22 Signs You’re Stuck between Gen X and Millennials, BuzzFeed.com
You’re Probably Wrong about Millennials, Business Day
Your eNamix Strategic Staffing Team
15707 Rockfield Blvd., Suite 150
Irvine, California 92618