Leading Gen YBy Sunita Chugh and Vanisha Chawla

Learning Objectives

1) This paper will equip readers to understand the nuances

experienced by three generations in workplace.

2) This paper will strengthen the reader’s appreciation of HRM

implications experienced in managing Gen Y.

3) This paper will explain through findings, analyses,

discussions and recommendations how organizations can deal

with the challenges of talent management of Gen Y.

Abstract:

With population of 1.2 billion India and fifty percent of it at less

than 30 years of age, i one glaringly daunting task facing

organizations is the management of this generation of employees;

referred as Gen Y as current workforce comprise threeii distinct

generations viz. Baby Boomers (born 1946 to 1964), Generation X

(born 1965 to 1980), and Generation Y (born after 1982 to 2001)

This paper examines the characteristics of each cohort as

manifested at workplace. Thereafter, through Human Resource

Management iiilens the paper addresses the challenges of

managing the three generations, based on empirical evidence from

an online media organization in New Delhi, India.

One finding of the study reveals Gen Y’s struggle with ‘great

expectation’ syndrome whereby they are experienced ivas

ambitious, strongly motivated by money, status and career

advancement and expecting rapid progress at workplace.v Since,

older generations in management have a more conservative view

of the pace of progress; this syndrome becomes a potential cause

of dissatisfaction among the generations. This study finds Gen Y to

value a high degree of freedom in the way work is done. Other

generations are found to favor a more balanced blend of freedom

and control and do not always appreciate how important

independence is to Gen Y as a result; managers demotivate Gen Y

often. Related findings are that Gen Y expects team leadership to

facilitate performance through coaching and not through

performance appraisal and other control mechanisms. Despite

their high career expectations and ambitions, Gen Y does not buy

into a long-hours culture and long term commitment in the same

way their managers from other generations do. Their terms are

more clearly aligned to contribution through work product and not

time or tenure.

Recommendations are based on these and other findings as well as

some key areas that employers can focus on in order to bridge this

gap and improve retention and performance of Gen Y , is

discussed in this paper using quantitative analysis based on the

technique simple tabulation. Given the challenges facing

organizations, especially attrition and retention of talent, proactive

approaches to Talent Managementvi are suggested in this paper;

which were adopted by this online media organization. Some of

them are: acceptance of Gen Y characteristics, intra person and

inter team communication improvisation, greater empowerment

and autonomy to Gen Y. Also, there is a clear opportunity for

organizations to improve the way they are currently

understanding, explaining and managing Gen Y’s expectations.

Finding ways to allow Gen Y to learn at their own pace, flexibly

through their managers, their tech environment etc. is an issue that

needs to be addressed by employers in their journey to building

great places to work.

Keywords- Gen Y, SHRM, Talent Management, Workplace,

Millennial, India

A. BACKGROUND AND INTRODUCTION TO STUDY

Towards understanding Gen Y, What defines a generation?

Through the years a number of different things such as wars,

discoveries, politics, beliefs, and popular culture have all

helped shape and define generations. Generation X is usually

described as the generation following the baby boomers and

born between 1961 and 1979. The term is based on a novel by

Douglas Coup land, Generation X: Tales for an Accelerated

Culture (1991), a book about young adults trying to discover

themselves in society. Terri Nagle (1999) describes Generation

X as, “the most ignored, misunderstood, and disheartened

generation”. This generation grew up during the beginning of

the technology era. Home computers and the internet became

widely used by households everywherevii .

There have been numerous studies on Generation Y and the

impact that they may have in the business world, yet the

thoughts and experiences of this generation as they have

entered the work force are scarce. Now that Gen Ys are

entering the workforce, the impact of their presence can

actually be studied. This study collected data from Gen Ys who

are currently in the workforce in an online media organization

based in New Delhi, India; which is the northern part of India

and also the capital of the country. The study is not a

conceptual but an empirical exercise with an aim to draw

conclusions from this data to include suggestions to help

manage Generation Ys based upon the likes and dislikes this

group has experienced in actual work place. This information

will be beneficial as managers strive to lead, motivate and

understand Gen Ys and which in turn should help minimize

conflict and maximize individual and corporate success in the

workplace.

B. LITERATURE REVIEW

B.1 ABOUT GENERATIONS AT WORK

Characteristics of Generation Y

Generation Y are the most educated of all generations.

Generation Y tend to be wildly optimistic, holding a

tribal sense of community and are the most connected

generation ever thanks to cell phones, pagers and their

own technical savvy (Eisner, 2005; Martin, 2005).

Generation Y‟s attitude towards work is quite different

from preceding generations. Generation Y will not settle

for "grunt work", but need to feel that they are making a

difference to the business and are part of the decision-

making process.

Generation Y want work which meets their personal goals,

is interesting and provides the opportunity to work with

committed individuals who share their values (Allen,

2004).

Generation Y are comfortable with diversity and want jobs

that include continued professional learning and growth.

They are likely to perform best when their abilities are

identified and matched with challenging work that pushes

them fully (Martin & Tulgan, 2006).viii

Table 1: Difference between the personal traits of the three

generations

Differences between various generations in the current workforce

The three tables below attempt to capture the variety of

differences emphasized in literature.

Baby Boomers (Born 1946-1964)

Gen X (Born 1965-1980)

Gen YMillennial (Gen Z-Nexters-Born after

2000)Big Picture/Systems in place

Positive Attitude Confidence

Bring fresh perspective Impatience Sociability

Do not respect the titles

Goal Orientated Morality

Disapprove absolutes and structure

Multi-Tasking Street Smarts

Optimism Thinking Globally Diversity

Team Orientation Self-Reliance Collective Action

Uncomfortable with conflict

Flexible Hoarse, Informal Work Environment

Heroic Spirit

Personal Growth Just a Job TenacitySensitive to Feedback Techno-Literal Technological Savvy

Health and Wellness Informal-Balance Lack of skills for dealing with difficult people

Personal Gratification Give them a lot to do and Freedom to do their way

Multi-Tasking

Question the Authority

Need Flexibility ix

Based on the above there are many myths shrouding Gen Y.

Myths about Gen Y

One of the most common myths about Generation Y is that

they are lazy. Generation Y employees are often the first

to leave and last to put up their hand for overtime.

However, this is usually just more of a reflection of

their different work values. These employees consider

work more as a part of life and stay connected to work

through technology – even when they’re not at their desk.

It’s less about the 9-5 and more about working more

effectively to achieve the same results with less effort;

some even work 24/7.

Another myth about Gen Y is that failure does not bother

them. Unlike their previous generations, they have high

expectations and they will do anything to achieve their

goal. This generation wants success and believes that

anything is possible, so long as they work hard enough.

But, their high expectations of themselves and for their

careers can be a huge challenge for their employers.

Yet another myth doing the rounds about Gen Y is that

they are not loyal. Actually, their loyalty is of a

different kind; it is not blind. They’re constantly

looking at stretching themselves and if an employer isn’t

giving them a little room to stretch, they might start

looking at the door.

A common myth is that Gen Y is intelligently aware of

their own strengths and weaknesses and do not necessarily

need to be recognized or given feedback. The truth is

that Gen Y is looking for continuous improvements and

they like real-time feedback virtually or physically on

the spot, rather than after a quarter or a year or in a

formal meeting after the event.

These myths coupled with the challenges they actually face at

workplace make the task at hand a debatable subject.

Table 2: Difference between three generations on workplacefactors

Baby Boomers Generation X Generation Y/Z

Attire Business. Casual (High End)

Business-casual(low end)

Whatever feelscomfortable

Work Environment

Long Hours-official only

Office, home,desires flexibleschedule

Office, home -desires flexibleschedule

Motivators Salary Security Maintain personallife

Mentoring Does not handlewell negative feedback

Not necessary toreceive feedback

Constant feedbackneeded

Retention Salary Security/Salary Personalrelationship

Client Orientation

Telephone E-mail E-mail/IM/Text

Technology Documents prepared by Associator, E-Mail primarily in the office, web use to “Google”

Creates owndocuments, usesmobile and laptop,uses web toresearch, reviewetc.,

Creates owndocuments,creates databases,uses web toresearch andnetwork, use ofemail/

e-mail/mobile24/7

IM/text 24/7

Career Goals Build a Perfectcareer, Excel

Build a transferablecareer, varietyofskills andexperiences

Build severalparallel careers,have a several jobssimultaneously

Challenges faced by Generation Y

1. Generation Y appear to be deficient in key skills such as

listening, communication, independent thinking, time

management, team work, job commitment and good work ethic

(Pekala, 2001).

2. Generation Y resort to extensive multi-tasking and tend

to have a short attention span. Generation Y are

simultaneously surfing the web, texting friends,

listening to their iPods while also watching TV (Shaw &

Fairhurst, 2008).

3. In addition, Generation Y has an expectation of constant

feedback from friends, families and employers instead of

trusting their own judgment (Crumpacker & Crumpacker,

2007).x

4. Generation Y do not perceive work as an investment in the

future of the company and want immediate payoffs, such as

independence, flexible hours, casual dress and an element

of 'fun' at work (Loughlin, 2001).

Table 3: Training and Motivating Gen X and Gen Y

How tomotivate

Generation X

How toeffectively

trainGeneration X

How tomotivate

Generation Y

How toeffectively

trainGeneration Y

They tend to avoidcorporate politics

Web-based training

They love achallenge

They thrive in multimediaenvironment

They are generally notvery interestedintraditional perks

Allow them to askquestions andchallenge theconcepts

They function wellas team members

They can learn anytime anywhere

They need flexibility

They are motivated bythe prospects ofindependence, the lackof corporate structureand lack of rigidity

Keep the trainingmaterials briefandeasy to read

They want to beHeroesThey want to besurrounded bybright, creativepeople

Multi-tasking

Enable internetreliance (Webinars,IM, Blogs,Podcasts, Avatars,YouTube)

They are motivated bythe possibilityof thelatest technologicaladvances

Offer multi-medialearningopportunities

They want it rightnow

Enable socialnetworking throughinternet (My Space,Friendster)

They need to bemadeclear what you arelooking for

Ensure access tosimple, logicallyorganizedknowledgedatabase

They are looking forthe empowerment

Provide withSimulationsProvide with thestructured learningregardless of the

formAllow them to questionthe experts andtheauthority

Sensitive to designand graphicsThis groupmaintains shortattention span

Connect me withEverythingTrue team players

B.2 HRMxi IMPLICATIONS FOR MANAGING Gen Y WORKFORCE

In order to develop HR strategiesxii to attract and retain

Generation Y, the characteristics of Generation Y need to be

carefully considered. Many organizations are closely

researching these trends; many of which are summarized below.

This section describes the human resource management

implications of attracting and retaining Generation Y.

Figure1: Gen Y issues in the face of HRM

Type of Work: Generation Y are willing to work hard, but they

do not live to work. They seek purpose from their work as well

as rewards. Organizations need to recognize the high ambition

HRM (Implications)

Type of Work

Work Life

Balance

Immediate

FeedbackManagement Style

Opportunities for Skill

Enhancement

Renumeration

Considerations

Contribution to Society

of these employees by planning roles that are suitably

challenging and complex (Bedingfield, 2005).

Work-life Balance: Gen Y seeks a more balanced lifestyle

between their work and non-work lives and have different

expectations from their work compared to previous 4

Generations (Kerslake, 2005). Generation Y place a high value

on relationships with friends and family and are more

interested in making their jobs accommodate their family and

personal lives (Spiro, 2006).

Feedback from supervisor/manager: The relationship with the

immediate manager is also crucial, with a clear understanding

of possible career paths and the steps necessary to achieve

success. Consistent constructive feedback is also found to be

essential to motivating and retaining Gen Y. Retention will be

improved when Generation Y employees know that their

contribution is having a positive impact on the company

(Bedingfield, 2005).

Management Style: Management style was seen as the top

motivational characteristic that Generation Y sought from an

employer (Meier & Crocker, 2010). Generation Y needs to be

able to believe in their managers and managers in turn need to

be able to relate to and value these employees (Morton, 2002).

They are also found to work better when they can sense that

they can learn from their supervisor/manager. Gen Y employees

do not want to be micromanaged. They seek considerable freedom

in the performance of their tasksxiii.

Diverse career challenges: The Gen Y is having a profound

effect on how companies manage, recruit and retain talent.

Finding how to capitalize on this generation is one of the

biggest challenges and opportunities facing global companies.

Generation Y managers are looking for a diverse, challenging

career that will give them a range of different experiences.

But the reality of most organizations is that they cannot

deliver on that promise.

Challenges of the planet: Generation Y are tremendously

excited by the challenges that the world faces and are willing

embrace disturbance, change and some degree of person risk,

but then they come into an environment that is safe and does

not offer any excitement. Organizations need to become more

comfortable with provoking and containing anxiety. Companies

also need to learn how to engage Gen Y through their corporate

social responsibility efforts. Most Gen Y wants to work for an

organization that is having a positive impact on society.

Technological shifts and rise of social media: The rise of

this generation has coincided with the emergence of digital

and social media. The “next generation” is experts in these

tools – in general, they understand the implications of these

technologies better than the CEOs of the organizations that

they are joining. Gen Y value skills rather than the employer.

Given the above findings from literature it will be worthwhile

to note how organizations - through their HRM practices - are

likely to benefit from the talents of Gen Y employees.

B.3 TALENT MANAGEMENT (TM) PERSPECTIVE

A traditional approach to talent management may suffer from

the lack of coordination and continuity; adapting to Gen Y may

necessitate creating an integrated talent management program.

Gen Y workers want better retirement, health and welfare and

total compensation plans with more options, more flexibility

and better decision support.

Companies that win in the war for talent may incorporate an

interest in flexibility and place more of a focus on work/life

balance and personal interests. To successfully recruit Gen Y,

HR must understand the needs of the talent (refer Table 4).

Gen Y expects honesty and transparency and there is nothing

worse than promising something and then not delivering on that

promise. This transparency leads to heightening of

expectations on the part of employees as well as employers-

making way for a tight time and task orientation towards a

results based organization.

Another facet of talent management – the building of a talent

pipeline may require enlisting the aid of Gen Y in recruiting

their peers which can enable the organization to be where it

needs to be going. To be an employer of choice, companies have

to develop and deliver programs and services that attract

employees and retain them for the long term.xiv

Table 4: Attitude Towards work

Aspect Gen-X Gen-YThoughts about leadership

Do not mind being led by others. Values experience inthe leaders.

Wants to be in the forefront of action. Do not mind being led based on the behavior of leader,not experience.

Value attached to experience

Do not mind being advised by experienced people even if personally do not like the advice.

Experience is valued only if it helps them achieve something in their life. Experience is irrelevant because of the speed of change.

Need for feedback Regular feedback on how they are performing is needed. Annual or mid-year appraisal feedback to gauge performance. Equallyreceptive towards bad and good feedback.

Need constant feedback on every work done. Want to be rewarded for every small achievement and always in need of social recognition. Negative feedback is not valued as it is difficult to digest - how can I get it wrong?

Thoughts about rewards

Freedom & self-prestige

More and more money, Repeated recognition of work

Value of training and learning

Learning is a way ofself-development andto bring a greater good to self. Read

Learning is necessary onlyif it brings any immediaterewards in terms of recognition, money,

more to keep abreastwith the surroundings and itsimpact.

promotions etc. Otherwise it is considered an expensive exercise involving overheads.

Need for work life balance

Prefer to enjoy lifealong with friends and family. Need to spend time with dearones to ensure that life is balanced properly. They are usually not self-centered.

Heavily self-centered. Time for family is available only after time for ‘self’ is satisfied. Prefer to be online on social media than spend time with family and/or reading.

Meaning of Loyalty Mostly committed towards the workplace. Overall attitude depends on how the workplace treats you as an individual. Being respected is a need but not must.

Committed until it keeps fueling their ‘me-myself’ ego and keeps getting ‘exciting’ feelings from the workplace. They do notmind exploring or changingjobs as ‘experimentation’ to figure out what they want from the job.

Ability to take risks

Mostly risk averse. Prefer to go with tried and tested path rather than radical approach towards goal.

Since their thinking is based on experimentation, they usually prefer takingrisks and want dynamic rewards and revolutionary changes.

C. RESEARCH DESIGN

The purpose of this research is to understand Gen Y better-

now that they have entered the workforce. To this end we

incorporated technologies we believe this demographic is

comfortable using. The survey questionnaire was developed and

administered online through a website dedicated strictly to

the data collection process, SurveyMonkey.com. Demographic

data included age, race, gender, designation, tenure in

current organization, total work experience. Structured

multiple option questions as well as Open ended questions were

employed to solicit respondent work-related experiences. It

was important to get each of their thoughts whilst supporting

their thoughts with a predetermined list of answers (where

they were allowed to choose top two) arrived at through

literature review as presented in the earlier section. The

attempt through this survey was to gather the data on the

challenges experienced by Gen Y Vis a Vis their general

expectations from workplaces, cultural values held at

workplace, their career aspirations and all this with an

attempt to explore the subject of motivating Gen Y at

workplace.

Sampling was done across departments, functions and roles of

the organization of 250 employees. 50 respondents were

selected based on stratified sampling maximizing the

variability across demographics like gender, tenure within

organization, total work experience and levels. We received 42

responses after cleaning which was used for the purpose of

analyzing through simple tabulation.

D. FINDINGS , ANALYSES AND DISCUSSION

Although, extant literature review reveals that as global

competition intensifies, attraction and retention of talented

employees can provide sustainable competitive advantage to

organizations. Our study revealed that among the key reasons

for understanding Gen Y the following two reasons ranked the

highest:

Technology Driven workplaces 22/42 Growth in creative work 20/42

Whereas, the reasons mentioned for studying Gen Y in

literature ranked the least two important reasons:

To reduce Attrition 2/42 To enhance retention 3/42

This has implications for future study on the subject; since

Gen Y seems to be more interested in being understood not for

the fear of organizations losing them or in a search to retain

them but more because they see workplace (and therefore their

work) as an outcome of technological and creative enhancement.

Although literature reviewed , presented in the previous

section reveals tables after tables contrasting to describe

Gen Y as against previous generations our study revealed how

Gen Y characterize themselves :

Attitude to explore 26/42 Technology freaks 25/42

As opposed to a stereotypical image we commonly perceive of

Gen Y; which only a minority endorsed:

Extreme fun attitude 6/42

As discussed earlier, since the characteristics of the

applicant pool in the job market are undergoing a significant

change, many applicants today are likely to be in the 20s age

group with aspirations which are different from previous

generations. And how! Monetary benefits actually ranked the

least amongst the Gen Y surveyed. These applicants commonly

called Generation Y or millennial (Howe & Strauss, 2000), are

so confident, independent, and goal-oriented that findings

from our study reveal that what they most expect from and

value about their careers , in order of their preference is

ranked below:

Flexible work schedule 23/42 Potential career advancements 18/42 Large Monetary benefits 12/42

Extant literature reveals that Gen Y was born into technology

and often knows more about the digital world than their

teachers and parents (Meier & Crocker, 2010). Generation Y

present a challenge to managers who must train and motivate

these employees, so that their strengths become a benefit to

the company. Our study reveals that;

Providing opportunities for advancement 26/42 Constant feedback on their performance 19/42

are the two best ways to motivate and keep them engaged

without conflicting the goals and the interest of the

Employer. Whereas, what ranked the least was:

Giving them preference and newer benefits which other generations didn’t receive 3/42

Additionally, in order to engage this generation of workforce

it seems imperative to understand their related expectations

from the perspective of the kind of workplace culture are Gen

Y looking for:

Having work/life balance 21/42 Working with a manager from whom he/she can learn 18/42

And it seems to matter little to them if workplaces arediverse:

Diverse workplace 5/42

Now for the two BIG questions in this study:

1. Does Gen Y have higher workplace expectations than othergeneration of employees?

No 36/42

2. Do growth and development challenges of Gen Y in a multi-generational workforce get hindered by any hurdle?

Need for faster improvement and change 17/42

Ego clashes with the members of other generations 1/42

Implications of the findings for the two big questions above

could range from simply demystifying the managing of ‘old

versus young’ debacle at workplace to asking ourselves whether

we can actually cope with the training, growth and

development challenges of Gen Y as organizations. Must the

pace of T & D be heightened , the Training Needs be more

specifically and sensitively assessed and mapped and must the

Training & Learning agendas of organizations be managed at

individual and group levels rather than entrusted to

organizations at large. Must self development and team

development strategies dovetail into Organization development

strategies rather than the other way around?!

The day and age of training and growth and development of

selves is far more crucial than building mammoth cultures of

monolithic value which any way does not even tremble as the

attriting individuals seek greener pastures to move across

organizations; which soon is bought over or merged across

another organization somewhere else in the world. Organization

Developers; are we ready?

E. RESEARCH LIMITATIONS

The present study has limitations that need to be taken into

account before considering the contributions of this study.

However, these limitations may be seen as cues for scoping

future research in the novel yet budding domain. One such area

can be studying the perception of the supervisors/managers of

Gen Y; since this paper only focuses on the sample of Gen Y.

Another study could be by contrasting and comparing across

another related sector e.g. e commerce businesses; since this

study focused only one online media marketing organization and

that too only one organization. Yet another study could be ;

to study the impact of traditional HR practices on both Gen X

and Gen Y since this study focused only on Gen Y.

F. IMPLICATIONS AND RECOMMENDATIONS

For Managing Generation Y

A lot has been written and debated about Gen Y s presented in

literature review section. But currently, one of the biggest

challenges faced by organizations hiring this generation -

from the HR, TM and T&D perspective is that they often come to

the workplace with higher education and work experience from

internships (even schools have introduced workplace visits and

projects ) , so they don’t view themselves as new to

organizations.

Another challenge is how this Gen works well given space. When

Gen Yers are given the space to explore and of course, make

mistakes, they learn—just like employees of every age. But

this generation expects to be given the space to try new

things. Even the findings discussed above reveal how growth in

creative work is one of the key reasons to examine/study this

generation.

Gen Y’s approach to work could be frustrating, but

supervisors/managers form other generations must learn that it

is a mistake to spend time judging their behavior. Instead,

whenever possible, give them the remote control on decisions.

It appeals to their sense of not wanting to be micromanaged

and of being independent. Giving constant feedback on their

performance coupled with providing opportunities for career

advancement as discussed earlier could do the trick.

Strategies for aligning the needs of Generation Y

As discussed through three tables in the literature review

section; Gen Y does have has unique characteristics that

differentiate it from Baby Boomers and Generation X. These

generational differences necessitate new formats for how

employers and employees work together. A few recommendations

for organizations are enlisted here:

For Gen X- Work-life balance – is an important issue. Gen

Y can nurture many priorities: because of their deep

reliance on technology and their need for Work-life

flexibility they believe they can work anytime, anyplace

and that they should be evaluated only work product - not

on how, when or where they get it done. This makes

performance based evaluation trickier, more challenging

and for it to be more sophisticated.

Though loyalty or the lack thereof is often discussed in

the case of Gen Y; surprisingly they seem to want long-

term relationships with employers, but on their own

terms. Long-term career development and multiple

experiences within a single organization could be the key

for many such successful engaged employees.

Although, universal organization behavior and human

psychology may apply to Gen Y – their persistently

preferred need for tech-savvy work environment; Open

social networks that embrace open communication;

dialoguing in real time, networking across levels in the

organization etc. make them a community which sets them

apart ferociously from other generations. This can be a

unique opportunity to transform organizations’ human

resource management function.xv

As discussed in the findings section, Gen Y will

typically prefer learning development opportunities over

salary. Particularly if they can learn from their

managers/supervisors; role modeling and modeling behavior

are increasing becoming a norm for this ‘ever ambitious

for career advancement’ tribe of employees. Some

companies are also adopting reverse mentoring, where

older employees learn from younger ones – particularly

around the use of social mediaxvi . Leaders also

necessarily have to play coach. Coaches need to be

willing to invest the time and effort – and have the

moral courage – to provide quality feedback to Gen Y-ers

in areas both positive and negative, so that true

learning and development can take place.

They do not want to be bored, but need to know how their

work fits into the company, so involving them in

decision-making and soliciting their ideas will be viewed

as a positive aspect. Gen Y is comfortable with diversity

of tasks and wants jobs that include continued

professional learning and growth. They are likely to

perform best when their abilities are identified and

matched with challenging work that sets them as unique

and allows them to be stretched fully.

But before driving any of these strategies, as discussed in

the myths section in literature review, an important step for

many organizations concerned with managing Gen Y need to shed

prejudices about Gen Y. It is crucial that stereotypes do not

exist in the hearts and minds of employees. Due to the mass

retirement of Baby Boomers and the coming talent shortage,

companies do need Gen Yers more than ever before. It is

imperative that management sets the tone unequivocally and

welcomes Gen Y with open arms. Supervisors, managers and

leaders need to learn to look beyond stereotypes to see the

talent and potential within Gen Y. It is often found that

overly critical leaders are unable to do so. It is important

that management does not mistake Gen Yers’ legitimate desires

to progress, their need for transparency and honesty in

communication or their insistence on challenging and

meaningful work as a demonstration of overconfidence, self-

centeredness or disloyalty!

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xii Deloitte Millennial Model: An approach to Gen Y Readiness. Retrieved on November, 2012 https://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Federal/us_fed_DeloitteMillennialModelAnapproachtoGenYReadiness%20_112410.pdf

xiii Generation Y: Human Resource Management Implications. Retrieved on November, 2012 http://www.wbiconpro.com/452-Brian.pdf

xivGen Y talent: How to attract and retain the young and the restless. Retrieved on November, 2012 http://www.abc.net.au/technology/articles/2012/10/31/3622574.htm

xv Managing the Talent Crisis in Global Manufacturing: Deloitte Research Global Manufacturing Study Strategies to Attract and Engage Generation Y. Retrieved on November, 2012http://www.deloitte.com/assets/Dcom-Global/Local%20Assets/Documents/dtt_dr_talentcrisis070307.pdf

xvi The talent management summit the next generation of leaders. Retrieved on December, 2012 http://www.economistconferences.co.uk/sites/www.economistconferences.co.uk/files/uploaded-resources/Talent%202012%20Summary%20Paper_IESE.pdf

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