In today’s expert Q&A, Dani Ticktin Koplik discusses a big hurdle for GenY job seekers and new hires — a lack of professionalism, both real and perceived, in the workplace.
“One of the biggest complaints from employers and prospective employers is the lack of professionalism among GenY job seekers and new hires. While being professional is its own reward, it’s critical that GenY understand what the current workplace looks like, what skills and attributes it values and how to position oneself for success (clue: it’s about delivering value),” -Koplik
What is the current perception of GenY professionalism.
The good news about GenY is that, in addition to their almost innate proficiency with technology and social media, they’re understood to be the most race and gender blind generation yet. All good stuff. But on the other hand, these new entrants into the workplace are thought to be “entitled,” with an inflated view of self and of their own importance. In addition, they’re seen to have a nominal work ethic, poor communication skills (written and oral), poor professional presence, almost non-existent business etiquette, an excessive need for positive feedback, a passive rather than proactive approach, a lack of deference to or respect for authority and a propensity for “over-sharing.”
Do you feel that the perception of GenY professionalism is accurate?
Perception is reality. («Tweet this)
How does the communication disconnect between GenY and older generations impact job search and employment prospects?
The disconnect you mention is really no different than what happens between all younger generations and the generation that came before. It’s just perhaps a bit more pronounced now since the changes in circumstance, context and upbringing of GenY represent an even more profound shift. GenY has been raised by baby boomers who, in reaction to their own more traditional and often emotionally distant parents, have adopted a parenting style that exalts their kids’ “self-esteem” above all else (e.g. trophies just for “showing up.”) In addition, GenY has always been part of the conversation, with parents engaging as and behaving and dressing like peers, friends even.
The workplace is not so forgiving, as managers and employers bristle at the perceived self-importance, neediness and lack of editing manifested by prospective and new hires.
In terms of job search and employment prospects, employers are much slower to hire, first because of the amount of available talent but second, because they often find the ways of GenY off- putting. Anecdotes from prospective employers and bosses abound, many of which are jaw-dropping. For example, what intern, on the first day on the job, informs the supervisor that they have to leave early on Thursdays for horseback riding lessons?
How do you suppose this disconnect came to be?
Aside from much more indulgent (materially and emotionally) parenting, GenY has grown up with technology and social media not as things to be learned or overcome but rather as innate. This instantaneous access to info and people has diminished a sense of resourcefulness that was inbred into older generations. In addition, the perception is that relationally, older generations put down deeper roots while GenY favors breadth. In short, the disconnect is also a function of different orientations, different start points and different objectives. GenY strives for “balance” while their parents’ generation invested tremendous emotional, intellectual and psychic energy in their careers.
What can GenY job seekers and new employees do in order to improve their chances for success in a more traditional workplace?
The most important skill for anyone regardless of generation — bar none — is effective communication. This is a tentpole skill that involves more than just being able to speak. In fact, it requires verbal and non-verbal sensitivity; the abilities to listen, to read all kinds of cues; to organize, contextualize and apply information; to persuade and influence. In the job search process, it also involves the ability to see the situation from the point of view of the employer rather than in terms of one’s personal/professional development. Once hired, new employees must pay attention to and act in accordance with the culture of the organization, listen more than speak, understand that they must add value as soon as possible and set about the intentional work of taking responsibility for shortening the learning curve as quickly as they can.
Let’s look at the employer side for a moment. What is your advice to employers as they set out to hire from the GenY talent pool?
Employers need to acknowledge the strengths of GenY while being very specific about what they require in turn. Specificity as to expectations is huge and can be accomplished at various points in the process: in writing the job description, in the initial onboarding phase, in assigning tasks — on balance, GenYers are much better at being told what to do than taking the initiative. The good news is that they very much value professional development so my recommendation is for companies to reevaluate their learning and development programs to both accommodate the style and assets of GenY (this does not mean converting everything to elearning!) while emphasizing the real skills they’ll need to perform, deliver and succeed.
What else would you like to share on this topic?
The single best strategy for securing full time employment is to seek out internships. More and more, companies regard summer internships as 8 week job interviews and the chance to “pre-board” prospective employees. Presuming companies screened for the best interns they could, it’s in the companies’ best interest to protect their investment and offer full time positions to these interns. The name of the game here is “yield,” which means that companies want to demonstrate high return on the investment to both legitimize their programs and start developing talent as early as possible. It is incumbent on interns to conduct themselves as professionals, with appropriate demeanor, comportment, etiquette and work ethic.
About the Expert
Dani Ticktin Koplik, creator of the professional & career development program — bubble2boardroom — designed to prepare rising seniors, recent grads & young professionals for career success, is a well-respected authority on professional development for the 21st Century. She writes, speaks, coaches, mentors & teaches in a variety of formats including on-campus engagements, webinars, seminars, group & individual coaching. She can be reached at dtk@dtkResources.com & can be found at www.dtkResources.com & on twitter @dtkresources.
