Finally get that promotion? Get exclusive content, tips and tools to help you excel.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
Generation Y is better educated and more tech savvy than previous generations, but managing them in the workplace poses unique challenges to employers. However, through insight and proactive policies, employers can tap into the strengths these nearly 80 million Americans bring to the workforce, suggests a recent webinar speaker.
Review and update company company policies dealing with harassment, cell phone/computer use, equal employment opportunity, and meal and rest breaks, advises Lonnie Giamela, an attorney with Fisher & Phillips LP who led the Nov. 5, 2009, webinar. In addition, he urges HR professionals to train managers in harassment prevention and to implement confidentiality agreements and love contracts along with comprehensive polices that address drug use and extensive computer use. Lastly, he urges employers to take appropriate steps to transition employees in and out of the workplace.
There are several reasons why it’s important for employers to be mindful of issues prompted by these employees born between 1977 and 1995, said Giamela.
For one, social norms have shifted.
“The tolerance for what is acceptable and what is not acceptable has changed dramatically,” including pop culture’s treatment of sex, sexual harassment and romantic interaction between two people, Giamela observed.
February 2008 CareerBuilder.com survey found 44 percent of 6,700 people have been involved in a workplace romance. Among Generation Y employees, 42 percent have dated a co-worker and 27 percent have dated a supervisor, even though 41 percent of Gen Y employees think that workplace romance can jeopardize job security or advancement opportunities, Giamela noted.
However, a 2006
Society for Human Resource Management/CareerJournal.com study he cited found that 72 percent of 491 HR professionals do not have formal or verbal policies on workplace romance even though perceptions about romantic involvement between employees have changed.
Since not all relationships end happily, it rests with employers to create stringent policies against harassment, introduce anti-harassment training, and consider
love contracts, he said. Love contracts are written agreements between two dating co-workers stating that the relationship is consensual. It’s a way to ward off potential sexual harassment claims.
Increased Use of Leave
Employers can expect to see an increased use of various types of leave among Generation Y workers, Giamela predicted.
That includes medical leave related to pregnancy based on an emphasis of starting a family at a young age; military leave from a generation that comprises a “super-majority” of people serving long-term tours of duty abroad, and more Family and Medical Leave Act (FMLA)—or California Family Rights Act (CFRA)—use to care for parents.
Giamela advises employers to:
It’s an over-parented generation whose members see themselves as one-person enterprises, have a feeling of entitlement, focus more on marketing themselves than their employer, and don’t want to hear “we’ve always done it this way,” Giamela said of his generation.
It’s also almost one-half Hispanic or Asian. And 20 percent of Generation Y has one foreign-born parent. Members of this generation tend to work in teams and desire information immediately. Its primary theme, he said, is balancing work and life without giving up the
ability to be recognized at work.
It is a generation that is distrustful of employers, having seen family members and friends’ families downsized in “corporate America’s quest for higher productivity,” he said.
While the nation hit a staggering 10.2 percent unemployment rate in October 2009—the first time since 1983 it surpassed 10 percent—52.2 percent of individuals ages 18-24 and not in school were unemployed, according to Giamela. CNN Money.comreported that the high school graduating class of 2009 matriculated into “the worst economy in decades, with unemployment at a 26-year high.”
In general, members of Generation Y don’t feel that they owe their employers loyalty. They neither expect, nor want to be, with the same company for their entire career, despite the current soured economy.
Claims against employers for fraudulent misrepresentation, failure to pay guaranteed bonuses, and class-action meal and rest period violations are among the types of legal claims Generation Y employees are filing in increasing numbers, Giamela said.
In addition, they tend to file more wage/hour complaints relating to unpaid overtime, as blue- and white-collar workers from this generation tend to work through lunch.
He advised employers to maximize their protection against claims by:
Giamela noted that employers should be aware that Generation Y employees tend to abuse leave policies and they should cast a wary eye at excuses that might be obtained from services that provide fake funeral, doctor and jury notes.
In recruiting Generation Y job candidates, he advises employers to:
*Offer flexible schedules, career paths and compensation plans. “This is not a “one-size-fits-all” generation, he warned.
*Recognize that they crave mentoring. More than one-third want to interact with their supervisors several times a day. However, they don’t want interaction related to their work unless it’s to be praised.
*Recognize that they desire autonomy and the ability to try new things, want to be treated as individuals, have high expectations of recognition and reward for minimal effort, want a collaborative relationship with their supervisor, and have little patience for “paying their dues.”
*Recognize they prefer companies that facilitate some type of
volunteerism. However, this generation gives less time per capita to volunteerism than other generations, Giamela said, “so obviously there is a conflict there.”
*Have a technologically up-to-date workplace. Generation Y’s classrooms have been Internet-connected since junior high school, Giamela observed.
Seventy percent of Generation Y employees admit that they access the Internet for non-work purposes, make personal calls at work, send personal messages at work and use computer e-mail accounts. Giamala says it’s essential that every company that uses computers has a social networking policy.
He pointed to the importance that employers take precautions to protect proprietary information.
Employees in general are being provided access to customer lists, marketing plans, vendor lists, pricing information, copyrighted information and intellectual property without appropriate safeguards, he pointed out.
This raises company image and confidentiality issues. Giamela advises employers—with notice—to monitor and conduct periodic surveillance access of employees and their use of databases containing such information as sales, marketing and research and development data.
Safeguards he recommends included dividing customer lists among the sales force and implementing password protection for that information so that each sales person has access only to information for customers he or she serves.
Maintain and use confidentiality and inventions agreements for all employees who have access to that type of information, he suggested. The agreements should be two or three pages with a couple of stand-alone exhibit pages.
“Remember that employees not only have storage in a micro-vault, they also have it in their brains,” he said, and they are more than willing to use it for personal advantage.
Consider developing a comprehensive exit interview procedure to retrieve documents and electronic records that contain the organization’s confidential information, and obtain from the exiting employee his or her written assurance that everything—memory sticks, laptops, BlackBerries, cell phones, discs—has been returned and electronic copies erased.
Kathy Gurchiek is associate editor for HR News. She can be reached at
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
HR Education in a City Near You
SHRM’s HR Vendor Directory contains over 3,200 companies