This book will frame Generation Y (children born between 1978-1991)for corporate leaders and managers at time when the corporate worldis desperate to recruit and retain worked in this age group. Itwill debunk dozens of myths, including that young employees have nosense of loyalty, won't do grunt work, won't take direction, wantto interact only with computers, and are only about money.
This book will make a unique contribution in four key ways:
It will disprove the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more„fun.“ To the contrary, Tulgan argues that the key to winning therespect of this generation, and getting the best effort out ofthem, is to carefully manage their expectations by neverdownplaying any negative aspect of a job.
He will show managers how this Generation thinks transactionally inall negotiations. For them it's about what they will do for youtoday and what you will do for them today, not tomorrow, not fiveyears from today, but today.
He will explain why they have no interest in tying their futures toyour corporation. But he will also make clear that they do have awell thought-out plan for themselves, one that requires that everyjob they take build up their skill sets, so they become morevaluable employees for someone else--if and when you do not fulfillyour end of the bargain, or drag your feet in doing so.
But most of all, it will explain to corporate leaders that for thisgeneration their personal life comes first, so that each job theytake must accommodate itself to some need defined by their personallife. Tulgan argues that until you know the personal need the jobcan satisfy for a potential employee, you and the applicant may betalking past each other. Those needs are so beyond the imaginationof most bosses that Tulgan devotes a third of the book toexplaining how they affect the job decisions of this generation.
This book will make a unique contribution in four key ways:
It will disprove the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more„fun.“ To the contrary, Tulgan argues that the key to winning therespect of this generation, and getting the best effort out ofthem, is to carefully manage their expectations by neverdownplaying any negative aspect of a job.
He will show managers how this Generation thinks transactionally inall negotiations. For them it's about what they will do for youtoday and what you will do for them today, not tomorrow, not fiveyears from today, but today.
He will explain why they have no interest in tying their futures toyour corporation. But he will also make clear that they do have awell thought-out plan for themselves, one that requires that everyjob they take build up their skill sets, so they become morevaluable employees for someone else--if and when you do not fulfillyour end of the bargain, or drag your feet in doing so.
But most of all, it will explain to corporate leaders that for thisgeneration their personal life comes first, so that each job theytake must accommodate itself to some need defined by their personallife. Tulgan argues that until you know the personal need the jobcan satisfy for a potential employee, you and the applicant may betalking past each other. Those needs are so beyond the imaginationof most bosses that Tulgan devotes a third of the book toexplaining how they affect the job decisions of this generation.
