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Generation Y

What Generation Y Wants At Work And Why You Should Care

What do Ys want at work? For several years Johnson Controls has been sponsoring a survey of younger generations to answer this very question. Their most recent research shows that 18-25 year olds view the office as an extension of their home life.

What do Ys want at work?

For several years Johnson Controls has been sponsoring a survey of younger generations to answer this very question.  Their most recent research shows that 18-25 year olds view the office as an extension of their home life.

The following concepts ranked the highest on Gen Y’s list of workplace wants:

  • Sustainability — 96% of respondents want an environmentally-aware workplace;
  • Mobility — 76% prefer to be mobile rather than static workers;
  • Flexibility — 56% x percent want to choose when to work;
  • Collaboration – 41% prefer access to team space over conventional meeting rooms.

Other key findings include:

  • Opportunity — Generation Y prioritizes which job to apply for based on opportunities to learn, work colleagues, corporate culture and values; and
  • City Life — Generation Y prefers workplaces in urbanized locations with access to social and commercial facilities, good public infrastructure and the ability to use public transport, walk or drive to work.

This is great information, but there isn't anything new or surprising here.

Numerous surveys have been done on this topic and they all come to the same conclusion: For Generation Y, work is not about going to a place to do a job. Work is about doing something that makes a difference in a way that is meaningful and worthwhile both personally and professionally.

Generation Y has redefined the concept of work. And organizations like Johnson Controls continue to research this demographic and provide valuable insight to what Ys want partly to satisfy curiosity, but mostly because no one seems to be paying attention!


How many workplaces do you know of that satisfy the list of Gen Ys wants and excel at providing a workplace that is environmentally-friendly, mobile, flexible, collaborative, and learning-focused?


For the past several years, awareness has been growing, but most organizations aren’t focusing on the next generation of talent either because they don’t feel the situation is urgent enough or because they are too lazy or too afraid to make any changes.


Results from surveys like this one remind employers that 20-somethings are making demands on employers and employers will have to respond to these changes to stay competitive and engage young talent.


In other words, for the first time ever the power is shifting from seasoned executives to young professionals—and that’s a reality that some executives simply refuse to accept.


Hence the on-going surveys and reports. Some are hoping for different results or at least a simpler solution.

But the Johnson Controls’ report reminds its audience of why understanding and responding to Generation Y is so important: 

· Aging/Shrinking Workforce – We are on the brink of the largest turnover in human capital in history. As millions of Baby Boomers retire, there are millions fewer young people to replace them and talent will become a commodity; and 

· Demographic Differences — Generation Y is a technology savvy generation; the report calls them "furious digital innovators".  Unlike the generations that have come before them, Ys have grown up with 3D gaming technology, the internet, and social networking.  Their innovation and technology skills are crucial to keep our economies going.


So perhaps it’s time to pay attention to what the research is saying.

Generation Y wants a working environment they emotionally engage with; a space where they socialize with co-workers and which supports their health and well being.

This isn’t the end of the world, folks. It’s just a new approach to work—one that will probably be welcomed by workers of all ages.


Bottom line: Your company can’t afford to lose two-thirds of its workforce in the next five years. If you want to attract the up and coming workforce, you’re going to have to make some changes. And sooner is better than later.

Zs came of age in an era of disruption

In many ways, it’s symbolic that Generation Z is named after the last letter in the alphabet because their arrival marks the end of clearly defined roles, traditions, and experiences. After all, Gen Z is coming of age on the heels of what has been referred to as the most disruptive decade of the last century. America has become an increasingly changing and complex place.

For example:

  • ‍Zs were born into a “modern family era” in which highly involved dads help out at home, and the nuclear family model (two parents, married, with children) represent only 46% of American households.
  • ‍Zs are the first generation to be born into a world where everything physical, from people to places to pennies, has a digital equivalent.
  • From the time they were infants, Zs had access to mobile technology. As a result, their brains have been trained to absorb large amounts of information, and Zs are especially adept at shifting between skills and subject matter.
  • Zs tend to have crystal-clear memories of sitting up for the first time at six months old because they can easily and quickly reference the photos and videos their parents shared on social media or saved in the “cloud”. 

Members of this generation have undoubtedly been shaped by crisis and disruption. This generation will largely be responsible for confronting the aftermath of the Great Recession, high youth unemployment, the effects of climate change, terrorism, energy sustainability, and more. These dark events have undoubtedly made this generation more cautious and pragmatic, but they have also provided this generation with the inspiration to change the world – and their grit will likely allow them to do it.

Coming of age during disruption means that most Zs will be comfortable being the disruptors. While Millennials tend to be collaborative and innovative, this generation tends to be sincere, reflective, thick-skinned, and self-directed, and will likely approach work in much the same way.

Zs were raised to be competitive

In the era following World War II, Boomers (1946-1964) were born and eventually became the wealthiest, most prosperous generation in history. Raised to aspire for the American Dream, this very large generation moved into positions of power and influence, and served as the workforce majority for 34 years.

With the American Dream alive and well, Boomers had no reason to teach their children, mostly Millennials, about competition. Instead, they taught them to focus on academic achievement and to be team players because if everyone works hard, everyone can win.

Enter Generation X (1965-1981). In contrast Boomers, Xers came of age during a time when change and economic and political uncertainty began to take root. They have lived through four recessions, struggled with debt and economic decline most of their lives, and watched the best educated and accomplished generation of all time (Millennials) graduate during the Great Recession and become the most debt-ridden generation in history.

Gen Xers can be defined by their independence and anti-status quo approach to life, and they have taught their Gen Z children to be competitive, believing only the best can win. They have encouraged their children to be realists, finding something they are good at and aggressively pursuing it.

Xers have raised their Zs with an intense focus on competitiveness -- in academics, sports, and other activities. This approach to parenting has many implications, but one stands out in terms of business: Gen Z is likely to lead.

Millennials in the workplace created and aggressively advocated for collaborative work environments. In fact, their aversion to leadership has been so strong, some Millennials sought out companies that boasted boss-free or team-managed workplaces.

In contrast, Zs have been raised with an individualistic, realistic, and competitive nature. They have been taught the skills to successfully defy the norm. This means we’re going to see the pendulum shift away from collaborative workplaces towards a widespread demand for, and pursuit of, leadership development.

Zs are career-focused.

While Millennials have been criticized for their “delayed adulthood”, Gen Z is showing signs of “early adulthood”. Educators and parents often describe this generation as being more serious and contemplative about the world. Zs are thinking about their career paths and exposing themselves to career training at an earlier age than Millennials. It’s probable that some of this early onset of adulthood is caused by parents, who are pressuring their children to be competitive and successful and to avoid the debt that plagued both the Gen Xers and Millennials.

The numbers from our global research found 46% of Gen Z said they know what career to pursue and 51% have taken a class at school focused on their career interests. Forty percent joined an extracurricular program (team, club) based on their career interests.

Zs are seeking financial security. 

Zs have been shaped by the aftermath of the Great Recession. They watched Millennials become debt-ridden and are concerned about falling into the same trap. XYZ University’s survey results show 66% of Zs said financial stability is more important than doing work they enjoy, which is the exact opposite of Millennial survey results.  Also, 71% of survey-takers have a paying job.

Zs value leaders who are positive and trustworthy.

When presented a list of leadership traits, Zs ranked positive and trustworthy the highest. While Millennials and Gen Zs both value trust in a leader, Millennials usually cite collaboration and vision as most important. In other words, Millennials focus on the outcomes leaders inspire, whereas Zs are more likely to consider leaders’ attitudes and personalities. To Z, what leaders encourage others to do isn’t as valuable as how they make them feel.


Zs want to be challenged.

Both Millennials and Gen Zs place a very high value on feeling challenged and appreciated in the workplace. However, according to our survey results Millennials rank appreciation slightly higher than challenge, whereas Zs rank feeling challenged slightly higher than appreciation.

Time will tell how Zs go down in history, but we know this generation’s influence on history will be unlike any other.


Does your organization have what it takes to engage the next generation? Take this quiz to find out.


Sarah Sladek is CEO of XYZ University. Our generational intelligence can assist you with engaging and retaining young talent and members.

Sarah Sladek

Concerned about declining engagement in our nation’s membership associations, non-profits, and workplaces, Sarah Sladek founded XYZ University, the nation’s first and only generations-focused training and engagement strategy company, in 2002.

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