I found this article on India’s Generation Y (born after 1979). It’s very interesting because although it focuses on corporate India, it is relevant to all organisations all over the world:
Young to turn critical for India, Inc.
The Economic Times
06 July 2006
K Ramkumar was a little surprised that day. A fresh recruit from a top B-school, looking almost shattered and very sad, knocked at his door: “Sir, I need to speak to you.” As the HR head of ICICI Bank, Kumar was at least two levels away from the recruit’s immediate boss. Though a bit taken aback by his confidence, he welcomed him in, saying, “Come in, come in. what’s the matter?”
India’s Generation Y (those born after 1979) is now entering the work force. With 54% of India’s population under 24 years, their number in the work force is, by any count, sizeable.
But handling them will not be easy. They are a completely different breed. Conventions, and the usual management principles just do not apply here. They are an impatient, impulsive, confident – at times overconfident – lot who have mostly got things on a platter.
“Sir, my boss spoke to me in a language which even my father would not use. I felt very bad. Nobody has ever spoken to me like that. I have always done well in my life,” he said. He wanted to quit. His boss had told him, “You are no good. You have to work hard.”
Kumar retorted: “My boss says that to me every day.” Then followed a brief session of counselling, some hard talking about the real corporate world, the sanctity of targets and deadlines and pulls and pressures that the work place involves.
Looking back, Kumar says, “This is the touch-me-not generation.” Handle them properly! India’s Generation Y (those born after 1979) is now entering the work force. With 54% of India’s population under 24 years, their number in the work force is, by any count, sizeable and will only grow in future.
Already, in IT & ITES, around 83% of the workers are below 30 years of age. In old economy sectors like FMCG and durables, they comprise 50% of the workforce, as against 30% 8-10 years ago. How corporate India handles and channelises them will determine their future.
Going forward, they will be critical for India Inc – a growing economy will need and hire more and more of them. Of course, the sheer volume of talent requirements will make them indispensable for the corporate world. At the same time, their high-energy levels, comfort with technology, global outlook, and an unabashed, confident view of the world will infuse some fresh thinking in corporate corridors.
Handling them will not be easy. They are a completely different breed. Conventions, and the usual management principles just do not apply here. They are an impatient, impulsive, confident – at times overconfident – lot who have mostly got things on a platter.
Growing up in post-liberalisation India, amid a buoyant economy, with the India story only getting brighter, for India’s Generation Y the convergence of so many upsides have helped, but not without its downsides. They have seen few failures and fewer hardships. Disillusionment sets in fast, and the patience threshold is low.
“This is the scratch-card generation, always in a hurry – they want to scratch cards and earn rewards,” says Harish Bijoor, CEO, Harish Bijoor Consults. But they are like livewires – a very hardworking, ambitious lot. Show them the dreams and they will go to any length to achieve them.
Patiently and with perseverance, India Inc is learning to understand them and channelise their energy. Here are some ground rules that are evolving at our workplaces:
Cut out those layers: Hierarchy and bureaucracy isn’t what turns them on. They are looking for empowerment and an open organisational structure which allows them to vent their energies and talent. So, flatter, more flexible structures suit them the best. It’s another matter that companies any way are doing away with those layers for efficiency reasons. Says Amitabh Ray, director, IBM Global Services: “They do not want golden handcuffs. What they are looking for is a challenging work environment.”
Talk straight: From performance appraisal to goal settings, they want a clarity of vision. They need to know their targets to be able to perform, and they want you to measure and reward. Objectivity, and not subjectivity, is what they are looking for – from salary hikes to promotions to getting plum assignments. Companies should be able to explain to them in a transparent way, why they did what they did. According to Neelesh Hundekari, director, KPMG India: “Transparency is important to them. So be ready to be questioned.”
Understand their psyche: Intermingling between sexes is spontaneous and comes naturally. Set rules but don’t turn stiff. They are irreverent and informal, let them breathe. Sir and Mr-Mrs is passe. They prefer to be on first-name bases – even nicknames like Sandy for Sandeep would do. Peer pressure and standing among their social group is important. So you can make them do anything, if it heightens their social standing. Says Raman Roy, founder, Quatrro: “Our Rs 4,000 gift prize bombed. Movie ticket and dinner for two worth Rs 1,000 was a huge success. Their social standing is important.”
Stand up and recognise them: They want that done for everything they do. Look at the fancy graduation ceremonies, the annual farewells now happening even at schools – this generation needs no reason to celebrate. And if they have one, you better help them celebrate. So party for every target achieved, beer for that special order he brought in or simply birthday cakes. Bring them on.
Fast, faster, fastest: In a 24/7 interconnected world, where companies are egging them on to deliver faster, be on call. Irrespective of time zones, their expectations run parallel. From things as small as their crib mail about the canteen food to bad work stations, below-expectation salary hikes or that expected promotion not coming through – respond fast, explain and deliver if you can. Else in this heated job market, their low patience threshold will take its toll.
Affairs not marriages: Nobody offers lifetime employment these days. And they aren’t looking for it either. The young generation isn’t thinking too long term – 3-5 years is long enough for them. So from salaries to rewards and career opportunities, chalk out strategies to get it more aligned with their time frame. Says Anita Ramachandra, CEO, Cerebrus Consultants: “They are looking for cash in hand, not retirement benefits. Structure salaries accordingly.”
