UK

GEN Y AND THE

WORLD OF WORK
A report into the workplace needs,
attitudes and aspirations of Gen Y
CONTENTS FOREWORD

FOREWORD 3 A new generation has arrived and is now This report explores a number of key areas:
embedded in the world of work. Generation Y what Gen Y look for in their leaders and
SUMMARY OF OUR RESEARCH 4 (‘Gen Y’) – those born between 1983 and 1995 managers; what attracts them to a company
- now represent a significant percentage of and what are the factors that make them stay,
1. GEN Y AND THE WORLD OF WORK 6 the UK labour market. As the ‘Baby Boomers’ such as reward, lifelong learning or interesting
and ‘Gen X’ start to leave the workforce, work. It explores their attitudes to technology
2. LEADERSHIP 12
this generation will take over the reins and and social media in the workplace and also
3. ENTREPRENEURSHIP 14 be responsible for developing, leading and explores their views on entrepreneurship and
driving the UK economy. In this report, the how it relates to their careers. These findings
4. ATTRACT 16 first in a series of Hays research reports, present organisations, and HR departments
we focus initially on Gen Y in the UK and in particular, with interesting insights into the
5. RETAIN 18 set out to understand their hopes, views specific preferences of Gen Y. Reviewing and
and aspirations as they relate to the world acting upon these, where appropriate, will help
6. TECHNOLOGY & SOCIAL MEDIA AT WORK 20 of work. Subsequent volumes will explore organisations to shape their EVPs, attract new
Gen Y in China, Australia, USA and Germany talent and retain the very best talent that they
ABOUT HAYS 22
and look at cross-cultural similarities and have. The research findings also discuss ideas for
differences, as well as offering deeper insights adapting and changing the way organisations
into the UK as our research progresses. develop leaders and their leadership culture
where more traditional methods may be less
The financial crisis and associated global useful. For Gen Y’ers, these findings highlight the
economic fragility has without doubt made the views of their peers and may help to inform their
job market a more challenging place for both workplace choices and shape their career paths.
candidates and for hiring organisations. At the
same time, the emergence of new technology I hope this research provides a unique insight
is constantly changing the ways that people into Gen Y, how they aspire to power the
look for work, evaluate job opportunities and world of work and what organisations can
seek to attract, hire and retain talent. The global do to attract, motivate and retain them.
labour market is a very different place than it As always we welcome your feedback
was even just a few years ago. ‘Gen Y’ers’ have on this and our forthcoming volumes.
quite different needs and aspirations from
previous generations in the workplace and look James Cullens
for a more engaging employee value proposition Group HR Director
(EVP) than has perhaps existed in many Hays
businesses before now. How can organisations
ensure that they are listening and adapting
their employment propositions to attract and
retain the best emerging talent? Conversely,
how can Gen Y’ers ensure that they are realistic
about their workplace needs and aspirations?

GEN Y AND THE WORLD OF WORK 3

SUMMARY OF OUR RESEARCH

ABOUT OUR SURVEY

We asked a sample of Gen Y GENDER SPLIT YEARS IN WORK
from across the UK to share their
views on the world of work.
44.4%
Over 1,000 18-30 year-old
respondents answered our survey.
One in five were still in education Female Male 20.7%
while 44 per cent had been in 51% 49%
work for more than three years. 11.5% 10.1%
7.7%
The sample represents all major 5.6%
UK sectors from IT through to
medicine, law and finance. 0-12 months 13-24 months 25-36 months Over 3 years Not started Still in
working since full time
completing education
This research explores what Gen Y full time
really want from their careers,
what gives them greatest job AGE SPLIT education

satisfaction, how technology 8% 8% 7% 7% 7% 8% 8% 6% 8% 7% 7% 9% 10%

impacts their ability to perform
and what they’re prepared to do CURRENT WORKING STATUS
to get ahead. We also shed light
on Gen Y’s preferred working 18 19 20 21 22 23 24 25 26 27 28 29 30 27.0%
culture and what they’d like to see 22.3% 22.0%
from their ideal boss. The findings
make interesting reading for HR
departments and organisations REGIONAL 13.8%

seeking to recruit, motivate and REPRESENTATION 9.8%

retain members of this generation. 16.0%

4.5%
14.0% 0.6%
11.4%
In this report we add further 8.7% 8.9% 8.0% 8.0% 8.7%
7.1% Working full Student/ Working full Working Unemployed Other Intern
context to the survey findings 4.7% 4.5% time – not in full time time – in first part-time and looking
based on our wider experience first full time education full time job (8-29 hours for work
job (30 hours (30 hours per per week)
of powering the world of work. per week week or more)
or more)
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4 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 5
1. GEN Y AND THE WORLD OF WORK

A new generation is here and they are already

embedded in the world of work. Gen Y – defined as
those born between 1983 and 1995 and, according REWARDS & BENEFITS
to a 2010 census, comprise 11.3 million, or 18%, of 6 MOST ATTRACTIVE
JOB REWARDS AND
the UK’s working population. From our sample of BENEFITS:
Gen Y’ers, 49% are working full time and 14% are
employed part time. This section of the workforce
has a unique set of desires and demands. 61% 61% BASE SALARY BASE SALARY
FLEXIBLE WORKING:
49% POSSIBILITY TO WORK FLEXIBLE HOURS
FLEXIBLE WORKING:
49% POSSIBILITY TO WORK FLEXIBLE HOURS
41% POTENTIAL TO EARN BONUS

CAREERCAREER ASPIRATIONS
ASPIRATIONS 41% 36%
POTENTIAL TOLEVEL
EARN OF HOLIDAY ALLOWANCE
BONUS
WHAT
WHAT GEN GEN-Y WANT
Y WANT
FROM
FROM THEIR THEIR CAREER:
CAREER:
33% COMPANY PENSION

36% 31% LEVEL OF HOLIDAY ALLOWANCE

FLEXIBLE WORKING:
POSSIBILITY TO WORK AT HOME

ACQUIRE 33% COMPANY PENSION

INTERESTING JOB PERSONAL KNOWLEDGE
WORK SECURITY WEALTH AND EXPERTISE
FLEXIBLE WORKING:
31%
POSSIBILITY TO WORK AT HOME

60% 47% 40% 38%

money isn’t everything for Gen Y. Pension provision is also AMBITIOUS FOR QUICK PROGRESSION
surprisingly high on the list, with a third of respondents
ranking this among the six most attractive benefits. This focus on continuous learning plays a part in the overall
level of ambition exhibited by members of Gen Y. Almost one
A THIRST FOR KNOWLEDGE third of those surveyed (31 per cent) cite the ability to progress
quickly as one of their top five factors when choosing a potential
GEN Y WANT INTERESTING WORK members still want some stability in their careers. This may be But it’s not just benefits that Gen Y members look for when employer. 29 per cent say a defined career path definitely attracts
the result of general unease given the context of the recent global choosing an employer. Top of their list, according to 53 per cent, them to potential employers. The trend for flatter organisational
Top of the list of career aspirations for Gen Y, and voted for by economic recession and the high level of youth unemployment. is the training and development offered by an organisation. structures may have placed a hurdle for organisations trying
60 per cent of them, is “interesting work”. Understanding what There is a thirst for knowledge and life-long learning among this to offer this, particularly when talented individuals want to see
interesting work means will of course entirely depend on individual FLEXIBILITY IS IMPORTANT ambitious segment of the working population. They don’t want evidence of how far they can progress. Organisations need to
preference. But just by knowing that the nature of the work they learning to end when they leave formal education, but want approach succession planning in a very transparent manner
undertake is very important to Gen Y’ers, HR departments will Salary level is also important to Gen Y. It is ranked the training and development and even to study for professional which can help show Gen Y where they can progress to.
be able to focus on the kinds of work their organisations offer highest when it comes to the most attractive element of qualifications throughout their careers. This does not necessarily
these people in the early stages of their careers. But Gen Y is job rewards and benefits. This is perhaps not an especially have to be traditional employer-offered training and development, A NEW GENERATION OF ENTREPRENEURS
also similar to older generations, particularly the Baby Boomers, surprising finding. Yet the fact that the next most attractive but can encompass a range of learning approaches from
in its desire to have job security, the next most popular career benefit is the possibility of working flexible hours – rated accredited in-house courses to free courses on iTunes U. Setting up their own businesses is also high on the list of career
aspiration, voted for by 47 per cent of respondents. Even though before that of the potential to earn a bonus – shows how aspirations for Gen Y. 61 per cent already have, will or are definitely
they are wise to the fact that jobs for life are hard to come by, Gen Y interested in running their own business at some point in their

6 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 7
1. GEN Y AND THE WORLD OF WORK

DECISION MAKING
FACTORS
EMPLOYER CHOICE

TOP 5 FACTORS WHEN DECIDING

ON A POTENTIAL EMPLOYER:

TOP FIVE FACTORS WHEN DECIDING

ON A POTENTIAL EMPLOYER:

53% 41%BENEFITS
37%
FLEXIBILITY
31%
ABILITY TO
PROGRESS
QUICKLY
29%
DEFINED
CAREER PATH

53%
TRAINING AND OFFERED
DEVELOPMENT

41%BENEFITS
37%
FLEXIBILITY
31%
ABILITY TO
PROGRESS
QUICKLY
29%
DEFINED
CAREER PATH

TRAINING AND OFFERED

DEVELOPMENT

working life. This may be the result of the entrepreneur’s image technology has dramatically altered the workplace. Employees (57 per cent) agree that social media is distracting at work. Yet
being one to aspire to, with the popularity of programmes such can be in contact with employers 24 hours a day, seven days banning social media at work is a risky strategy, particularly given
as Dragon’s Den and The Apprentice. Or it may be a result of a week and from a hand-held device. Equally, more work can a study by Cisco of recent graduates and young professionals
the move away from standard employment contracts to more be done remotely than ever before. For Gen Y members, the which found that 56 per cent would not consider working for a
flexible self-employment. Either way it is not necessarily bad proliferation of communications technology has characterised company that had banned the use of social media at work.

 wo in three agree that

T
news for organisations that want to employ Gen Y. It is just a the workplace throughout their careers so far. This has meant
case of capitalising on these aspirations and, where possible they are perhaps more comfortable than older generations with All this means that it is essential, now more than ever, for
organisations to review their technology and communications
technology is blurring
and appropriate, building an entrepreneurial and innovative rapidly changing approaches to communication within and
work culture and an employee proposition to match. outside the workplace. But it also means that finding a sense strategies and social media policies regularly to make sure
of work-life balance is hard, and this is an important goal for they are set up to get the best from Gen Y employees.
NEW TECHNOLOGY BLURS THE them, with 49 per cent of them saying that achieving a balance This could mean embracing instant messenger as a form the line between their
between work and social life is an indicator of career success. of communication (36 per cent think this will be the most
WORK-LIFE BALANCE
More than one quarter (28 per cent) blame constant connectivity common way for people to communicate at work in five work and social lives.
with not being able to switch off from work over the weekend. years’ time). Or it could mean examining how social media can
Flexibility at work is an important theme for Gen Y. It was
help an organisation recruit the right people, communicate
rated the third most popular factor when choosing a potential
Two in three agree that technology is blurring the line between the right messages both internally and externally, and
employer, voted for by 37 per cent of the surveyed Gen Y
their work and social lives. And almost one third (30 per cent) collaborate with other companies, clients and customers.
members. This applies to both working from home and working
can’t resist looking at work emails when on holiday. More than half
flexible hours, and it could be seen as a response to the way

8 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 9
1. GEN Y AND THE WORLD OF WORK

As members of Gen Y
rise through the ranks of
LEADERSHIP organisations, HR departments
FOUR MOST IMPORTANT will need to understand how
LEADERSHIP QUALITIES: they fit into the workplace so
they can help build employee
value propositions and career
paths that attract, develop and
ABLE TO KNOWLEDGEABLE
MOTIVATE OTHERS SUPPORTIVE FAIR /EXPERT retain the very best talent the
UK has to offer. We’ve talked to
them in detail about their views
on leadership, entrepreneurship,
47% 47% 44% 42% career choice, career progression
and technology at work,
the results of which form
the basis of this report.

GEN Y’S IDEAL BOSS:

51% 40% 34%

COACH/MENTOR LEADER ADVISOR

LEADING GEN Y
It is equally important for companies to
consider their approach to leadership
in light of Gen Y’s view of what ideal
 hey want
T
leaders should look like. This generation
wants a new kind of leader: one that
leaders who will
is fair, supportive and knowledgeable,
and above all a coach and mentor. They
encourage and
want leaders who will encourage and
help them to learn more to do their jobs
help them to learn
better. A dictatorial approach will not go
down well, but nevertheless leaders must more to do their
show decisiveness, confidence and be
direct. This needs to be borne in mind for jobs better.
current leaders, but also in light of the fact
that Gen Y will be tomorrow’s leaders.

10 GEN Y AND THE WORLD OF WORK

2. LEADERSHIP

Traditional models of command and control where necessary to allow leaders to

mentor and coach can see a move away
style leadership have long been out of vogue in from the traditional role that leaders have
progressive organisations. But a new model of
GEN Y’S of just allocating work to employees.
IDEAL BOSS: Adopting a culture of learning can
leadership is emerging, as a new generation of also be achieved by considering how
in-house talent may be able to create
workers begins to make its mark on the British study or training programmes that are
workplace. Gen Y want something a bit different accredited externally. This may provide
a practical and cost effective alternative
from their leaders. 51% of respondents really want to other external training interventions.
a coach or a mentor for a boss and they are less
motivated by traditional leadership styles.
Gen Y employees want something
different from their leaders. The
51% 40% 34% overwhelming sense of this is a

88
GEN Y WANT LEADERS COACH/MENTOR LEADER ADVISOR focus on equity, guidance and
WHO CAN MOTIVATE MOST IMPORTANT
MOST IMPORTANT experience. They don’t want

It is imperative for the leaders of your

QUALITIES
QUALITIES IN A IN A someone merely there to allocate
organisation at least to understand the WORK-PLACE
WORK-PLACE LEADER
LEADER: work, but someone who coaches
needs and wants of Gen Y. This segment and mentors, is fair, supportive
of the workforce accounts for 18 per and knowledgeable and who will
cent of the total UK population, and
will be fundamental to the success of ABLE TO
MOTIVATE OTHERS SUPPORTIVE FAIR
KNOWLEDGEABLE/
EXPERT
30% 16% 10% develop them further. For some
organisations, preparing their
most organisations, as well as making CONFIDANTE/ FRIEND DIRECTOR/
DISCUSS PRIVATE ALLOCATOR leaders to have a broader set of
up a significant amount of future AND WORK OF WORK interpersonal skills to meet these
leadership cadres. Gen Y employees MATTERS
want to be supported, mentored and demands will be a new challenge.
motivated. According to Hays’ research, 47% 47% 44% 42% But by understanding what drives
respondents’ two most important Gen Y and accommodating
qualities in a workplace leader are the
Leading Gen Y employees is also about FEED THEIR APPETITE
giving them regular feedback – they need this in your leadership, you can
ability to motivate others and to be TO LEARN AND GROW
A PERSON OF to feel engaged with what they are doing get the best out of them.
supportive, both of which were chosen
INTEGRITY DECISIVE CONFIDENT DIRECT and why they are doing it. Mentoring Gen Y wants leaders that encourage
by 47 per cent of respondents.
these employees can not only identify them to learn too. With 97 per cent of
their aspirations, but can help meet Hays’ respondents saying they would
These people want to learn, they
the organisation’s goals by identifying consider studying for professional
don’t want to be dictated to. Equally,
they want a friend or confidante from 30% 22% 22% 7% talented people to take the organisation
forward, for example. Above all, the right
qualifications to further their careers
leadership in the workplace. 30 per cent or gain more recognition, leaders who
leadership model can bring benefits for can tap into this thirst for learning
say that their ideal boss is someone
your business, especially for SMEs. In effectively will benefit over the longer
they can discuss private as well as
the case of the aforementioned digital term. The structure of your organisation
work matters with. 16 per cent goes
marketing agency, the company enjoys can help with this. The work that leaders
further – describing their ideal boss is a The old models of leadership may need One SME digital marketing agency high levels of employee engagement do needs to enable them to have the
friend. Just one in ten is looking for an to be re-evaluated in some organisations shares a great deal of information with as a result of some of its approaches to time, motivation and recognition for
“allocator of work” as their manager. if there is a desire to manage differently. its 39 employees, inviting all of them management, with turnover of less than coaching and mentoring their team. For
According to a US-based start-up called to weekly meetings in which they five per cent, and sick levels below the example, one of the ‘Big Four’ accounting
TRANSPARENCY IS KEY The Levo League – a business community share business information, including national average: less than one day per
for young women – this means being details of the level of profit made on firms has an on‑boarding programme
person, per year. The right leadership whereby graduates are mentored by
But what does this mean for your more honest with this generation of different projects. The company also model will attract the best Gen Y senior employees even before they
leadership culture and management employees, and explaining the bigger involves all employees when deciding candidates and will also get the best out have formally joined the firm. Equally,
development? It may mean that Gen Y purpose of your organisation’s operations. on what projects to work on. of them once they have joined you. adapting the management structure
needs to be managed differently.

12 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 13
3. ENTREPRENEURSHIP

Becoming an entrepreneur is no longer the preserve TAKING ADVANTAGE

81%
AS AN EMPLOYER
of a precious few. Technology, the internet and access INTEREST IN
INTERNATIONAL
to different funding sources have made the possibility But what about the employers who are WORK OPPORTUNITIES:
investing in recruiting Gen Y members
of starting a business far more realistic for many and developing training and development
people. The emergence of alternatives to standard OF THOSE
programmes and competitive reward WORKING AND LIVING
OVERSEAS
20%
NONE

employment contracts such as interims and freelance

packages to bring them on board? These 22%
SURVEYED SAY findings are likely to set alarm bells ringing
portfolio careers has coincided with the popularity for these businesses. Rather than watching

of television programmes such as Dragon’s Den THAT SUCCESSFUL talented Gen Y employees join and then

ENTREPRENEURS
leave to start out on their own, it’s worth ALL MENTIONED 20%
and The Apprentice. Equally, the ‘entrepreneur’ encouraging them to be innovative and
27%
is an attractive career: according to the Global RECEIVE HIGH entrepreneurial within your own company.
Looking for opportunities to foster innovation
Entrepreneurship Research Association, STATUS and recognise new ideas will be essential to 11%
retaining talent in this brave new world.
81% of those surveyed say that successful
entrepreneurs receive high status. The kinds of skills required to be a successful
entrepreneur – commercial focus, innovation,
WORKING IN THE UK BUT ON WORKING IN THE UK BUT WITH
INTERNATIONAL PROJECTS INTERNATIONAL TRAVEL
passion, self-motivation and determination
– are the kinds of skills any employer would

78%
ARE INTERESTED
want in a new employee. So take the time IN INTERNATIONAL
WORK
to consider where in your training and
GEN Y ARE INCREASINGLY development or career path you might be
ENTREPRENEURIAL NOT INTERESTED IN HAVING
THEIR OWN BUSINESS
offering opportunities for people to develop There are obvious benefits to embracing to create study or training programmes that
and use some of these skills whilst remaining an entrepreneurial culture. Companies are accredited externally. This may provide
For many members of Gen Y, the idea in your business. For some ambitious Gen Y growing fastest and making the most a practical and cost effective alternative
of becoming an entrepreneur is very employees, it’s worth communicating to significant impression on the fabric of our to other external training interventions.
appealing. Hays found that 61 per cent WOULD CONSIDER HAVING them that the valuable experience and
THEIR OWN BUSINESS everyday lives are more often than not
either already have their own business, IN THE FUTURE skills they get from working within an entrepreneurial in nature. Google, Facebook,
they intend to, or are very interested organisation will be a firm foundation for Apple, Virgin, all have a recognisable ‘face’
in running their own business at some 42% 39% any career, as an entrepreneur or not. For – that of their founder(s). Many of these
Gen Y’s entrepreneurial
point in the future. HR departments example, one of the ‘Big Four’ accounting aspirations aren’t something
companies recognise that the world of work
need to be aware of this to ensure firms mentioned previously, aims to that organisations should fear.
has changed and have adapted accordingly.
they can retain talent by developing encourage an entrepreneurial spirit among They encourage all employees to come On the contrary, they are an
the right working environment its employees by holding a competition up with ideas. They place an emphasis on opportunity for companies to
and an engaging employee value for them to come up with ideas for the team and camaraderie. They ensure that
proposition tailored to the important 12% 7% company’s growth. For small to medium-sized employees can communicate with each other
make sure that they attract the
points in an individual’s career path. enterprises, encouraging entrepreneurial effectively. They make sure the leadership of best Gen Y talent, and ensure
spirit among employees may be easier than the organisation is visible and accessible for that the leadership pipeline is in
Gen Y has a revolutionary attitude for larger corporations. A smaller size can
AGREE THAT HAVING THEIR OF GEN Y ARE SELF EMPLOYED/ all employees. For Gen Y, which has grown place for the next generation.
towards entrepreneurialism. More than be an advantage especially if individuals
OWN BUSINESS IS THEIR MAIN HAVE THEIR OWN BUSINESS up with these new kinds of organisations,
any other generation, 18 to 30 year-olds CAREER OBJECTIVE are undertaking a number of different roles. this kind of culture will be appealing.
aspire to have their own company one The digital marketing agency mentioned
day. While almost two-thirds of this age in the previous section ensures that its Adapting the management structure
group desire this achievement, just 8.9 destiny, coupled with the thought that also promoting this spirit, believing that employees spend time working on their own where necessary to allow leaders to mentor
per cent of the overall working population it is possible for anyone to monetise entrepreneurs can help kick-start the or collaboratively, to develop new products and coach can see a move away from the
intend to start a business within their own ideas in the commercial world. beleaguered economy. In January 2013 and services that they then train other staff traditional role that leaders have of just
three years, according to the Global Gen Y is driving this entrepreneurial it committed an extra £30 million to members on. The company benefits from high allocating work to employees. Adopting a
Entrepreneurship Research Association. spirit: 12 per cent agree that their own its Start-Up Loans scheme for 24 to 30 levels of engagement and motivation across culture of learning can also be achieved by
This may be down to reduced job business is their main career objective, year-olds to help them set up businesses. the agency, and it has grown net revenue considering how in-house talent may be able
security elsewhere, more desire for and seven per cent already have their by 83 per cent over the last three years.
freedom and control over one’s working own business. The UK government is

14 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 15
4. ATTRACT

Gen Y demand different things from their careers Employers can also encourage self-study
for professional qualifications that are
In light of the research findings, this
approach may need to be reconsidered
operations means employees may be
getting experience in a wide range of
than older members of the workforce. They are linked to business goals without having by some companies. One major British areas, including leadership on projects
eager to learn. They place the interest and enjoyment to spend significant amounts of money.
Less expensive options are also possible.
retailer has a very transparent career
path for employees. The company’s
for example. Ultimately whether you are
a corporation or an SME your employee
of work before salary. And they want to work flexibly. Organisations can accredit their own approach to this encompasses a number value proposition must include a clearly
training with professional bodies. This of strategies, including identifying articulated programme that, if they have
Understanding this segment of the population and can be an attractive and cost-effective core competencies at the recruitment the right talent, attitude and work ethic,
their work aspirations is essential if employers are option for businesses because all learning stage. It follows this with extensive a Gen Y employee can go all the way
is closely tied to required business training of employees and individual from new starter to senior management.
to shape their employee value proposition to attract outcomes, yet the employee still benefits development for staff based on their
and retain the best talent. by the way their external development qualities. These include partnerships
is perceived in the external world. with academic institutions such as
the London College of Fashion. High
Not all of the aspirations of Gen Y
MAKE CAREER PATHS potential employees are considered
for development programmes aimed workers can be met all of the
CLEAR AND ACHIEVABLE time. While 49 per cent want
at creating a succession plan for the
29 per cent of our sample says that management of the business. Ultimately, the ability to work flexibly, this
MONEY ISN’T EVERYTHING having a clearly defined career path this creates a high-quality, engaged may not be a practical option for
FOR GEN Y is among the top five most important workforce, with high levels of retention.
all firms. Nor do all employers
CAREER ASPIRATIONS reasons for choosing an employer. People want to offer it. Yahoo’s recent
Interesting experiences and job security WHAT GEN Y WANTS want to see where they are going and A DIFFERENT APPROACH
decision to ban its staff from
rank higher on their list of career FROM THEIR CAREER: can aspire to go. In today’s world, this FOR SMEs
working from home may or may
priorities than salary. 60 per cent of the can be a challenge. Corporations in
respondents rate “interesting work” which hierarchies have been flattened, While such programmes might not be not backfire! But the key thing
as one of the top three goals of their streamlined and management layers cost effective for SMEs to offer those is that organisations understand
career. This compares with 40 per 60% 47% 40% 38% removed have resulted in less transparent Gen Y’ers looking for a clear career path, that Gen Y want flexible working
cent who say personal wealth ranks career paths. Yet a significant number smaller businesses can offer progression
in their top three. In between these
– not necessarily home working.
of the Fortune 100 companies have through experiences rather than a formal
two goals, comes job security, with 47 embraced a flat corporate structure, programme of training and development. So if an employer decides not
per cent rating it in their top three. including the highly-regarded Google. The hands-on nature of many SMEs’ to offer it, they need to manage
employees’ expectations
PROVIDING appropriately and also accept that
INTERESTING WORK INTERESTING JOB PERSONAL ACQUIRE
WORK SECURITY WEALTH KNOWLEDGE some portion of the workforce
AND EXPERTISE REWARDS & BENEFITS may choose not to work for them.
But what does “interesting work” mean MOST ATTRACTIVE
for this generation? For 78 per cent of JOB REWARDS AND
Hays’ respondents, it means having an SATISFY THEIR THIRST Ensuring that you have a training
BENEFITS:
and development curriculum clearly
international aspect to the work they FOR KNOWLEDGE
do. Corporations may seem to have an articulated on your website and in
FLEXIBLE WORKING:
unfair advantage over small to medium- Interesting work for Gen Y also means your attraction collateral will help you BASE SALARY POSSIBILITY TO WORK AT HOME
sized enterprises in offering international learning and self-improvement. to attract the best Gen Y employees. 61% 31%
experience to Gen Y employees, but for Training and development is the most This need not be an expensive and
FLEXIBLE WORKING:
SMEs with fewer resources, there can be important factor for more than half extensive offering, but it needs to be POSSIBILITY TO WORK FLEXIBLE HOURS INTERNATIONAL TRAVEL
other solutions too. If your organisation (53 per cent) when deciding to work clear. Although larger organisations 18%
49%
has international travel opportunities for for a potential employer. Incredibly, 97 may have bigger budgets to address
POTENTIAL TO EARN BONUS PRIVATE HEALTHCARE
employees, spread them across the team per cent of people surveyed say that this issue, SMEs providing interesting
by rotating tasks and responsibilities and work via opportunities for Gen Y’ers 41% 16%
they would study for a professional
varying clients and sectors. If it doesn’t, qualification if it helped their career to take on greater responsibility earlier LEVEL OF HOLIDAY ALLOWANCE COMMISSION POTENTIAL
think about how to allocate different progress, and almost 20 per cent cite in their careers can be an effective 8%
36%
learning opportunities or assignments ongoing study opportunities as an part of an employment offering.
COMPANY PENSION STOCK/SHARE OWNERSHIP GRANTS
within your team that will help individuals important factor when deciding whether
33% 7%
build or broaden their experience base. to work for a potential employer.

16 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 17
5. RETAIN

Jobs for life are very hard to come by. Gen Y is EMPOWER GEN Y
WHERE POSSIBLE
more accepting of this new working reality than FACTORS THAT
previous generations. More than one quarter IMPACT JOB In the main, Gen Y wants to feel

of them (26%) expects to have at least seven SATISFACTION: valued and appreciated, and that
they are making a difference. For HR
different employers throughout the course of their departments and managers this could
mean including them in business
careers. This means that retaining your talented 50% Feeling valued/appreciated 26% Learning and development opportunities
decisions in some way, or showing
Gen Y employees is of fundamental importance 42% Varied and interesting work 25% Solving problems them the impact they are having on
the business. By way of example, DIY
to current and future business success. To do that, 40% Financial award 23% Being part of a motivated team
retailer B&Q helped recruit a Youth
organisations need to use their understanding 35% Feeling you’ve made a positive contribution 19% Helping others Board to advise the Ellen MacArthur
Foundation as part of its efforts to
of Gen Y’s unique set of expectations about the 29% Achievement 11% Feeling empowered
examine circular economies, which aim
world of work and tailor their employee value to be positive and restorative to society.
Equally, ensuring you are addressing
propositions where appropriate to address these. not have sufficient budgets to provide that your organisation could offer, non-financial reward and recognition
a broad learning and development even on a limited scale? Can you work effectively will be a really important
curriculum. Online learning – such as with other not-for-profit organisations, step. This also ties in with Gen Y’s need
prepared to undertake professional podcasts, free courses on iTunes U, customers or suppliers to provide to feel that they have made a positive
study throughout their careers. For eBooks and eJournals – provide development opportunities such as contribution. The same thing that
an alternative, cost-effective way short-term secondments for staff?
NUMBER cash-strapped organisations, paying for
training and development for employees of training employees that does
attracted them in the first place remains
fundamental to their job satisfaction.
OF EMPLOYERS not long out of formal education might not take up too much of their time. SECURING FUTURE LEADERS
EXPECTED IN CAREER: seem like a luxury that they cannot Professional bodies will also provide
afford. But for Gen Y – who may be training relatively cost effectively, as Having a transparent succession planning
experiencing the first recession of their well as peer-to-peer networking. process can also provide a way not just When you are developing your
1-3 4-6 7-9 10+ careers – maintaining their competitive to retain talented Gen Y employees, employee value proposition
edge as employees is essential. What’s RETAIN GEN Y BY KEEPING but also to have your talent pipeline consider how you will meet
more, this group of individuals will be THEM STIMULATED in place for future leaders. And you these expectations. You might
the leaders of the future, so it pays to don’t need a large HR function to do
even be able to confound
use a smart approach to developing this. Recognising that not everyone is
28% 46% 16% 10% them for the longer term. Aside from
It’s impossible to stop everyone from
leaving, even with the most sophisticated a leader in the making is also realistic. Gen Y’s expectation for multiple
providing your own learning and training and development programmes Identifying those people who may be employers by giving them all
development curriculum, this could mean in place. Almost three quarters (72 per high performing, (but are less likely to the benefits of moving jobs and
taking a more innovative approach to cent) of Hays’ sample of Gen Y workers, grow into significantly larger roles) and gaining personal development
training, such as seeking professional expects to have four or more different ensuring they have tailored development
while staying in your company.
accreditation and qualifications for employers during their careers. One plans to help them continue to perform
what you offer, for example. successfully, is essential. Developing By building a culture that
tenth anticipates moving jobs more
RECOGNITION IS KEY TO opportunities were ranked by more than
a talent pipeline will also enable the supports personal development,
one quarter of the Gen Y respondents than ten times. Sometimes, offering
JOB SATISFACTION CREATIVE ALTERNATIVES Gen Y employees with learning and (usually) older generations that manage understanding what attracts
(26 per cent) as one of the top six factors
the organisation become more aware
influencing their job satisfaction. FOR STAFF TRAINING development will not provide them Gen Y to a company, making
The top factor that influences job with enough job satisfaction. There are of their impact on the 18 to 30 year-
your offering competitive and
satisfaction for Gen Y respondents is some very simple solutions. Consider for olds in the workplace. This is critical in
As another example of an innovation in
feeling valued and appreciated, with GEN Y DESIRE CONTINUED light of the approach to job satisfaction
recognising the importance of
this area, the Open University Business example how you can offer opportunities
50 per cent of respondents saying it is EDUCATION IN ORDER School has developed specific internal for Gen Y’ers to change jobs within that this segment of the workforce has, a happy employee and long-
most important. This was followed by TO PROGRESS qualifications for companies that also your organisation, whether you are a which differs from other age groups. term retention strategies, you
varied and interesting work (42 per cent); corporation or a small to medium-sized can retain the best talent.
offer cross-accreditation that may be
financial reward (40 per cent); feeling like This sector of the workforce has a enterprise. 40 per cent of respondents
counted towards other courses. Smaller
you have made a positive contribution sharp focus on career development are interested in working abroad, and
scale options are available too from
(35 per cent) and achievement (29 and acquiring knowledge, with a 38 per cent want international work or
other providers, particularly for small to
per cent). Also interesting was the staggering 97 per cent of them being travel and projects. Is this something
medium-sized enterprises, which may
fact that learning and development

18 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 19
6. TECHNOLOGY AND
SOCIAL MEDIA AT WORK

Gen Y have grown up with technology in their hands. social media can quickly publicise
messages from the CEO, for example,

58%
Of the 97% of Gen Y that owns a mobile phone, 80% and encourage feedback. It allows
have smartphones. For previous generations, our social great networking between employees,
clients and potential clients. It allows AGREE THAT AGREE THAT
lives and our work lives tended to exist very separately. collaboration with other organisations. SOCIAL MEDIA SOCIAL MEDIA

41%
IS DISTRACTING IS A HELPFUL
Now, with the proliferation of these devices, our work life Many Gen Y’ers already reject the
AT WORK TOOL AT WORK

creeps into our personal time and our social life into the traditional CV in favour of posting a
CV-style profile and ‘personal brand’
office. This is particularly true for Gen Y, who have grown
32%
on a social media site. Insisting on
up with social media enabled by technology and freely traditional media here for example could
THINK EMPLOYERS
restrict your access to key talent pools. THINK EMPLOYERS
available hardware. For organisations, understanding ARE WITHIN THEIR SHOULD TRUST
RIGHTS TO CHECK THEIR EMPLOYEES
the role of technology in the workplace and the impact EXERCISING CAUTION
34%
THE FACEBOOK TO USE PERSONAL
PAGES OF FUTURE SOCIAL MEDIA
it has on the way Gen Y work is very important. However, there are obvious pitfalls to EMPLOYEES AT WORK
social media, particularly because people
can post online almost any time, any
place. Ill-thought through comments
posted by individuals can be extremely
THE BLURRING OF WORK VARYING RESPONSES there may be little point in banning damaging, for both them and their More recently some companies are
access to social media networks because having to teach people to use ‘proper’
AND SOCIAL BOUNDARIES TO SOCIAL MEDIA employer – in extreme cases, it can cost Ultimately organisations need
employees will be able to access them you your job. Recently, 17 year-old Paris language on work email rather than text
BY EMPLOYERS to adopt approaches to both
on their personal phones anyway. Brown, due to start work as Britain’s first language to communicate effectively.
Nearly one in three (30 per cent) of one social media and email that
thousand 18 to 30 year-olds surveyed youth police and crime commissioner
Employers have demonstrated a range recognise what they can do for
by Hays said they can’t resist checking of responses to social media in light of
THE POTENTIAL OF resigned before she started work, when EMAIL LIVES ON
their work emails when on holiday. SOCIAL MEDIA TO a series of inappropriate tweets from both company and employee
the potential issues it may cause. Some
And 28 per cent blamed constant have implemented outright bans on BENEFIT EMPLOYERS her past were unearthed. This sort Predictions of the death of email and their interactions with clients
connectivity for not being able to switch of example serves as a reminder of have come from commentators in or customers. HR departments
the use of Facebook or Twitter on work
off over the weekend. Two thirds (62 how people’s social behaviour online the technology world, but the market
systems, for example. This is particularly There is also a danger that such bans must develop clear social media
per cent) concurred that technology is can come back to haunt them in the penetration by smartphones in the
common in the financial sector. Some negatively affect the morale of staff and policies for employees and for
blurring the lines between their work workplace at a later date. What people last few years shows this is not yet
have allowed such sites to be accessed impact both the culture and employee
and social lives. This is a quandary. The put in the public domain is fair game! the case. Although many people do the organisation. Equally it’s also
only during lunch hours. But with the engagement. Instead of asking whether
connectivity afforded by technology to ban social media or not, it is more
connect through social media such as essential to ensure that your
revelation from a recent Cisco study that
is very popular with Gen Y. But 50 Like social media, email has similar pitfalls Facebook, individuals still access their technology and communications
56 per cent of college students or young worthwhile to consider how organisations
per cent recognise that achieving a if it is used inappropriately. There are email accounts for work purposes. Of
professionals would not join a company can use it to get the best from potential strategies are set up to get the
work-life balance is important in their many public stories about emails being Hays’ respondents, 71 per cent expect
that bans social media, preventing its and current Gen Y employees using best from Gen Y if they make
careers. A great deal of effort is required forwarded around a workplace and then email to remain the primary means of
use could be seen as a risky strategy. In social media as a work tool. As a up a significant or important
to master the art of achieving this going viral around the world resulting business communication over the next
light of the penetration of smartphones, communications tool for employees,
balance. 40 per cent believe they are in employee notoriety. But generally five years. However, 36 per cent of them part of your workforce.
managing this successfully. However, the corporate world and employees also suggested that instant messenger

2/3
one of the more recent distractions have become savvy to the importance would become the most common means
at work, particularly to Gen Y – social of professionalism over email. However, of people communicating with each
media – makes the boundaries even just like social media, the speed and other at work in the next five years.
fuzzier. Half of Hays’ respondents say proliferation of emails can sometimes be
that they find it distracting when trying seen to be detrimental to productivity
to concentrate on a key task. 40 per and overall business performance. Some
cent think it is a useful tool for work. companies have found it negatively
AGREE THAT TECHNOLOGY IS affects internal communications – many
BLURRING THE LINE BETWEEN of us have sent an email to someone
WORK LIFE AND SOCIAL LIFE sitting next to us, when we could have
spoken to them instead – and have
introduced email-free time as a result.

20 GEN Y AND THE WORLD OF WORK

GEN Y AND THE WORLD OF WORK 21
ABOUT HAYS

Hays is the world’s leading recruiting expert

in qualified, professional and skilled work.
We employ over 7,800 staff in 240 offices
across 33 countries. Last year we placed
around 55,000 people in permanent jobs and
nearly 182,000 in temporary positions.
Hays works across 20 areas of specialism, from
healthcare to telecoms, banking to construction
and education to information technology, covering
the private, public and not-for-profit sectors.
Our recruiting experts deal with 150,000 CVs every
month and more than 50,000 live jobs globally
at any one time. The depth and breadth of our
expertise ensures that we understand the impact
the right individual can have on a business and
how the right job can transform a person’s life.
Our job is to know about professional
employment, employers and employees.
For more information, visit hays.com
hays.com

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