Generation Y (born between 1980 and 2001) is entering the work force and advancing their careers now, as the baby boomers begin to retire in large numbers. Given the smaller size of Gen Y compared to the baby boomers, this generation received much more individual attention from their immediate and extended families. Classes in school were much smaller than in previous generations. The parents of Gen Y placed a premium on achievement, both academically and socially. Gen Y grew up during a time of unprecedented economic growth and prosperity, combined with an explosion in technology (including laptop computers, cell phones, the internet, e-mail, instant messaging, and online social networks). Gen Yers are connected 24/7 and are able to work anywhere, frequently multitasking. Due to the circumstances of their upbringing, they are said to be tech-savvy, family- and friends-centric, team players, achievement-oriented, but also attention-craving. Some have called Generation Y the “trophy kids,” due in part to the practice of giving all Gen-Y children trophies in competitive activities, not wanting to single out winners and losers. When coaching a group of Gen-Y students for job interviews, a consultant asked them how they believe future employers view them. She gave them a clue to the answer: the letter E. Quickly, the students answered confidently: excellent, enthusiastic, and energetic. The answer the consultant was looking for was “entitled.” Baby boomers believe that Gen Y has an overblown sense of entitlement. When Gen Yers bring so many positive characteristics to the workplace, why do baby boomers view Gen-Y employees as entitled? Many managers are concerned that these young workers have outlandish expectations when compared with other employees: They often expect higher pay, flexible work schedules, promotions and significant raises every year, and generous vacation and personal time. Managers also often find that for Gen-Y employees, the traditional annual or semiannual performance evaluations are not considered sufficient. Instead, Gen-Y employees seek more immediate feedback, ideally daily or at least weekly. For many, feedback needs to come in the form of positive reinforcement rather than as a critique. The generational tension seems a bit ironic, since the dissatisfied baby boomer managers are the same indulgent parents who raised Gen Yers. Some companies, such as Google, Intel, and Sun Microsystems (Sun), have leveraged this tension into an opportunity. Google, for example, allows its engineers to spend one day a week on any project of their own choosing, thus meeting the Gen-Y need for creativity and self-determination. Executives at Intel have learned to motivate Gen-Y employees by sincerely respecting their contributions as colleagues rather than relying on hierarchical or position power. The networkcomputing company Sun accommodates Gen Yers’ need for flexibility through drastically increasing work-from-home and telecommunicating arrangements; all employees now have a “floating office.” Netflix has eliminated all tracking of vacation time for employees, essentially allowing unlimited days off—as long as the work still gets done.

1. As this cohort expands in the work force, do you expect to see a different set of business ethics take hold?
2. Are efforts such as the MBA oath (discussed in this chapter) reflections of a different approach that Gen Y will bring to the business environment, compared with prior generations?