The article titled, “Millennials Say They’ll Relocate for Work-Life Flexibility” by Nanette Fondas goes into depth about a recent global survey that was conducted by EY. One of the main findings in the survey was the facts that Millennials want to have flexible working arrangements. It talks about how they are worried that other will perceive them as less committed (“flexibility stigma”). The article discusses how it’s the “perfect storm” for millennials, when they reach management is about the same time they start to have children, thus creating more responsibility both at work as well as at home. Later in the article it states that over a third of the people interviewed said they would move to another country and talked about how bad that could be for US companies. The article also goes into a short detail of the idea of results-only organization as a way to allow flexibility. Finally, the article wraps up by talking about how Millennials need to know that they can have their family life as well as their work life and be successful at both. The main purpose of this article is to show everyone that for the most part Millennials value flexibility in the …show more content…
First, it relates to two of the four goals of HRM, attract employees and retain employees. If you’re not going to give them what they are looking for then you’ll never get them into the door and if you do have them in house you won’t be able to retain them if you don’t allow for the flexibility they are seeking. Also it relates the whole idea of careers and the idea that everybody has a different sense of what they want, and in the article it talks about how a lot of Millennials want the flexibility and are willing to move in order to get what they want out of their career. Lastly, it relates to the benefits section. Having a flexible schedule would be a definite benefit that would attract several new employees to an organization if
In the 2013 Time article "The New Greatest Generation," Joel Stein claims that "millennials' perceived entitlement isn't a result of overprotection but an adaptation to a world of abundance"(31). Stein's organizational style appeals to readers because he arranges the article in a way that lures the reader's attention in the beginning, so he can later propose a new outlook. Stein begins describing characteristics of millennials unfavorably in order to overcome those negative characteristics and offer a new, positive perspective. The author initially establishes a negative attitude towards millennials to appeal to the feelings of the older, adult generations. Stein’s structure successfully acknowledges the negative views, for the purpose of
According to Professor Jeffrey Bosworth, in his editorial “Hunting for Hope in Modern America,” he discusses the “screwed” millennial generation and the potential they have to be successful, despite current existing United States problems. Bosworth explains this from three different perspectives: the current issues in America, the positive attributes of the millennial generation, and what the millennial generation should do to succeed. In Bosworth’s opening proposition he elucidates the “[millennial] generation is screwed”. He expounds the millennial generation is predicted to “do worse than the previous generation”.
In the essay “The New Greatest Generation” by Joel Stein, Stein discusses characteristics of the millennials that he admires. First, Stein thinks the millennials “could be a great force for a positive change (Stein 572).” Stein may think this is so because of the data he has received from Tom Brokaw. Brokaw says, the millennials are “inventing new apps and embraces the whole economy.” Also, Stein may think millennials will make a positive change because they are “more accepting of differences (Stein 572).”
70% of the responders believed that Gen X are the most effective managers compared to Gen Y or Baby Boomers. Also, people in Gen X scored highest when it comes to revenue generator, possessing traits of adaptability, and collaboration. In contrast, Gen X scored lowest compared to the Gen Y and Baby Boomers in displaying executive presence and being cost effective. Gen X respondents ranked workplace flexibility as the most important perk and more likely to walk away from the current job if flexibility was not available (Giang,
Companies will also need to anticipate and assess which new skills and training older employees will require, particularly in the realm of technology where they may feel less comfortable than many of their younger colleagues. The federal workforce is building toward a potential retirement wave in coming years, with more than a third of career federal employees projected to be eligible for collecting their end-of-career benefits by September 2017, compared to just 14 percent at the same time in 2012. The dynamic of this workforce is the wealth of knowledge, skills, abilities, and experience that will be walking out the door never to return. Millennials will make up 50 percent of the U.S. workforce by 2020 and 75 percent of the global workforce by 2030. At issue is how to attract and retain
On the other hand, Millennials may not have the same opportunities as the generations before them, and they may
“The Beat (Up) Generation: Millennials’ Attitudes about Work” is an article written by Abby Ellin and published in Psychology Today. It talks about the generation born between 1982 and 2004, how they react to working around the older generation and why they are hated by the older generation. The millennial generation was born during the rise of technology. They can do a lot of work remotely and not have to work as hard because of all the technology they have access to and the boomer generation doesn’t understand it they equate working hard with time and physical work. The boomers feel that millennials are just lazy and have no respect.
Julie Hanus wrote the “The Kid in the Corner Office” which made many assumptions about our generation in the workplace. She simply thinks that we are self-centered and generally only think about instant gratification and ourselves. Which she believes makes us near useless in the workplace, because we are afraid of taking risks. She also believes that our generation has become one that skips from job to job in search of more praise from management. Counter to this Hanus states that our generation is loyal to our employers.
Today, the workforce is smarter and demands different strategies. The author acknowledges that modern’s workers differ from their
Their surveys and studies, collected from over 3500 working fathers in the United States, comprised Gen X (1965-1980) and the Millennial generation (1981-2000) (Beutell and Behson 69). Using analogies between working fathers of Generation X [ages 18-29] and the Millennial generation [ages 30-43], Beutell and Behson seek to discover “whether work-family dynamics differ” (67, 69). They rely on ethos and logos: using statistics captured from surveys, their research offers ethical and logical credibility that men from the two generations endure similar and dissimilar challenges with
Sinek references that his own protege is considering quitting, because their work is not impacting anyone (Sinek). The millenial in this scenario is in a constant state of impatience and cannot experience the joys of working up to their goals. The lack of instant gratification in corporate environments can discourage millennials from working long hours and this results in less employees for the workforce. The environment is not secure, everyday the media changes with new trends and statements and things like “The Floor Is Lava” and “planking” will eventually be forgotten (Paras). The millennials hurd together, but the issue is that a cohort of clueless and ignorant people will not learn anything new from each other.
World had make transformation for working time or schedule by producing “work flexible schedule”. Many people like the new transformation. This is because people can make a dual income at the same time. There are many people in moderate class so they need to get a more job to support their-self or family. To increase their income, they need to get two jobs.
According to the Deloitte Millennial Survey of 2016, “those likely to remain [the] longest [at their company] share their organization's values, and are more satisfied with its sense of purpose and support of professional development.” The results just come to show that my generation, the Millennials, want to work for a company who has a purpose. Money is out, purpose is in. If you look at Figure 3, you can notice just how relevant meaning and purpose are to the Millennial generation. These are results from the Deloitte Millennial Survey of 2016 when asked what are important factors when considering employment (besides money).
Flexible working hours helps guarantee the assigned work to be completed somehow. The employee can work extra hours to compensate for being unable to contribute to working full time on a particular day. This helps hike performance. Advantages and Disadvantages of Human Resource Practices.
INTRODUCTION Today, most of the employees when they want to choose jobs, they are not only looking on how much salaries alone, instead they explore other benefits that jobs can offer to them. One of the benefits that employee will look for is does the job they want to apply offers flexibility especially in terms of work schedule. This is because many employee already have other demanding commitments and the recent changes in the nature of work, along with the introduction of new technologies (cell phones, email and other means of electronic communication) have led to many employees struggling to balance roles in their work and personal lives (Hayman, 2009; Hobsor, Delunas & Kelsic, 2001). Therefore, employees hope to get a job that allows them to do other commitments without disrupting their commitment to work.