Leveraging generational insight to build the best workplace for Gen-Y in China
Much has been written about Gen-Y since they joined the workforce, specifically on ways to manage them. Case studies have illuminated managerial tactics that work, and programs that haven’t. HR resource reports have examined Gen-Y’rs unique staffing costs. Recruiters have recommended ways to identify the best and most likely to succeed Gen Y candidates.
However, all of these reports have been written with a global perspective, lumping all Gen-Y’rs into one category, and neglecting the unique regional differences embedded in each country’s own population.
The regional differences for China’s Gen-Y are significant. Most notably, China’s Gen-Y is large, currently in very great demand, and part of one of the world’s fastest growing, largest, most powerful and most rapidly changing economy.
China’s Gen-Y is large, currently in very great demand, and part of one of the world’s fastest growing, largest, most powerful and rapidly changing economies. As a result, this study breaks China’s Gen-Y population apart from the rest and holds them as a unique group of employees. It examines China’s Gen-Y from the perspective of China’s managers and employees. It studies international and local companies alike, across various regions in the country. It casts a wide net across the internet, and probes deeper with in depth interviews. It uses case studies by China-based companies for likeminded China-based companies to create concrete pathways to change and improvement. While global lessons can be garnered from its pages, its perspective remains respectfully focused inward on China and what its companies need to succeed in the next generations.
The Research
Fieldwork was conducted from October 2010 to April 2011. Data was collected from 2,480 employees born in 1960-1990 by online survey; 40 managers from Shanghai, Beijing and Guangzhou were divided into two focus groups and had a 7-day online discussion; two face-to-face focus groups of Gen-Y managers were held in Beijing and Shanghai respectively; also 8 organisations that have large workforce from the 80’s were interviewed in great depth, to understand their best practices in recruiting, managing, motivating and retaining Gen-Y.
Key Findings
“Gen-Y” is a hot topic of discussion at companies around the world. This generation is unique because of its upbringing in an unparalleled period of science and technological development. In China, this uniqueness is even more pronounced given the social changes the post 80’s generation has experienced: the rapid development of the Chinese economy, and implementation of the one-child policy to name just two. According to the study, compared with the post 60’s and 70’s, Gen-Y’s at work seek more creativity, collaboration and adaptability in their corporate culture; more direct relationship with managers; and more clarity and information at the recruiting, promotion and performance management processes. Key factors for job satisfaction and success include career development, training opportunities, salary and welfare, and recognition. At the same time, Gen-Y’s are most dissatisfied with their work compared to previous generations, and have less loyalty to their jobs.
Due to the great differences in social upbringing, post 60’s and post 70’s managers are more hard-working and low profile. They conform and act more on loyalty. They prefer to have job stability, and tend to be more methodical, persistent and diligent at difficult tasks. They are also far more prudent about changing jobs. However, these characteristics also make them less sensitive and adaptable towards new technologies and business models.
The differences in the workplace created by these contrasts in behaviour and expectations between Gen-Y’s and post 60’s and 70’s have now become enormous challenges for corporations. Two different work priorities, working styles, work talents and perceptions of each other have created various differences in communication, cooperation, management and so on.
In this world of extremes, companies operating in China, and specifically their managers, have to take stronger actions to address the needs of its Gen-Y employee’s workplace. They must reconcile Gen-Y’rs desire to regularly access knowledge, training, development opportunities, feedback, and rapid advancement with older generations’ attitudes that emphasise collective good, patience, loyalty, hard work and a respect for structure. Managers must strike a balance between incentivizing without overindulging. Managers must help “raise” Gen-Y employees through the ranks without breeding resentment from older generations who did not necessarily receive so many opportunities. Managers must inspire individual loyalty and hard work without sacrificing the overarching needs of the company and attention to their own responsibilities.
The cost of not addressing these issues now will be even higher in the next generations. Gen-Y is not an anomaly. It is an indication of the future. If Gen-Y’rs are entrepreneurial and demanding, their younger peers are even more so. If Gen-Y’rs expectations for success are high, the next generation’s will be even higher. Systems put into place now to address Gen Y employees will serve as strong platforms for employees to come.
Gen-Y is also the future generation of managers, visionaries, and leaders. Their strengths – if used correctly – will propel China’s companies into decades of success. They will build companies that speak to themselves and consumers to come. They will harness technology, facilitate greater globalisation, create new industries, and improve efficiency. Their weaknesses – if not addressed – will prevent companies from realising these benefits, and will hinder and cost them in turnover and poor productivity.
The key is facilitating communication and understanding. For companies that build bridges between Gen-Y and current managers, between Gen Y and future employees, and between Gen-Y and each other will succeed. The companies that don’t will find the differences between their employees widen with each successive generation.
As a result, this report aims to be an efficient tool for managers facing these challenges by clearly addressing the key issues and providing solutions. It will first examine, in more depth, China’s Gen Y’s attitudes and motivations. Then it will compare them to older generations’ own experiences and expectations. Thirdly, it will break down the gaps and assess them one by one by category. Finally, it will provide case studies so companies and managers can learn from one another.
If you’re interested in reading more the full white paper can be download here.
Priscilla Sze is the Managing Director of N-Dynamic Market Research & consultancy Ltd. in China
