What do generation y employees want

Competency development then in turn evokes commitment of Generation Y employees, leading to intention to stay forth. The framework suggests an approach for generation-specific retention strategy. This is one of the first studies to propose a holistic framework to retain Generation Y employees. This paper adds a new dimension to the talent management literature by focusing on young generation employees.

Naim, M. Report bugs here. Please share your general feedback. You can join in the discussion by joining the community or logging in here. You can also find out more about Emerald Engage. The Gen Y has also led to attrition problems. Therefore, this paper will help in the effective understanding of Gen Y and designing strategies for internal benchmarking in various policies.

This work is a unique effort to look at the common expectations of the Gen Y employees, from the workplace. Arora, N. Report bugs here. Please share your general feedback. You can join in the discussion by joining the community or logging in here.

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Other access options You may be able to access this content by logging in via your Emerald profile. They want to learn and develop. They want their job to fit their life. Thanks to millennials, long gone are the days where you log your eight hours behind a desk doing the bare minimum until you can clock out at 5 on the dot.

They want to use their talents and strengths to do what they do best every day. All employees, regardless of age or gender, placed the greatest importance on this aspect of a job. It seems they are not only looking for a job they are passionate about, but one that fits into the bigger picture of their career path.

But the benefits they value align with those that other generations see as most important: things closely related to quality of life like health insurance, paid vacation and retirement plans. Where millennials differ from Gen Xers and baby boomers is in how strongly they value these things, which is so much so that in many cases they will consider changing jobs for a specific perk or benefit.

Millennials and Gen Xers of both genders feel equally as strong about this, while less than half of baby boomers say this aspect of a job is very important to them. The more stable they view an organization, the more likely they may be to see a future with it," found the survey.

Once a year performance reviews which tend to be one-sided, with your boss rattling off answers to a questionnaire are out. And the statistics show that the other generations feel the same: only 33 percent of employees report being engaged at work; a meager 21 percent strongly agree that their performance is managed in a way that motivates them to do outstanding work, and only 18 percent strongly agrees that employees who perform better grow faster at their organization.

Add to that the fact that just 41 percent of employees strongly agree that their job description aligns well with the work they are asked to do which, by the way would make them 2. Plus, employees who have had conversations with their manager in the last six months about their goals and successes are almost three times more likely than other employees to be engaged at the workplace.