Changing generations – what values and views do Generation Y bring to the workplace?

By Sharyn Devereux-Blum

We work with a wide age group throughout the country, including Generation Y. What values and views do this generation bring to the workplace and the health/emergency management sector? If we are to successfully cater for individual needs in the workplace and training, what is it that makes them tick? 

A generation is defined by years and the time of their birth. All those within a generation share not only a similar age and life stage, but also a similar technological and economic period which shapes them. ‘Builders’ are those born during 1925–1945, ‘boomers’ were born during 1946–1965, Generation X were born 1966–1979, Generation Y during 1980–1994 and Generation Z in 1995–2007.

Generation Y are our 15–29 year olds. They make up approximately 21 percent of the population and 17 percent of the workforce, which will increase to 39 percent in 2020. This age group have been moulded by 15 years of economic growth, political stability and rapid technological change, fast-moving careers, changing family structures and massive social shifts. They are the world’s first global generation; they are educated, entertained, materially endowed, entrepreneurial yet very supported and protected.

Generation Y have grown up with the theme ‘lifelong learning’ and they accept it as part of life. They know it is essential to upskill, so ongoing training is extremely important to them. If their employer makes a commitment to ongoing training, then the big spinoff is retention of these young people. Research shows that 90 percent of this generation agree that if they receive regular training from their employer, it motivates them to stay longer with that employer. With ongoing training courses, we see these energetic, enthusiastic people returning to learn more.

Building loyalty

Take the time to build relationships with this age group and you will be rewarded with increased loyalty to the company. If they leave for travel or a new job, keep in touch as they may later return. They don’t see leaving an organisation as an act of disloyalty, but a simple life change, and see no problem in returning should things change for them.

This generation have grown up with support in the home, community and education, so they expect the workplace to support them also. They are called generation ‘why’ for a reason – they are inspired by head and heart decisions, so the following three questions are important when working with this generation: what do I want them to know, what do I want them to do, and what do I want them to feel?

Asking them what they would like from the training gives us the opportunity to find out what motivates them and for them to hear the views of their colleagues and work alongside them. Sharing training course outcomes and seeking feedback from them during the course is an important part of training.

On the job and hands on

On-the-job training and interactive hands-on learning are their preferred methods of learning and training. They want to see and do rather than sit and listen. The general rescue training we facilitate is well received with this age group. It is practical, interactive and gives the space for the group to problem solve and receive feedback from the trainers.

Like most people, they especially don’t respond well to negative feedback, but they do respond well to constructive feedback highlighting the behaviour/skills they are doing well and areas where performance can be developed further. They value speed over accuracy, so in this training they learn that safety is important and not to rush it. Risk versus reward means that the more they take care of themselves and their team, the more rescues and help they can give to others.

They value the transferrable skills the rescue training gives them, recognising that they can respond as a workplace team, or look after themselves and others in the home environment.

Recognition is important

This generation value recognition of their efforts. Information/photos about their efforts or course completion posted on their company’s intranet or health and safety newsletter/noticeboard and course certificates are some examples that are well received. These are the people in between training courses that follow up on actions points generated during the training.

This generation expect us to ‘walk the talk’ and they are prepared to give input into decisions afterwards and help where needed.

A socially collaborative environment is highly regarded by Generation Y. Through our training they come to understand that decisions need to be made quickly rather than ‘rescue by committee’. A team leader needs to be able to step up, inspire, empower the team through collaborative leadership by providing people, including those from Generation Y, with a quick opportunity to voice their opinions, and then develop a plan and task people accordingly.

We facilitate a lot of CIMS training nationally at present (see our website if you need to know what CIMS is) and this age group need the training to understand the structure, develop the skills and practise managing an emergency. They can at times struggle because a range of incidents demand quick decisions to be made, so a control and command leadership style using the organisation’s standard operating procedures is required.

A team focus

With CIMS there is a definite team focus and that keeps this generation grounded. They value honesty and reliability from their leaders. They can multi task and absorb information from multiple sources, so their input in support teams is valued. Training provides the opportunity for them to practise and develop the required skills to be managers within the CIMS structure.

In the day-to-day work environment consulting, involving and coaching are the management styles that work best for Generation Y. The authoritarian and directing styles are not their preferred styles, but are required in managing emergencies. They understand this. Leaders need leaders, so this generation need the training to practise as they progress through the workplace and take on more senior roles.

Money matters to Generation Y, but it not their main driver in keeping a job. Work is part of their life but not their total life, so money is a means to an end. Variety in their job and training, plus responsibility and promotion where possible are compelling reasons for them to stay.

Each generation brings a set of skills and attributes to the workplace. Generation Y bring energy, fresh views, qualifications and a 21st century outlook to life and technology. Generational diversity is the key to a balanced workforce reflective of society and customers.

With CIMS, there is a definite team focus, and that keeps Generation Y grounded – they value honesty and reliability from their leaders

Sharyn Devereux-Blum is a director of Devereux-Blum Training and Development, a tertiary education provider working nationally in the emergency management sector; she can be contacted at This e-mail address is being protected from spambots. You need JavaScript enabled to view it or visit www.emergencymanagement.co.nz