Recently we had the opportunity to chat with a polite and energetic 20-year-old new employee at an upscale hotel. Our previous research has shown that one of the most difficult problems facing the industry is hiring and training line-level staff, so we were curious to ask this young woman a few basic questions about the hotel. As you might guess, she was unable to answer our questions even though employees at this hotel are given a loose-leaf folder full of information and instructed to review and understand the material before facing customers. Her response to our questions was telling:
“To be honest, I have not read the material very thoroughly … maybe if it was online or a video/podcast I would have paid more attention … I’m so sorry. … And please don’t tell my manager!”
Generation Y
A generation is a cohort of people who share similar social or historical experiences. These shared experiences and values shape the way they view and interpret the world, including how they feel towards authority and organizations.
Generation Y employees are those born between 1979 and 1994 (who are between the ages of 17 and 32) and make up a large proportion of the workforce in the hospitality industry. Other generation groups in the workforce include baby boomers (born between 1945 and 1964) and Generation X (born between 1965 and 1978).
A recent research project undertaken by the University of Queensland in Australia sought to better understand Generation Y worker perceptions (view the full report).
Here are some basic traits that characterize the Generation Y employee:
- has grown up in relative affluence, with global economic prosperity and low unemployment throughout most of their lives;
- multi-tasks exceptionally well (with surprisingly good comprehension of multiple tasks);
- has a low tolerance for boredom;
- is very selective in the way they receive information (i.e. the more interactive the better);
- is more likely to live at home longer (often labelled as ‘KIPPERS,’ or Kids in Parents Pocket Eroding Retirement Savings!);
- can be described as more highly demanding than past new employees;
- is unafraid to express their opinion and expects to be shown respect and given responsibility;
- wants to be a part of something worthwhile;
- seeks constant feedback and expects a range of non-traditional rewards and work flexibility; and
- values socially and environmentally active workplaces.
How to manage Gen Y
Based on these findings and our experiences, we offer five suggestions for managing the Gen Y hotel employee:
1. Get it right, right from the start–Gen Y employees place immense value on social interaction with their coworkers. Consider using young Gen Y workers to help with the hiring of their future colleagues.
2. Employee engagement is essential–More than other generations, this group needs to feel as if it’s involved. Being included in decision making and feeling that their values are aligned with the organization’s is important to this group.
3. Manners–Because this generation has been so immersed in technology, they seem to lack some of the traditional interpersonal communication skills and social etiquette so essential for customer-facing positions. Role-playing and practice of these skills may be more necessary than before.
4. Use technology more effectively for communication with your staff–As demonstrated in the opening story, it’s important to find and use communication media which Gen Y is used to and more willing to utilize. Just because you have written a manual doesn’t mean this generation will read it. Use podcasts, webinars and other interactive methods to communicate.
5. Reverse mentoring–Mentoring in the past meant that older employees mentored younger ones. Mentoring now should go both ways. Let your Gen Y employees show off their technology prowess with older employees while the traditional mentoring happens. This approach provides necessary skills to the older workers, but also helps the Gen Yers feel as though they are a valued part of the organization.
Given the Gen Y characteristics and the reality that you will be hiring this generation of workers for quite some time, rethinking your approach to managing staff is essential for operating effectiveness.
Cathy A. Enz is the Lewis G. Schaeneman Jr. Professor of Innovation and Dynamic Management and a full professor in strategy at Cornell University. She recently served as Associate Dean for Industry Research and Affairs, and served as the Executive Director of the school’s Center for Hospitality Research from 2000-2003. Dr. Enz has published over eighty journal articles, book chapters, and three books in the area of strategic management. Her research has been published in a wide variety of prestigious academic and hospitality journals such as The Administrative Science Quarterly, The Academy of Management Journal, The Journal of Service Research, and The Cornell Hospitality Administration Quarterly.
Dr. David Solnet is the Director of Industry Partnerships and a Senior Lecturer in Service Management at the University of Queensland’s School of Tourism. Prior to his academic career, David enjoyed an 18-year career in the restaurant and club industries where he held senior management roles in both the United States and Australia. He has authored many academic, peer-reviewed articles and book chapters, and is currently leading a funded industry research project investigating the work attitudes of Generation Y in the hospitality industry. David also engages industry in an advisory capacity, as Managing Director of the consulting firm Shift Directions.
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