By Melissa J. Anderson

Many work/life experts have indicated that companies interested in attracting and retaining Gen Y employees need to work harder to develop flexibility programs for staff. But a new global study by JB Associates complicates that view.

Report author John Blackwell writes:

“It’s Generation Y that are beating the drum for new working practices – demanding the freedom to work remotely, use wider intellectual connections and stimuli such as social networks, and to continually have the latest ‘i’ technologies – the iPhone, iPad, iCloud, et al. Or so we are told.”

In fact, according to the research, those with the strongest desire for work/life flexibility were not the youngest generation of workers. Older staff expressed significantly more enthusiasm for flexible work practices. Here’s why.

By Melissa J. Anderson

In a recent post on the New York Times’ Career Couch Blog, Eilene Zimmerman contended with her readers’ questions and complaints about working with millennials.

“As an older worker, you sometimes find it frustrating to work with and manage people who are in their 20s. Is it you or is it them?” asked one reader.

Zimmerman pointed out that an “us versus them” attitude isn’t going to help anyone be productive in the workplace. After all, many Gen Y employees may have valuable skills or talents that older generations are overlooking. She wrote, “Managers and co-workers will benefit if they recognize the strengths that are inherent in generational differences have valuable skills or talents that older generations are overlooking.”

In fact, generational conflict isn’t exactly something new. As David Card explained in the recent GigaOm report “Millennials in the enterprise: strategies for supporting the new digital workforce,” companies would be wise to embrace generational differences. He wrote:

“Many businesses have missed out or failed at handling big generational changes. Think of Sony compared to Apple in consumer electronics, or Blockbuster and Netflix: The shift from Boomers to Generation X, then to Millennials, has changed the competitive landscape by enabling brands that catered to the new generations.”

According to a recent Pew report on Millennials revealed that they the first “always connected” generation. It says:

“For them, these innovations provide more than a bottomless source of information and entertainment, and more than a new ecosystem for their social lives. They also are a badge of generational identity. Many Millennials say their use of modern technology is what distinguishes them from other generations.”

Millennials are leading the charge as the workplace becomes more connected and automated with every new technological advance.

By Melissa J. Anderson

According to a recent study in the Journal of Vocational Behaviour, there is a huge disconnect in policy and practice when it comes to corporate flex programs. The study, “Influences on employee perceptions of organizational work–life support: Signals and resources,” found that even though many companies have flex policies in place, employees aren’t taking advantage of them.

Why? Workplace cultures often do not support actually using human resources policies as they are written.

As the report’s author Ariane Ollier-Malaterre told the Financial Times:

“Employees aren’t using the policies because they feel that if they did it would negatively impact their career. They feel that if they were to say, take a leave or go part-time, they would not be conforming to the ideals of a loyal committed worker, and it would [harm their opportunities for advancement.] Quite frankly, the consensus in the work/life community is that work/life doesn’t work.”

Ollier-Malaterre says companies must rebuild corporate cultures that provide job security for those employees who take advantage of flex policies.

By Melissa J. Anderson

A recent study by the Kenexa High Performance Institute examines the truth behind stereotypes of Millennials: “they lack street-savvy, they need to be coddled, they’re naïve and have a profound sense of entitlement.” It also looks into the stereotype that millennials are more mobile than other generations – that they frequently switch jobs.

But according to the research, millennials aren’t all that different from their older colleagues. In fact, the study shows, millennials exhibit the same tendencies to leave jobs as previous generations did at their age.

The report authors, Brenda Kowske, Ph.D. and Rena Rasch, write:

“Our research indicates the millennials often stand on common ground with their older counterparts, and in some key areas, the research suggests that the millennials may even turn out to be better employees and, eventually, better employers than their predecessors.”

That’s not to say that millennial workers are just the the same as their older colleagues. Here are a few major differences – and why they matter.

By Melissa J. Anderson

In a recent piece, Forbes contributor Glenn Llopis described his key advice for becoming a thought leader. He said:

“Thought leadership is your path to career security, continuing relevance, and a vibrant company environment. It is no longer optional for those who want to control their path through business life; it is mandatory.”

While his article was distinctly directed at an audience of people who sell services into companies – entrepreneurs and consultants – Llopis’ advice was compelling and useful to anyone looking to advance their own career within a corporate environment as well.

As Viva Hammer, National Tax Partner at KPMG, recently described to The Glass Hammer, becoming a thought leader early in your career provides security and mobility.

“At the start, aim to be the world expert in some up and coming field …and work with all you’ve got – then when you reach the top, you can choose what you do and where and how you do it.”

“Be indispensable! Then you call the shots,” she concluded.

Thought leadership isn’t solely reserved for senior leaders. Llopis explained, “in the new workplace where the sharing of ideas is welcomed regardless of hierarchy or rank, any employee can be a thought leader. In today’s business world, the most relevant employees are starting the conversations – and benefiting both individual and corporation.”

Younger workers can develop thought leadership too, and benefit hugely from it. Here are five ways Gen Y employees can hone and express thought leadership within their organization.

By Melissa J. Anderson

A new report [PDF] by the Institute of Leadership & Management and Ashridge Business School has revealed that even though Gen Y employees are “broadly engaged” at work, the majority of Gen Y employees say they are looking for a new job – many of them in a hurry. Why the impending exodus of younger employees? Why is Gen Y so nomadic when it comes to the workplace?

According to the study, a breakdown between expectations may be to blame. The report says, “This rift in understanding is bound to affect graduate job satisfaction, long term talent planning and management, and individual and organisational performance, and needs to be addressed.”

The researchers polled 2000 individuals – both recent recruits and line managers – to gauge how to improve the workplace dynamic. In their opening letter, Peter Cheese, Chairman, Institute of Leadership & Management and Kai Peters, CEO, Ashridge, wrote:

“By approaching this research from the perspectives of both graduates and managers, we have gained a clear and compelling picture of the similarities and differences between them, and the potential impact of the disconnect in certain key areas on individual and organisational performance.”

The report highlighted several areas where disparate expectations are creating friction between younger employees and their managers. Here’s why.

By Melissa J. Anderson

Recently, motivation expert Jullien Gordon told Evolved Employer that one key to attracting and retaining high performing employees is building employee resource groups that go beyond identification (gender, ethnicity, parenthood, sexual orientation) and reach into passions.

Do you love tennis? Volunteer work? Ultimate Frisbee? Jane Austen? According to Gordon, the next generation of affinity networks will be about connecting with colleagues who share personal interests – and employers would be smart to get on board with “passion networks” now.

He explained, “When more of your life and dreams are connected to your employer, it makes it harder to leave. It increases the switching costs,” he said.

Recently, the New York Times’ Eilene Zimmerman interviewed several experts on employee resource groups – here’s how to use the best of their advice for building your own transformative passion network.

By Melissa J. Anderson

Gen Y employees are the least engaged globally, according to a recent report by GfK Custom Research. The survey, which polled over 30,000 employees in 29 countries, showed that only 21% of workers between the ages of 18 and 29 reported being “highly engaged,” compared with 31% of highly engaged workers in their 60s.

And according to GfK, this polarization between entry-level workers and their mature bosses is a problem.

“This 10-point gap between the younger ‘doers’ and those likely to be in the more senior positions poses real problems for businesses around the world, as it risks creating divided workplaces, inter-generational resentment and can hamper efforts to recruit, retain and motivate a flow of qualified young talent.”

But that doesn’t mean Gen Y or Millennial employees don’t want to work. On the contrary, says Millennial expert Jullien Gordon. Gordon, who’s written four books (all before the age of 30) on motivation and purpose including The 8 Cylinders of Success and Good Excuse Goals, explained that Gen Y employees want to feel that there is purpose behind their work.

He said, “I believe that purpose is the greatest intrinsic motivator.”

According to Gordon, Gen Y employees are driven by three things: creating value, being valued, and doing work that aligns with their values. Below are his six innovative ways companies can leverage these motivators to better engage this highly energetic and educated demographic.

By Laura Steele

Lisa James used to dread tax season. As a CPA for a large accounting firm in the early 1990s, she put in 60 hour work weeks between January and May, and then settled back into a 45-50 hour per week routine with very little downtime, except for a three week vacation. “It was challenging, and sometimes even grueling, but my company had no concept of flex time,” says James, who kept this schedule for 5 years until she married and had children. “I managed pretty well by putting my first child in infant care, but when the second baby arrived, I found I could not keep up with either my company’s or the client’s expectations. Since I am a perfectionist, I felt I had no options but to quit for awhile.”

In the past twenty years, however, the nation’s top accounting firms have made steady progress instituting new flex time and work/life policies. The largest driver turned out to be the Sarbanes-Oxley Act of 2002, which set new standards for corporate accountability and dramatically increased the need for skilled accounting and financial reporting employees at the big four accounting firms, including Deloitte, Ernst & Young, KPMG, and PricewaterhouseCoopers. The Bureau of Labor Statistics projected a 22 percent growth rate between 2008 and 2018, for accountant and auditors, adding 279,400 more positions to the 1.29 million already-existing jobs. Despite the recession, the Bureau of Labor Statistics expects the number of accountants to grow faster than the national average. One way the big four began competing for a limited talent pool, was to offer their employees a more flexible schedule.

A recent article in the New York Times highlights this trend. The article, “Flex Time Flourishes in Accounting Industry,” reports that “when it comes to respecting the work-life balance of employees, the accounting industry far outshines the rest of corporate America.” Though not everyone agrees that the big four are models of flexibility, it is clear that the situation has improved and the big four accounting firms are now offering a much wider array of flex time options, including sabbaticals with partial salary, shortened work weeks, and personal time off to take care of family matters.

Ellen Galinsky, president of the Families and Work Institute, notes that “The nation’s accounting firms excel at this for a boring, accounting reason – they’ve looked at the numbers, and they see it helps.” Some firms estimate that increased flex time options have helped them cut turnover from 24% annually to just 15%, a dramatic decrease that can save a company millions in hiring and retraining costs. “This is really about retaining our top talent,” says Michael Fenlon, People Strategies Leader at PricewaterhouseCoopers.

James couldn’t agree more and is now back working for one of the big four in Denver. But last fall, she faced a new work/life challenge. “My father passed away years ago, and my mom had been living independently in Wisconsin for the past decade. Last year, she came down with severe pneumonia, and was hospitalized for two weeks. She was so weak afterwards that she had to be placed in a rehabilitation hospital. It was clear to me that she could no longer live alone, and I needed to take a month off to help her recover and then move her to an assisted living facility in Boulder, Colorado, where I live. Fortunately, my company was very supportive, and I was able to take 6 weeks off, with little advance notice, to help my mom.”

According to the Journal of Accounting, James’ story is far from unusual. “Successful (work/life balance) programs address elder-care as wells as child-care. The growing demand for attending to parents is one of today’s most significant trends.” In fact, the National Council on Aging estimated that between 30 percent and 40 percent of all employees will assist their elderly parents in 2020, compared with 12 percent today.

Professional accounting organizations are also trying to provide their members with better information to help guide them through their work/life balance issues. For example, the Missouri Society of Certified Public Accountants (MSCPA) has a Work/Life Balance Committee. The MSCPA website offers a list of resources, articles and contacts with the goal of “influencing the accounting profession to affect the necessary changes to develop and retain a more competitive work force and to permit men and women to achieve balance among personal, family and professional responsibilities.”

James says, “The accounting industry has come a long way during the course of my career. I intend to keep working for at least another 5-10 years, provided that my employer can respond appropriately when my family needs me the most. I leave work by 3pm most Fridays so I can have an early dinner with my mother, and relax with her as the weekend begins. I’m more confident than ever that flex time is here to stay.”

By Melissa J. Anderson

Earlier this year, Accenture launched a global study on attitudes toward work. The report surveyed 3,400 executives from medium to large organizations in 29 countries. While the survey, launched in the lead-up to International Women’s Day, revealed interesting insight into how women feel about success and ambition, it also yielded significant data on how the different generations feel about their work.

One of the most striking insights revealed by the study is how dissatisfied people are with their current roles – yet the majority of people said they planned to stick with their employer in the long run.

LaMae Allen deJongh, Accenture’s Managing Director of U.S. Human Capital & Diversity explained, “Our research found an unusual workplace dynamic in that even though today’s professionals are dissatisfied with their jobs, they are focused on seeking the training, the resources, and the people that can help them achieve their goals with their current employers.”

Overall less than half of the people surveyed said they were satisfied with their jobs (43 percent of women and 42 percent of men), but 7o percent said they were planning to stay with their companies. Instead, individuals are seeking personal development opportunities like continuing education and mentoring to get to the next level (59 percent of women and 57 percent of men). Today’s high-performing workforce, regardless of age, is not content to stagnate in the same role for years on end. Employees are focused on the next level.