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Based on the video on this wall entitled ‘Generation Y – Characteristics’ there are several key

points about the characteristics of  Gen Y which is:

· Male @ female – age 18-24 years.

· Tech savvy – expert in Google.

· Always connected – Facebook, Twitter, Instagram and etc.

· Easily bored.

· Open-minded.

· Self- centered.

· Narcissistic.

· Confident.

· Achievement-oriented.

· Lazy. (Bill Gates Said: I choose a lazy person to do a hard job.  Because a lazy person will find an

easy way to do it.)

· Creative.

· Problem-solvers.

· The future of: country.

From all this point we can know that the Gen Y person is an up-to-date person and they have been

exposed to the development of ICT and used to it.  However,if they have the right guidance from

the older generation, they can become better as to create, build and lead the future.

TQ..

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The Six Ways Generation Y will Transform the Workplace

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The Six Ways Generation Y will Transform the Workplace

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More than 12 million strong and representing more than one-third of Canada's population, Generation Y is the largest demographic cohort to come after the baby boomers.

Born between 1981 and 2000, members of Generation Y, also known as millennials, are already stirring things up in the workplace, according to their boomer bosses. After just a few years in the labour market, millennials have earned a reputation for being lazy, unprofessional, entitled "digital natives" who expect to start as interns on Monday and be chief executive officers by Friday.

Those are the stereotypes, anyway. The reality? Gen Y is the most educated and most diverse generation in history, and the first to have more women than men obtain postsecondary education credentials. They have also been using computers, mobile phones, the Internet, social media tools and other technologies since childhood - the youngest of them essentially since birth.

Whether boomers like it or not, Gen Y will continue to transform the workplace to better suit their needs. After all, the boomers won't be around forever.

In just 15 years, by 2028, the last of the boomers will be reaching retirement age and leaving the labour market. Generation Y will make up roughly three-quarters of the work force by this time and the oldest millennials, still quite young at just 47, will be entering leadership positions in corporate Canada in large numbers.

These young managers, directors, vice-presidents, presidents and CEOs won't just be rearranging the furniture and hanging their diplomas in their new corner offices - they will be making sweeping changes to the way organizations and their people work. Here are the top six ways Gen Y leaders will change the workplace:
More women in leadership roles
As of 2006, women accounted for 60 per cent of university graduates. While they still comprise only about one-third of master of business administration students, Canadian schools are actively looking for ways to increase the number of women in their programs - and in the boardrooms of Canada's largest companies.

Plus, the majority of millennials' parents both worked, creating positive role models for Gen Y as they went to school and prepared to enter the work force. Millennials are already accustomed to working alongside female leaders and, as more of them reach leadership positions, they will bring in even more Gen Y women into the fold.

When it comes to offices, less is more.

One of the first changes Gen Y leaders will make is getting rid of those cushy corner offices altogether.

Millennials aren't fond of the top-down leadership style that has until now dominated the professional world, preferring instead to collaborate in teams. Cubicles, walls, closed doors and even assigned desks will be removed in favour of open-concept work spaces that promote engagement between all workers - regardless of their seniority.

Already making waves at forward-thinking organizations, concepts such as telecommuting and "hoteling" (temporary workstations used on an as-needed basis) will become the norm rather than the exception under Gen Y leadership. According to a 2012 study, organizations are set to reduce office space by 17 per cent by 2020, leaving as few as six desks for every 10 workers.

Millennial-dominated offices will have smaller footprints and, as a result, generate numerous economic and environmental benefits for their organizations. Under optimal conditions, each telecommuting employee can save employers about 34 gigajoules of energy a year - enough to heat a typical Canadian home for four months - and a single hoteling employee saves slightly less, about 32 gigajoules a year.

These downsized offices will also allow organizations to move out of the suburbs and back into the core of Canada's largest cities, where millennials prefer to live. These more central office locations will reduce workers' commute times as well as their impact on the environment, and increase job satisfaction and overall happinessas a result.
Forget work-life balance, it's all about blending
The term "work-life balance" implies an equal amount of one and then the other; a separation. Boomers are obsessed with finding work-life balance and, as a result, many prefer to disconnect completely from work when they're not in the office.

Used to working anywhere, everywhere and any time of day or night on their laptops, tablets and smartphones, millennials won't be satisfied to just punch in and sit at a desk from 9 to 5, Monday to Friday. That's so 20th century.

Plus, Gen Y workers will have even more demanding family responsibilities than previous generations did, looking after not only their children but also their aging baby boomer parents who probably weren't lucky enough to squeeze into the limited number of long-term care spaces.

They might leave the office in the early afternoon to bring mom to the hospital for routine tests and then pick up their children from daycare - daily.

The trade-off is that they'll be available on their mobile device throughout the day and, thanks to improvements in cloud computing and telecommuting technology, they'll be able to hop on their computer after grandma and the kids have gone to bed to finish up the work they would have done at the office that day - masters of the work-life blend.
Say goodbye to e-mail and meetings
In the workplace, few things are more disliked than e-mail and meetings. Most of the time they're either pointless, redundant or huge time-wasters - or all three. Gen Y leaders will abandon them, for the most part, because, well, they're not very Gen Y.

Recent surveys show that, like voice mail and snail mail before it, e-mail use is declining among younger millennials in favour of interacting on social networks and by text and instant messaging.

Furthermore, instant messaging is already starting to replace e-mail, phone calls and in-person meetings at workplaces around the world because it increases productivity, reduces interruptions and results in shorter, faster conversations.

While the e-mail inbox may exist in one form or the other well into the future, the real work will get done in real time via instant messaging.
Welcome to the results-only work environment
How will Gen Y bosses know if and when their telecommuting and hoteling employees are actually working? It won't matter in the new results-only work environment (ROWE), where employees are evaluated on performance, not presence.

This management strategy, developed by former Best Buy human resources managers Cali Ressler and Jody Thompson, allows employees to do whatever they want whenever they want - as long as their work gets done.

While ROWEs may not be possible in all workplaces, (such as hotels, restaurants, retail stores and so on), they will become the norm in the knowledge economy once Gen Y workers get a taste of it because a ROWE provides the flexibility to work when and where they want, and greater opportunity for work-life blending and perks such as the potential for unlimited paid vacation time.
Regular, immediate, social feedback
One of the most prominent stereotypes about Gen Y is that they like receiving a lot of feedback, and that is true.

Immediate, effective feedback allows millennials to produce better results more quickly, making their work flow even more efficient - ideal in a ROWE.

The benefits to organizations are tangible as well, allowing employers to manage employees' performance on a daily basis rather than once at an annual review.

Social performance management platforms, such as Work.com (formerly Rypple) and WorkSimple, are already making this easy and fun. Entire teams and companies can see who their best performers are, and employees are publicly rewarded both by their colleagues and managers for the results they achieve.

Some organizations are even sweetening the deal by adding prizes to the mix. For example, professional services firm PricewaterhouseCoopers uses a system called Acclaim Points. The firm allocates a certain number of points to each employee, which they can then award to colleagues, managers and direct reports for a job well done. Each point is worth about $1 and can be redeemed in an online store for everything from gift cards to iPads to travel packages.

Follow us on Twitter: @Globe_Careers

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The six ways Generation Y will transform the workplace

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More than 12 million strong and representing more than one-third of Canada's population, Generation Y is the largest demographic cohort to come after the baby boomers. Born between 1981 and 2000, members of Generation Y, also known as millennials, are already stirring things up in the workplace, according to their boomer bosses.

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Gen Y – they are  different, deal with it Understand them, get the best out of them rather than trying to remould  them

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Gen Y – they are  different, deal with it Understand them, get the best out of them rather than trying to remould  them

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SINCE I started the column about a year ago, I often get requests to write about the "younger" generation (Gen-Y).

They are also referred to as Millennias, those born from 1981-1991 (22-year-olds who are new graduates joining the workforce to those who are in the early 30s). Some famous people in this generation include Mark Zuckerberg and Lady Gaga.

There are many surveys to find out who they are, their characteristics and how to better manage them. There are many studies on them because they make up 25% of the world's population.

Retailers, computer and mobile phone companies, games and gadget producers would certainly like to know their tastes, habits, likes and dislikes. Financial institutions would like to know their spending patterns, propensity to save, online purchasing habits, among others.

At work, managers, senior managers and many of the older generation would like to know how to better relate and work with them.

The complaints my friends have about Gen-Y would be something like this:

They have hired a young graduate from a good school, the resume looked impressive, he is pleasant looking, dresses professionally and speaks quite well.

Six to eight months into work, and the guy seems to be always late for work, late for important meetings, appears distracted at work, cannot be reached (on handphone), leaves work at 6:30pm and complains he has no work-life balance, makes mistakes in documents and presentations to clients, goes to meeting unprepared - the list goes on.

"When you give them feedback, they don't take it too well and may want to resign.

"They don't know what they don't know. They make mistakes and think they are right. They have unrealistic expectations and think they were unfairly treated.

"They are choosy about what they do. They want interesting and exciting work but cannot deliver. They don't take on much responsibilities but think they should be paid more".

Someone asked me what they could do to change them. I thought it ought to be the other way around - we need to change our ways, expectations and how we work with them.

The generation is a reflection of the society they have grown up in. They didn't cycle nor walked to school. They didn't grow up poor and deprived.

They grew up in a world of celebrities, designer goods, smart phones, computers and the Internet, 24/7 connectivity, iPod, Facebook, Youtube and addictive e-games (instead of games played in the field, rivers or jungle).

They are different in many ways. Accept it and deal with it.

We believe in doing one thing at a time and being focused. Are they distracted and cannot focus or are they good at multitasking?

At work, they listen to music, chat and surf - all at the same time. When they are chatting, it is not with one person at a time but with half a dozen different chat groups (as opposed to a few individuals).

They move more - they spin the pen when they are at their desk, they click the mouse and turn the pages faster. They have so many windows opened, they flip back and forth.

While they are eating, they surf, text, send pictures on Instagram, make Facebook posts, listen to music, tweet and have conversation with the person in front of them or maybe squeeze in a game at the same time. That is the way they are.

That means they can handle eight tasks while having a meal which equals to higher productivity.

Be sure to engage them with multi tasks and challenging tasks. Don't assume they ought to slowly learn the ropes like how it was 20 to 30 years ago when we were a new graduate. Take advantage of their savviness by having them set up tools, work on complex spread sheets and make searches, gather data or come up with ideas.

(There may be qualifications why you will not assign certain work to them. But if you don't and let them make the mistakes, they would miss the learning opportunity and become bored)

They are used to direct communications having grown up with emails, tweets, handphones, smses, messengers, facebook; they don't like the rigid hierarchy in the organisation or being limited by their position.

If they have something on their mind, they should be able to talk to or email someone higher in the organisation (regardless of level) rather than their immediate superior who don't seem to be able to help or understand.

This can be a positive. They are helping highlight stifling work environment that we have got used to and give meaning to better collaboration between different levels in the organisation. Their opinion counts. We need to get used to their feedback and having our views questioned.

Retention is an issue. They may move on for something more interesting or aspire to be entrepreneurs. How could they not when there are so many Internet multi-millionaires or those who became multi millionaires because they started a business or sold an application to Yahoo or Facebook.

They have been told by billionaires, actors and many successful personalities "not to settle", they can do anything they set their mind to and should dare to fail.

Inspire them with the right ambitions at work. They are a group prepared to work hard if you can show how the hard work fuels that ambition. Spend time to understand their personal buyer values - what they value most in their job and aspire for.

Every generation complains about the next generation. The new generation is somehow less respectful, less hardworking but somehow in time they will become responsible adults with major responsibilities at work and as parents.

The hippies from the 70s became responsible adults and CEOs.

Gen Y is our future. If you are at work or at home with them, spend more time with them. They will shape trends, politics, culture, our work place and many other aspects in the world.

If you experience pain and frustration trying to convince your young boss how things are done in the past, don't try too hard. Listen to his ideas and get used to his ways. You may find that you can still learn and develop.

They are different, they are here to stay. Get used to it... until Gen Z comes.

l Joan Hoi is the author of Take on Change. We need to throw out some of our old selves to better appreciate this young, fun and bright group!

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Gen Y - they are different, deal with it Understand them, get the best out of them rather than trying to remould them - Business News | The Star Online

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SINCE I started the column about a year ago, I often get requests to write about the "younger" generation (Gen-Y). They are also referred to as Millennias, those born from 1981-1991 (22-year-olds who are new graduates joining the workforce to those who are in the early 30s).

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By now the lower ranks of the proverbial corporate ladder have been completely taken over by Generation-Y, a group of people roughly between the ages of 18 and 29 years. Much has been made about the unique characteristics that define this generation, from their constant need to be connected, to their rather conservative perspective on the market. Just like the generations before them, there is also well-documented tension between Gen-Y and their older counterparts. Gen-Y is often perceived by some as being lazy, having a sense of entitlement and lacking in social skills. Regardless of your position, the simple fact is that soon this generation will assume the responsibility of middle-upper management, and their performance will largely determine the success of our economy in the next few decades.

According to Business and Professional Women's Foundation, Gen-Y will make up approximately 75% of the global workforce by 2025! So there is incentive to better understand and prepare young professionals for the next steps in their career (As well as incentive to maximize their productivity in the workplace today!). With that said, here are four ways that you can be a better manager to your Generation-Y employees.
1. Make them feel like they have an impact on your business
Gen-Y wants to be a part of something, and they don't want to wait 10 years until they are able to do it. Now certainly, this doesn't mean that every entry-level employee should be given control of the budget or allowed to make strategic decisions for the company. However, there are small things that you can do as a manager that will go a long way in both developing them as leaders and maximizing their productivity. Give them the autonomy to make basic decisions on non-critical components of a project. Create an environment where they are comfortable with and encouraged to share their thoughts and opinions. Even if those opinions aren't acted on, the sense that their contribution is valued will make them more productive for your company.
2. Build loyalty in smaller doses 3. Set a clear success path for employees to grow within the company
Let's face it, corporate loyalty is almost something that can be taught in a high school history class. Gone are the days of pension programs and employees beginning and ending a career at the same company. Gen-Y workers simply aren't motivated by traditional means such as higher salary (Of course they are motivated by money, but there are other factors that are considered by them, such as growth opportunity, freedom of social media access and job security). Many companies have unrealistic expectations about corporate loyalty, where the employee is expected to associate with the brand name first and their co-workers second. Gen-Y employees are far more loyal to their immediate co-workers and superiors than to the brand they serve. As a manager even of a small group, create a culture of teamwork, recognition and growth, and you will find your employees far more satisfied, and much less likely to jump ship.
4. Embrace their way of doing things
This one goes hand in hand with building loyalty. Gen-Y employees do not feel loyal to corporations, because they don't believe that corporations are loyal to them. They came of age during one of the worst economic time periods in our nation's history, and they have seen their parents and other adult role models let go from companies that they had been 'loyal' to for a number of years. In their minds, that loyalty isn't reciprocated, and their experience in a down economy has taught them to look out for themselves. To this end, members of Gen-Y change their first jobs after just over 2 years! Still, despite Gen-Y's pessimism, many would prefer to stay with their organizations and grow. They leave because they feel like they have no other choice. So when onboarding Gen-Y new-hires, work with them to determine their career goals, and develop a pathway for them to reach those goals. Designate specific milestones and metrics that will help them to move their way up the ladder and not feel as though they have to leave in order to advance their careers.
Dan Schawbel is the Founder of Photo credit: inBlubs.com Millennial Branding, a Gen-Y research and management consulting firm. He is the author of Me 2.0: 4 Steps to Building Your Future.
Gen-Y is inherently different from Gen-X and the Baby Boomers. They are a results-driven group, and don't enjoy the confines of a 9-5 work day. That may draw criticism, but they are ready and willing to work nights and weekends to get their work done. They may be connected to the Internet and social media almost too much, which may lead to distraction at the work place, but it also has given them an unmatched network of information, and they are able to conduct research at light speed when compared to prior generations. Clearly, there is a balance, but by harnessing the characteristics of Gen-Y, you will give them a sense of purpose and value while at the same time improving your business' success.

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By now the lower ranks of the proverbial corporate ladder have been completely taken over by Generation-Y, a group of people roughly between the ages of 18 and 29 years. Much has been made about the unique characteristics that define this generation, from their constant need to be connected, to their rather conservative perspective on the market.

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Perception vs reality: 10 Truths about the Generation Y workers

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Perception vs reality: 10 Truths about the Generation Y workers

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I totally agree with what being said by the author in this article. This article is beneficial for us as the future Gen Y workforce who are going to contribute to the community. It revealed the perception of Gen Y such as lazy, spoiled, poor work ethic and others and offered few tips for employer and Gen Y themselves in order to overcome this obstacles.

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Advice for both employers and Gen Y workers and job-seekers on dealing with negative perceptions and misconceptions about Generation Y, the Millennials.

It's important to preface this article by stating that people are individuals and that while it is sometimes efficient for experts to place people into generational groups for analysis, in the end, even with certain common traits and behaviors, individuals must be judged on their own merits.

That said, as a new crop of college graduates hits the workforce, it's important - both for the job-seekers and for prospective employers - to read this article. For the college grads, it's helpful to understand how hiring managers and future co-workers may perceive them. For hiring managers, it's useful to cut through stereotypes and misconceptions about this generation.

Generation Y. The Millennials. The Tech/Net/Digital Generation. Boomlets. Echo Boomers. We've given this generation of people - roughly those born between the late 1970's and the late 1990's and 72 million or so strong - many names, but none so hurtful as the Entitlement Generation. They've also been called arrogant, self-centered, and possessing a short attention span.

This article, playing off the infamous Rolling Stone campaign, discusses 10 perceptions of Generation Y workers - and then corrects or adjusts those perceptions with the reality behind each. Also included in each of the 10 misconceptions is advice for both employers and for Gen Y workers and job-seekers.

Generation Y Perception: Spoiled/Entitled

Reality: To an extent, the folks in this generation do have a sense of entitlement, but it's not an entirely inherent personality flaw but partly the fault of Baby Boomer parents who coddled their children, constantly telling them how special they were and that anything they sought was possible, and rewarding them for every little thing, providing trophies and prizes simply for participating. These parents stunted their children's growth by proactively removing all obstacles and potentially negative experiences.

So, yes, on the surface Generation Y workers appear entitled.

The key for employers is approaching younger workers differently, providing constructive criticism that reflects confidence in them.

Generation Y workers must realize that their bosses are not going to be like their parents, and that part of growing as an employee is learning from past mistakes and accepting constructive criticism.

Generation Y Perception: Lazy

Reality: Technology has allowed this generation to multitask and find shortcuts in achieving tasks. Texting, instant messaging, social networking, and Web surfing have all made Generation Y workers more competent, efficient, and productive (if not sometimes overwhelmed).

The key for employers is to accept that there may be multiple ways for workers to accomplish their tasks.

Generation Y workers may need to demonstrate that they are working just as hard as everyone else, but perhaps simply performing the job more efficiently.

Generation Y Perception: Poor Work Ethic

Reality: Generation Y is the first generation to expect - from day one - employers to realize there is more to life than work. Just as many Baby Boomers are now discovering later in their careers, Generation Y sees work as a means to enjoy life - and life comes first. They have a strong work ethic - just not in a 9-5 sort of way. Generation Y wants work to be fun and flexible because the line between work and life is seamless. (In other words, there is no such thing as work-life balance because it's all just one thing.) Generation Y also follows a mantra of working smarter, not harder.

Generation Y is the first generation to expect - from day one - employers to realize there is more to life than work.

The key for employers is offering flexible work schedules, adjusting the belief that workers need to "put in the hours at the desk" to be effective, and developing a work culture that is pleasant and positive.

Generation Y workers may need to readjust some attitudes about work, especially for entry-level positions in which workers have traditionally been expect to work long hours to earn their due.

Generation Y Perception: Little Respect for Authority

Reality: While some people refer to this cohort of people as Generation Why for a reason, it is not so much an issue of a lack of respect for authority as much as it is that this group has been raised by their parents to question everything and raise questions when they don't understand something. This generation is very independent and not afraid to challenge the status-quo. Many in Generation Y want a relationship with their boss like the ones they have with their parents. It's not that these folks have little respect for authority; on the contrary, they feel employers do not respect them.

The key for employers is realizing that asking questions can often lead to answers and solutions that are actually more efficient and effective. Unlike with any other set of workers in the past, employers must also provide more autonomy - and trust Gen Y workers to complete the work.

Generation Y workers should learn to choose battles carefully, not question every single decision made, and give employers a chance to adapt to their style of work.

Generation Y Perception: Too Self-Centered and Individualistic

Reality: This iPod Generation (named such because iPod commercials focus on individuality while selling the product to every Gen Y) works well in groups and teams - especially with people their own age - but they also have been taught the value of individuality and independent thinking. They see themselves as unique individuals - not tied to any specific labels. And unlike any previous generation, these workers do not plan to let their jobs define who they are.

The key for employers is finding the right mix of individual and team projects that allow these workers to grow professionally.

Generation Y workers need to realize that almost all work will be some combination of individual assignments and teamwork with people of all backgrounds and ages.

Generation Y Perception: Overinflated/Unrealistic Expectations

Reality: While this generation may be more anxious than others to rise quickly to the top, it's less about unrealistic expectations than it is about being better prepared for work than previous generations - with perhaps a touch of the need for instant gratification thrown in. This generation also has no interest whatsoever in working in a cubicle - not because it is beneath them, but because they feel advances in technology should let them be able to choose to work from home, Starbucks, or anywhere there is a Wi-Fi connection.

While this generation may be more anxious than others to rise quickly to the top, it's less about unrealistic expectations than it is about being better prepared for work than previous generations

The key for employers is to redesign and rebuild some of the old career ladders that were destroyed with the flattening of organizations and greatly expand telecommuting and remote working arrangements. Gen Y workers need to see a progressive promotion path or they will move on to the next employer.

Generation Y workers should learn to pace themselves and gain the necessary experience and skills before expecting a promotion to the next level.

Generation Y Perception: Not Committed to Work

Reality: This generation is the most educated workforce ever, and partly because of this level of education, Generation Y workers believe their work should have meaning. These folks quote from Office Space and have a mistrust of management. More than ever, these workers are seeking greater fulfillment and are only willing to work hard at jobs that provide it.

The key for employers is changing the way they view work and employees - and it may also mean that to keep Gen Y workers, they may need to not only develop better jobs, but also consider strong corporate values and corporate volunteering programs. Employers also need to clearly show how the work Gen Ys complete directly impacts the organization's success.

Generation Y workers should conduct more research on prospective employers to find organizations that not only have meaningful career paths, but also share some of the same values.

Generation Y Perception: No Loyalty to Employers

Reality: Because of more work experiences and greater education, Gen Y workers are simply more mobile, making it easier to move from one employer to another if they are unhappy with the work. They were also raised during a period of great downsizing and rightsizing, and many witnessed the grief and frustration their parents felt when being laid off - and they do not want to experience that emotion. These are also some of the reasons why many Gen Y workers are diligently planning to start their own businesses.

The key for employers is to develop a stronger commitment to keeping employees - even in bad economic times - and also to do a better job in training and retaining workers, possibly including such benefits as sabbaticals, professional development opportunities, and other options for Gen Y workers seeking deeper fulfillment.

Generation Y workers should try to not be so skeptical about the motives of employers and learn to trust them more while continuing their professional development as a hedge against any downturns.

Generation Y Perception: Lacking in Social Skills

Reality: Generation Y are some of the most social of any generational cohort; it's just that they communicate and socialize much differently from the rest of us.

The key for employers is to realize and accept that people communicate differently and to embrace the new techniques while also teaching the Gen Y workers that business sometimes still needs to use traditional methods of communication.

Generation Y are some of the most social of any generational cohort; it's just that they communicate and socialize much differently from the rest of us.

Generation Y workers need to use those excellent communications and diversity skills to learn to socialize and communicate with people of all ages and backgrounds.

Generation Y Perception: Needy

Reality: Okay. The reality here is that Millennials are indeed pretty needy. Again, though, it's not really their fault as their parents basically trained them that mom or dad is just a phone call away. In fact, there are stories of Generation Y job-seekers taking a parent along for the job interview or to help negotiate the job offer.

The key for employers is to realize that this generation - at least when they are new to the workforce - need a bit of special care and handling. There's no way they can go months without a review; they need constant (and not too critical) feedback.

Generation Y workers need to realize that the reality of the workplace is that it's not like home or college - and that they are expected to do an excellent job without always wanting praise and being told that how good their work is. Finally, Generation Y workers need to tell mom or dad that it's time to stay home so they can learn to fight their own battles.

Final Thoughts About Gen Y Workers

In the end, of course, every person - every worker - is judged on his or her merits, not on generalities or misconceptions. Still, based on the research and anecdotal evidence, it may be a bumpy ride for both employers and Generation Y workers in the years ahead.
Maybe you're not a millennial, but when was the last time you updated your resume and cover letter? Take a look at our useful guides to learn the most up-to-date tips
Dr. Randall S. Hansen is founder of Quintessential Careers, one of the oldest and most comprehensive career development sites on the Web, as well CEO of EmpoweringSites.com. He is also founder of MyCollegeSuccessStory.com and EnhanceMyVocabulary.com. Dr. Hansen is also a published author, with several books, chapters in books, and hundreds of articles. He's often quoted in the media and conducts empowering workshops around the country. Finally, Dr. Hansen is also an educator, having taught at the college level for more than 15 years. Visit his personal Website. Check out Dr. Hansen on GooglePlus.

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Perception vs. Reality: 10 Truths About The Gen Y Workforce | LiveCareer

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Advice for both employers and Gen Y workers and job-seekers on dealing with negative perceptions and misconceptions about Generation Y, the Millennials. It's important to preface this article by stating that people are individuals and that while it is sometimes efficient for experts to place people into generational groups for analysis, in the end, even with certain common traits and behaviors, individuals must be judged on their own merits.

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Gen Y which is also known Generation Y or Millennial Generation are the demographic cohort following Generation Y. No precise dates when the generation starts and ends. Researches and commentators use birth years ranging from the early 1980s to the early 2000s.