Latest Ashridge Research - The Millennial Compass
Research conducted by Carina Paine Schofield and Sue Honore in 2014 in partnership with MSLGROUP offers insights into the Millennial generation's attitudes and expectations in the workplace globally today. The Millennial Compass study compares responses across six countries (Brazil, China, France, India, the UK and the USA) to provide valuable insights to global organisations. You can read more about this research here.
New Ashridge Research - Baby Boomers
As part of the next phase of our Generation Y research, we are looking at Baby Boomers (those aged over 50 years) in the workforce. Our online survey aims to find out what they ‘get’ and what they ‘give back’ to work, and to discover examples of maximising the potential of the over 50s.
If you are over 50 OR if you work in HR (whatever your age), please take 5 minutes to complete this short survey.
There has been a great deal of hype in the media regarding Generation Y and a quick search online and in the press returns many articles. Over recent years this generation has been discussed at length in opinion pieces in newspapers, in management articles, in books and in journal papers. Within these articles various questions have been posed around whether Generation Y are fundamentally different to those generations who have come before. There have also been questions around relationships and concerns have been raised about possible intergenerational conflicts in the workplace.
Who are Generation Y?
There have been many attempts to define the characteristics of Generation Y and the focus of the majority of published articles is on: what are Generation Y like; how can organisations recruit and retain Generation Y; possible cross generational conflict; and how other generations can adapt to accommodate Generation Y. There are some common themes that can be drawn from this existing literature. Overall, there is a consensus that Generation Y:
- have grown up in a very different environment to previous generations
- come to the workplace with different skills
- are motivated by different things
- think differently about learning
- think differently about relationships.
These differences, combined with advances in technology and communication suggest that there is a demand for new ways of working and learning. However, many of the discussions in the literature regarding this generation are based purely on anecdotal evidence.
Ashridge Research into Generation Y
At Ashridge our research into Generation Y goes beyond the media hype, the existing assumptions and stereotypes and looks at any differences between generations in depth. Our research investigates:
Is Gen Y actually different? What has made them the way they are? What do Generation Y want from work? Are Generation Y living up to workplace demands? And what are the appropriate ways of working and learning with this Generation?
Managing Generation Y: An International Perspective
Research conducted by Carina Paine Schofield and Sue Honoré in 2012 investigates Generation Y outside of the western world (focusing on the Middle East, India, Malaysia and China) and explores the manager-graduate relationship in the first few years of work and expectations of managers, graduates and organisations for their future leaders. You can read more about this research here.
Great Expectations: Managing Generation Y
Research conducted by Carina Paine Schofield and Sue Honoré in early 2011 in partnership with the Institute of Leadership & Management explores Generation Y's expectations of work and the challenges of managing Generation Y. You can read more about this research here.
Generation Y: Learning and Working
Previous Ashridge research conducted by Carina Paine Schofield and Sue Honoré during 2009 provides a multi -generational view of Generation Y learning and working. You can read more about this research here.