‘My Generation’ Articles
Written by Ji Hyun Lee on 22 October 2009
You’ve got more than 300 friends on Facebook but what do you do when you get a friend request from your boss or coworker? 
Lately, companies everywhere are using Twitter, Facebook and LinkedIn, but more and more employees are discovering that their management is using social networking tools for purposes other than socializing. For this reason, many employees feel awkward and defensive when approached about opening up their networks to their work colleagues.
“I find it very invasive when professional contacts with whom I am not socially connected contacts me through a social networking platform. If it were ten years ago and you called my home phone for personal reasons, it would be considered inappropriate. Why is this different?” says Chris Linn, vice-president of business development at InsideVenture.
Human resources department frequently research job candidates’ background and existing employees through their Facebook profiles. Inappropriate comments and images surfaced on Facebook have shown quite a few employees the exit door. Even more are denied job opportunities. So given the circumstances regarding the regularity of social media usage in workplace, many workers and management are at crossroads about what is appropriate and what isn’t.
To friend or not to friend, that is the question
Jim Gould, president at I Support, agrees to the benefits of Facebook interaction with colleagues. “It would probably help me to improve my business to see the uncensored and probably incidental comments of my colleagues, but I cannot see any advantage to them including me in their private conversations,” he says.
LinkedIn professionals were asked where they stood on friending workplace colleagues and more than 90 percent of respondents said that adding bosses to Facebook is a no-no. Adding coworkers were deemed more acceptable: More than 60 percent said they have or expected to add coworkers to their network. Still most agreed that the best solution was to keep the two worlds separate.
“I firmly believe that LinkedIn is for professional use and Facebook is for personal use,” says Jason Chu, executive recruiter at Shulman Fleming and Partners. “My personal life, as tame as it is, is still my person life. It has no relevance in my work environment.”
If you must accept, here’s an idea
Many employees who want to maintain a level of privacy from their employers find it hard to deny a friend request from a supervisor. After all, how can you say to a boss, “no, I don’t want to be your friend.” Doing so could also raise serious questions about your loyalty and create tension in your working relationship. To avoid getting tangled in the office politics of social networking, some employees will even go so far as to create a second Facebook profile just for work relationships so as to not appear rude to colleagues and supervisors.
“Create two different profiles: One you share with your closest friends and one you share with everyone else. Facebook allows you to manipulate your settings so people in the latter group only see what you want them to see,” advises Trace Cohen, chief marketing officer at Brandyourself.com.
But many also argue that keeping two profiles is easily searchable and that it just makes you look like you’re trying to hide something. Some even believe that refusing to accept a boss or coworker into your social network puts a shroud of suspicion on your character.
With the constantly evolving landscape of networking platforms, workplace ethics is as complicated as ever. It’s a case of damned if you do, damned if you don’t.
Friending the boss after all
Perhaps you’re the exception to the case— you have a wonderful relationship with your boss and coworkers and you’ve decided to include them into Facebook page. Are you being sensible or have you just committed job-sabotage?
“I am absolutely comfortable with adding supervisors and professional contacts as friends on Facebook,” says Scott Hale, Social Media Marketing Specialist. Hale keeps his profile an even mix “between professional and personal and I believe it represents my ability to balance my hobbies with my professional interests.”
Likewise, Erica D, an associate director at a nonprofit organization agrees. Because she is a shy person by nature, she admits that adding coworkers to her Facebook page has helped develop a camaraderie that she would typically find difficult to achieve in person.
“Having positive relations in the office is so important. I think [Facebook] has helped,” she says. Erica uses updates as a way to start a conversation with someone at work. “When I ask for information or assistance to do my job, they are more likely to be receptive or willing to help.” She also points out that while she has witnessed some indiscretions with others, she herself is careful to recognize that Facebook, like all the other networks, is a public forum. “Everything I post is something I wouldn’t mind seeing posted on the bulletin board at work.”
Yes, there is an upside to having a boss and coworker in your social circle—it’s easier to build trust and loyalty within the confines of a Facebook page. For those that are judicious about sharing appropriate information, the benefit of having developed trust and friendship from a supervisor can be immeasurable.
The best advice in using any networking tool is to always be a bit guarded about what you share. Keep your Facebook page and other social networking platforms entertaining and as non-controversial as possible. While it’s easy to get carried away with posting pictures of yourself doing a wild strip tease at a friend’s party, it’s also wise to remember that a quick laugh can just as easily leave an unfavorable impression on those that are unfamiliar to you. Bottom line is you just never know who is watching.
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For more articles from Ji Hyun Lee, please check out
The Politics Series: The Politics of Facebook Friending your Colleagues | The Politics of being a Woman on the Job: Why can’t we all just get along? | The Politics of Being Young on the Job: Managing the Kid Boss | The Politics of being cute on the job: Are you too Sexy for the Workplace? | The Politics of the bad boss | The Politics of Office Romance
The Lists: | Five Ways to Battle the Office Backstabber | Ten Signs that You Might be a Difficult Employee
Everything in between: Tips for managing the Millennial Generation | When You’re Smarter than the Boss | Knowing When to Speak Up and When Not to |Equal Work, Unequal Pay: What to do if You’re the Victim of Gender Discrimination
Do you need advice dealing with awful coworkers, bosses and other workplace issues? Find the author on Twitter @JiHyun42 or email, jihyunnyc@gmail.com, and tell her all about it. You could be featured in an upcoming article!
Tags: Baby Boomers, employee-employer relationships, Facebook, friending your boss, Gen X, Millennial Generation, social networking
Posted in Employee Relations, My Generation, The Politics Series | 2 Comments »
Written by Ji Hyun Lee on 22 October 2009
It’s been said that with age comes responsibility so it comes as a surprise to some workers that many companies are hiring
young workers to manage the older and more experienced ones. But in an economic downturn it makes sense that older workers get shed from company payroll to be replaced by younger workers with less experience and less onerous salary demands. And for some this isn’t always been a bad thing. A research conducted by The Family and Work Institute reflects a surprisingly positive opinion of younger bosses from their older subordinates. Majority of the older employees with younger employers believed that their young bosses were more
© sutashiku | dreamstime.com
competent, and more responsive, and more supportive of their needs than managers of any other generation. Fifty-nine percent of Gen X and Baby Boomer employees believed that their young bosses were competent and capable, and an astounding 79 percent of Matures (aged 60 and over) believed that their young bosses were competent and capable in their positions.
“I appreciate the way she has come up to sit in that position. One thing I get to learn from her is to innovate. I get to know the latest way of looking at the world and the business, which we never did when I was of her age,” says Prashanth S, senior manager at CareerBuilder.com. “We were assertive then and very aggressive now. The current market needs aggression, which she infuses.”
Still this does not belie the fact that many of the older workers are not always enthused about having to report to a younger figure of authority. For many who are old enough to be the young boss’ parent, taking direction from a “kid” is a bitter pill to swallow. Research also indicates that Baby Boomers are typically the generation at most odds with the conflicting management styles of the Gen Y group.
With the ever-changing face of the workplace environment, some employees are finding it difficult to contend with the colliding ethics of the multi-generational work force.
Anything you can do, I can do better
Often times, an older employee facing a manager decades younger feels that they have more knowledge and expertise for the position. The young boss may feel threatened and feel his confidence diminish in the presence of an older subordinate.
“I had several younger bosses. I’m not inclined to repeat the experience,” says Deni Tavares, advisor at Cultivating Our Sisterhood International Association (COSIA), an organization dedicated to empowering women and youth. “It’s a case of ‘they don’t know what they don’t know’ which is a problem within any work environment,” she says.
Workplace conduct is largely dependent on one’s opinion of one another so a young boss, especially if it’s a first time in a management position may feel inclined to overcompensate and distrust any employee, young or old, who question his authority.
According to Rick Brenner, management consultant based in Cambridge, Mass, trouble can develop “if the boss feels it necessary to assert dominance over the capable older subordinate— the boss can feel threatened. This can lead the boss to behave in ways that are insulting to or demeaning for the subordinate,” he says.
Some examples of inexperienced young boss conduct may include refusing to be accountable for his mistakes, or blaming others for them, Brenner says.
And while there are particular issues at stake for a young boss managing an older staff, the bottom line is that anyone in a leadership role is bound to feel offended if people underneath him question his capacity to lead.
Trust is the best advice here. While the elder statesman may have all the answers, it’s important to realize that someone else might also have those answers but reach them in a new and different way. It could take a little longer but any employee, old or young, should trust and wait for the young manager to figure things out.
Th know-it-all who knows very little
“If a young boss comes into the job with the attitude that they know it all, they will undoubtedly run into problems,” says Mark Vance, chief marketing officer of Aquion Water Treatment Products. “I made my fair share of mistakes usually driven by inability, at the time, to see the value of input from others.
Usually, this type of young manager will be the one with least amount of management experience— perhaps it could be his first time in a management position. He may have an MBA from Harvard and have several years at a high profile company. As impressive as his credentials may be, if the new kid on the block doesn’t know how to convert past experiences with the current work climate, he is headed for disaster.
He will give orders, commandeer radical new ideas, and refuse to listen to anyone or let anyone else contribute. These are the typical signs of an overcompensating boss trying to do too much too fast. And this often translates to micromanagement of employees, which is never a good thing.
“Micromanagement destroys employee morale, increases staff turnover and negatively impacts work performance,” says Dana Dixon, a claims specialist at the Association for Child Development. Dixon, like many of her peers, doesn’t take issue with the age of a supervisor, but rather the management style of those in charge. “Practice coupled with management courses can produce a more effective…more successful, younger manager,” Dixon says.
Vance agrees that employees will give the young boss a fair chance at success if they are treated with respect and are acknowledged for their efforts. So give the kid a break and emphasize the strength that each side has to offer to the company. If differing generations can build on teamwork, soon inconsequential errors will be just that. Inconsequential.
Old enough but not good enough to lead
Resentment can also arise out of older workers reporting to highly competent and experienced young employers. This happens
when the older worker is passed over for the same or similar position. Jealousy plays a large part in creating tension in a multi-generational workforce: Older workers often feel usurped by a younger, vibrant worker with a completely different set of skills and ethics.
“The younger boss is in itself a statement about the status of the older subordinate’s career. That statement can be difficult to accept,” says Brenner and this can lead to shame and loss of self-esteem for the older worker. “It is the expression of these hurts by the older subordinate that takes the form of difficulty in the relationship with the boss.”
To alleviate the tension, the one in the leadership position must make an effort to bring the team together under the same umbrella. Older workers in turn need to appreciate and value the contributions of the manager so that the young leader can show a similar deference to the subordinate.
“It can be tough to take orders from somebody younger than you are. And it can be hard to give direction to somebody older than you are. But good managers and good employees find a way to make it work,” writes Donald Trump, CEO of the Trump organization, in his blog. “Just like younger workers can bring fresh ideas and new techniques, older workers bring incredible insight and knowledge,” he says
© dawn hudson | dreamstime.com
Tips for building trust
For any employee, the key to good workplace relationship is trust. To accomplish a mutually beneficial relationship, here are some suggestions for workplace harmony for all generations.
Start by listening to what the other is saying. Listening is sometimes just as important as doing, and people who are doing the talking will greatly appreciate you for it.
Acknowledge the accomplishments of your boss. It may be a simple, “good idea” or “the meeting went well” but letting someone know that they’ve done a good job makes them view you with profound appreciation which is likely to be reciprocated.
Ask for help when you don’t know how to handle a situation. There is nothing more flattering than being asked for someone’s advice.
Recognize and respect your differences in age. Even if your young boss has a style of dress and speech that is less deferential than yours, respect it and appreciate it— differences are what make new ideas happen. The manager with a penchant for indie-rock can just as well respect you for your immense love of the Beatles.
Speak up if something is bothering you. Trust is best built on open communication so if there is an idea that you want to share, don’t be shy. Even if it’s not always received and implemented, a boss of any age will appreciate the initiative you take in helping the company grow its bottom line.
Learn from each other because as much as you have the years on your young boss, he or she will likely have some new ways to resolving an issue. When you look around, the workplace is filled with learning opportunity from every colleague, boss and CEO. And who can’t do with a little more education?
For more articles from Ji Hyun Lee, please check out:
The Politics Series: The Politics of Facebook Friending your Colleagues | The Politics of being a Woman on the Job: Why can’t we all just get along? | The Politics of Being Young on the Job: Managing the Kid Boss | The Politics of being cute on the job: Are you too Sexy for the Workplace? | The Politics of the bad boss | The Politics of Office Romance
The Lists: | Five Ways to Battle the Office Backstabber | Ten Signs that You Might be a Difficult Employee
Everything in between: Tips for managing the Millennial Generation | When You’re Smarter than the Boss | Knowing When to Speak Up and When Not to |Equal Work, Unequal Pay: What to do if You’re the Victim of Gender Discrimination
Do you need advice dealing with awful coworkers, bosses and other workplace issues? Find the author on Twitter @JiHyun42 or email, jihyunnyc@gmail.com, and tell her all about it. You could be featured in an upcoming article!
Tags: conflicting personalities, employee-employer relationships, Gen X, human resources, Millennial Generation
Posted in Bosses, Employee Relations, My Generation, The Politics Series | 5 Comments »
Written by Ji Hyun Lee on 20 October 2009
A hiring manager tells the story of a college graduate who interviewed for an entry-level position at her small b-to-b publication. During the interview the candidate asked for a starting salary of $85,000— that is $50,000 above what the company had budgeted for the position. More and more, HR professionals are coming face to face with a generation of gifted individuals with an over-abundant amount of self-worth and a propensity for voicing their opinions. They’re tech-savvy— many of them will have already built their own Web sites and have a personal media kit on Facebook and Twitter accessible via cell phones. They are impatient but always eager to learn and quick to do so. They are the Millennials, or Generation Y, and in another three years the work force will be flooded with 31 million of them.
“This is the generation that has lived a protected life. They were raised by work-obsessed parents who gave them everything to make up for the time away,” says Roberta Matuson president and founder of Human Resource Solutions, a management consulting firm based in Massachusetts. “They question the status quo… and expect to make an impact on day one.”
It is when companies are forced to contend with the young worker’s impatience to get ahead that often causes friction. “They seem to feel entitled to a raise and promotion in a week, that corner office in six. They want things now, now, now,” agrees Dr. Carolyn Martin, co-author of Managing the Generation Mix (HRD Press 2002) and a keynote speaker with RainmakerThinking, an organization that conducts research and training on the intergenerational work force. This is the number one complaint she receives from her clients and for many of these baby boomer managers, the generation gap in attitude and work ethics can be frustrating.
These high maintenance Millennials, like their predecessors Generation X, are great multi-taskers but with 10 times the speed of their older siblings. Born in an era of cyberspace, blogospheres and music downloads, they come into the work force with technological knowledge that didn’t exist even when Gen Xers were entering the work force. “This generation understands that there is no need to stay up all night to make an overseas phone call. They can simply text message the person with the information they need and continue the conversation the next day on their own time,” Matuson says.
Armed with a hunger for new challenges and innovative ideas on fast-forward, this new crop is a force to be reckoned with. Unfortunately, most businesses are not utilizing their young employees to their fullest potential. “Companies have yet to recognize that they need to take the time to figure out where these people are coming from,” says Matuson. “They want them to be like they were, which isn’t going to happen anytime soon. Someone’s got to adjust and it certainly isn’t going to be the people from this generation.” With Millennials expected to outnumber Gen Xers by 2010 and over one million baby boomers steadily leaving the work force year after year, companies are going to have to re-think their strategy or else “there just won’t be anyone around to get the work done,” she points out.
Understanding Who they Are
It’s a much different time than that of when the baby boomer generation went to work. Millennials grew up in an unstable world: There was terrorism, white-collar crimes, and an unsteady market. As a result, their attitude is reflective of the short-term goal as opposed to the long-term ones. It also explains their resistance to “pay their dues” when they witnessed first-hand how Gen Xers suffered in the technology boom and crash of the 90s. They do not see the point in working five years for a company to get ahead simply because there is no guarantee that the company will even be around that long.
“It’s a world in which there is rapid change… Seniority is not priority anymore,” says Martin. It’s why the new work force is viewing their careers with the attitude— “I’ve gotta take care of myself.” Millennials are entering the work force when there is a large generational shift in value and work ethics. “The older generation just blame Gen Yers when actually, they are just being sensible,” Martin says.
According to the feedback that RainmakerThinking received from one Millennial, their idea of job security means, “I’ll learn all I can here and as soon as opportunities to keep learning here disappear, I’ll look for a better position. Of course, I’ll negotiate the best deals for my expanded skills, experiences and knowledge.”
Because their doting baby boomer parents raised them to believe that education is the road to success, the Millennial generation also values learning and training opportunities in their career development.
“These kids are learning how to do things faster, smarter and better… They have the potential to be the most productive work force in history,” says Martin. And the Millennials know their value. This gives them the easy ability to job hop and another reason that has employers so shaken up.
Tips for Managing the Unmanageables
Once companies start to see where and how the Millennial group get their perspective, it becomes easier to manage them with all their “I’m so worth it” attitudes. The best advice for a mutually beneficial working relationship is to provide good management that consistently adheres to company policy. “We have to be very clear about what our expectations are,” advises Martin, though in return, you should ask your employee what they are expecting to gain. Janis Rosheuvel, a Millennial employee at a nonprofit organization echoes that sentiment. “I think a lot of managers think they do not have to engage in a dialogue with you about what you want out of the job,” she says and that it’s frustrating when companies forget that “the employee-employer relationship is a two-way street.”
In the event of poor performance, Martin says it’s absolutely crucial to hold young employees accountable, an area that she says many managers struggle with. Similarly, company managers need to also make it clear what the assignments are, where Millennials can have more freedom to be creative, and where they should follow strict guidelines.
Here are some additional tips that Martin’s RainmakerThinking offers to companies:
Mentoring them, as opposed to managing them, is another way to approach the Millennial work force. They do not take well simply to “orders” and resent being treated like an intern with busywork handed down to them with no explanation as to its purpose. The best way to bring out the best in these workers is to teach them about the company and the big and little things that can help bring about the most productive results. Rosheuvel’s idea of a great manager would be one that is direct, honest, capable and accountable. “She or he would also be a mentor and guide through the field,” she says.
Listening is also another key attribute for a manager facing a crop of young employees. Millennials are full of ideas and they want to feel like they matter. Though they are independent-thinkers, they love working in teams so allowing them to contribute to the efforts of the organization increases the feeling that they are becoming an important part of the company. The trick here is to make them feel valued, not dismissed.
Giving consistent feedback is also an important way to establish a good rapport with Milllennials. If you can hold them accountable for mistakes, you should also praise them accordingly. Of course that does not mean managers should transition into coddling parents but remember that this is the “now” generation and they are looking at you to guide them so if the performance is exceptional, let them know right away. It is a tremendous boon to managers to recognize the needs of Millennials so that they can be efficiently trained to meet the needs of the company.
Recruiting and Retaining Young Candidates
A big challenge for companies is luring this generation of workers and then retaining them.
“In a small business world, the opportunity for immediate impact is very attractive,” says Martin. “In contrast to a corporation, there is greater visibility… [Millennials] can be working side-by-side with the president of the company, rubbing elbows with the decision-makers.” The intimacy available in a small company with much fewer employees could potentially turn out to be a very satisfying arrangement for the group with entrepreneurial instincts. The Millennial Generation wants to make a meaningful contribution and the opportunities for this is greater in the small-sized company.
They are also the most socially conscious group and many opt to pursue non-profit humanitarian organizations as opposed to the usual lure of large, profit-making corporations. To help in the recruitment, make your company mission clear and emphasize all the ways that your business is serving its customers, its employees and if appropriate, contributing to society. You can also offer recent graduates an attractive benefits package—tuition reimbursement and a company-vested retirement plan— and a relaxed working environment also helps.
Ultimately, the successful working relationship between all generations is one where there is respect going both ways and a clear understanding of what is expected from all sides. Once established, perhaps the passing of the torch won’t be such a painful process after all
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Tags: Baby Boomers, conflicting personalities, Gen X, human resources, Millennial Generation
Posted in Employee Relations, My Generation | 9 Comments »
