One voice of generation Y.

INTRODUCTION Both of the feature articles by Terrence Cahill and Mona Sedrak and by Llewellyn Piper express the importance for an organization to know its entire workforce, especially its current youngest generation. The articles discuss generational traits and offer measures that can be taken in order for leaders to guide generation Y to successful employment. As baby boomers are retiring and a large number of generation Yers or millennials are beginning their careers, the issue of managing multigenerational employees has become more pressing. As a new administrative resident, I found the ideas presented in these articles interesting, and the facts about generational differences and how they impact the workforce insightful. The articles also give me - a member of generation Y myself- an opportunity to clarify and respond to generalizations about millennials in the workplace. MISCONCEPTIONS ABOUT GENERATION Y The articles diverge on the time period that defines the generation Y group. Cahill and Sedrak's article classifies millennials as individuals born between 1979 and 2002, while Piper uses the years 1980 through 1999 in his description. Piper does acknowledge, however, the lack of a clear, definitive span of years in which generation Y emerged. I argue that the general characteristics discussed in the articles may apply primarily to millennials born between the 1990s and the early 2000s. The disparity in time periods results in generational characterizations that are not applicable to all millennials. Following are some misconceptions, according to what my peers and I have personally experienced. One example is in reference to the "platinum rule" (a variation of the golden rule, which is "do unto others as you would have them do unto you") in Cahill and Sedrak's article. The authors say that with the addition of generation Y into the workforce, leaders must abide by the platinum rule, a new human-relations guiding principle that states we must do unto others as they prefer to be treated. I disagree because throughout my youth and education, my peers and I were always taught and have followed the golden rule. Maybe those born a decade or two after my cohort are learning the platinum rule. This is an important consideration because while it could cause generational tension in the workplace for the youngest millennials, it is not a concern for the older members of generation Y. Further, I dislike the label trophy kids mentioned in both articles. When I was a child, I did not receive a trophy just for participating in an activity. I played competitive sports, and I was given a trophy or ribbon only when I earned it. Similarly, I disagree with the term helicopter parents. My peers and I had supportive parents who were invested in our lives and education, but they would not "swoop in whenever their children are threatened," as described in Cahill and Sedrak's piece. The helicopter-parenting style may be associated with younger millennials, whose parents are members of generation X, rather than older millennials with baby boomer parents. Another fascinating point raised in the feature articles is the need for generation Y workers to receive frequent feedback from superiors. Providing feedback to a new employee is an essential tool for managing employees from any generation. The fact that members of generation Y desire constant interaction should be valued by managers, as it makes their role easier. Feedback is especially critical to those just starting out in their career. It allows the individual to gain a complete understanding of how he or she is performing and in what areas he or she needs to improve. Even after an employee gains insight and experience related to his or her position, feedback is still necessary (although it can be provided less frequently) to the success of both the employee and the employer. One of the biggest perceptions about generation Y is that we are all technologically dependent. …