Pros and Cons of Different Types of Interviews - Essay Example

?Advantages and Disadvantages of the Different Types of Interviews Introduction In the workplaces, there is currently a workforce comprised of several generations; Baby Boomers, those people born in the 1950s and the early 1960s, Generation X comprising of people born in the late 1960s to 1980, and Millennials or Generation Y comprised of people born between 1981 to 1998 (Deloitte Development LLC, 2005). These generations differ in various aspects and each possesses particular characteristics that influence and shape how they interact with others in a working environment. This paper concentrates on Millennials or Generation Y, and their distinct attributes, which assist in the explanation of their behaviour in an organisation. Generation Y comprises of people born between 1981 and 1994 with some others extending the period to 2002. They are depicted as ethnically diverse people who are optimistic, achievement oriented, confident, independent, and digitally savvy and dislike being micromanaged (Tapscott, 2009). Millennials are joining organisations in large numbers and may presently contribute to the largest percentage of employees in a company. As they join the workforce, new demands are emerging in order to meet their requirements, which seem to differ from those of the boomers and the Generation X employees. Therefore, companies are creating models based on evaluation of Generation Y’s values, characteristics, and aspirations, then applying them with some well-known theories to incorporate this generation into the workplace (Pepermans and Kerpel, 2008:907). Analysis of the Main Issues facing Management at Rising Entertainment Rising entertainment has a few problems when it comes to the management of Generation Y employees. Firstly, the Generation Y and Generation X employees seem to be in a dispute. The Generation Y wants the Generation X employees to immediately adopt the new ideas that they possess. Josh introduces the idea of marketing the new series on websites, blogs and You tube because he thinks that it would improve sales. Sara, on the hand, nods in agreement but quickly brushes off the idea making Josh feel insignificant. The Generation Y employee has great ideas, but forgets to make further plans like the fiscal capacity needed for implementation. Josh seems to possess a pool of new ideas but in his haste, overlooks planning and protocols, a characteristic associated with the Generation Y. Generation Y employees are creative and forward thinking as depicted in the case of Josh (Erickson, 2008). Generation Y employees are impartial towards protocol and traditional power structures that exist within an organisation. This leads to distrust between employees (Erickson, 2008). Josh meets the company’s C.E.O., Sam, and immediately talks about his marketing ideas and how they would increase sales. Sam tells Josh to give a presentation in a meeting scheduled on the following day. Josh is not even aware of the meeting for he is not scheduled to attend. He is not prepared either. Generation Y employees seem to disregard protocol as Josh did, thus conflicting with the other employees. They are in always in a hurry to get push their ideas and see most of them implemented, therefore, going to the extent of bypassing relevant authority. After finding out that Josh contacted Smithson, Sara gets angry because Josh did not follow the right channels (Erickson, 2009). Generation Y employees await daily feedback about their performance and continuous recognition for their contribution. They feel that they have valuable knowledge and should take credit for it (Erickson, 2008). After getting recognised, Generation Y employees want rewards, which are in this case, promotions and flexible calendars. The flexible calendar ensures that they have some free time off the job to enjoy life (Munro, 2009:7). Josh wanted his ideas taken seriously and implemented so that he could be rewarded. Josh can be seen yearning for some free time to enjoy Los Angeles nightlife. He thinks that he can get a senior position by catching Sam’s attention since Sara is not appreciating him. Sara thinks putting long hours into the job should qualify one for promotion. Josh thinks that significant contributions should qualify him for promotion. Generation Y employees need clear instructions and support from their immediate bosses as it is in the case of Josh. However, they want independence when planning and implementing their idea (Erickson, 2009). Models and theories Rising Entertainment uses the supportive model and theory Y to explain the organisational behaviour in the firm. Theory Y is used to explain the organisational context as it suits the observations made. It proposes that people love work and usually assume it to be a part of human life. It also implies that people seek responsibility when self-control and self-direction are practiced and suitable working conditions provided. This theory suggests that employees are innovative since they are all intelligent, therefore, can be trusted to make quality decisions. Management is expected to be fully aware of the employees’ potential and take on excellent management practices such as job enlargement and job delegation. Therefore, management should appreciate the organisational and employees goals and provide a suitable environment for attainment of the goals. Creativity facilities should be provided plus recognition and reward system. The organisation sets goals and delegates leadership, leaving the employees to achieve them as well (Kondalkar, 2007:27). This is evident as employees seem to be considered as active worker. Leaders at Rising Entertainment are observed to support the values of their employees. As Sara contemplates about josh’s work, she concludes that Josh had nice ideas only that they were misinformed. Sam supports Josh and asks him to attend a presentation where he would showcase the new marketing ploys. This model conceives employees to be active and provides them with support and an ideal environment to ensure that they utilise their skills and become highly productive. In the case study every employee seems engaged in work and even when Josh, Ashok and Jessica take a break, they seem to discuss work-related issues. The model also shows that if employees are provided with the ample opportunities, great work can be done (Kondalkar, 2007:55). If Josh is given the right platform to plan and implement his ideas, the company could benefit immensely from that. The motivating factor seems to be rewards such as free time and promotions rather than monetary gains. Josh wants to implement his idea so that he can get promotions at work. A feeling of satisfaction and appreciation would engulf Josh’s mind if his idea was to be applied. That is the aspect of the model where the employees acquire a positive point of view towards the work culture when their efforts are recognised. The leaders and the employees work together to develop their skills and realise a mutual goal (Yeaton, 2008). Sam realised that Josh’s idea was great when it came to marketing their new series, thus encouraging him to present it in a meeting the following day. This model helps in the development of the organisation, the individual and the group. Many organisations have developed as a result of adopting the supportive model. Solutions Generation Y employees need suitable work environment to work well with others and ensure productivity at the company is improved. They require free time to have fun, promotions, creativity facilities, and communication gadgets among others. Introducing Mentorship programmes Generation Y employees are keen on personal development and would want to achieve their goals as fast as possible. Mentoring is introducing programmes on leadership that assist employees learn from their existing leaders. Mentoring hastens career progression, which is one crucial goal to the generation Y employees (Hegstad and Wentling, 2004:427). It also welcomes them to the new organisation setting and they are able to learn the values and cultures associated with the company. Mentoring can be seen as a way of transferring wisdom, abilities and skills to the new employees, therefore, ensuring improved results as it minimises errors and promotes performance. Job ambiguity and absenteeism are also reduced thus promoting improved results. Mentorship is an effective way to learn and the Generation Y employees enjoy it as it provides them with new insight (Munro, 2009:3). Proper Job Training Proper training exercises should be emphasised in firms. This is to ensure that new employees are conversant with the rules of the firm and recognise what is expected from them. Generation Y employees will try to take a new approach when instructions are not clear. Emphasising on proper job training will enable them realise their roles in the company and play them accordingly. Generation Y employees follow instructions comfortably so if their role is clearly defined, things will run smoothly. They also need constant training to horn their skills. Generation Y employees crave excitement and after acquiring new skills, they definitely will take on challenges in order to gain rewards (Gardner, 2008:894). Improving trust This is an issue of concern when it comes to the Generation Y employees. They need a leader who they can trust. This can be done through equal forums. The Generation Y employees do not like micromanagement; therefore, everyone should contribute their ideas without considering hierarchical roles in these forums (Alsop, 2008). This will help build relationships among the employees and foster trust with their managers. The managers also should ensure that valuable feedback is given after an activity to help the employee evaluate performance. Generation Y employees require feedback to show if they are in the right course or some improvements are needed. Transparency is also essential in this generation as they strive towards achieving the goals and objectives of the company (Blain, 2008:11). Forming Teams Observations made on Generation Y employees seem to revolve around the importance of teams. Generation Y employees work better in teams as there are no hierarchical roles, therefore, making everyone equal. Brainstorming sessions are important to foster group ties and assist in information sharing. New ideas are introduced and as they are discussed, improvements lead to new products (Gerber, 2008:40). Enhancing communication and transparency Generation Y employees are keen on open, reliable and honest communication. A two way communication is preferred by this generation and they need feedback after a conversation. Communication is essential in that Generation Y employees have grown up in constant communication with each other (Kondalkar, 2007:57). When they enter into a workplace environment, they like to keep communicating with each other and the managers too instead of constantly walking around the premises. They use technology as a means of communication to make things easier around the workplace (Gerber, 2008:40). Delegation of work Generation Y employees have a vast pool of knowledge, abilities and skills that could be utilised for enhanced productivity of the firm. Delegating roles and work according to the employees’ expertise would ensure that the job is done efficiently and effectively. This would also allow the employees to develop their skills and challenge themselves (Rikleen, 2012). References Alsop, R. (2008) The trophy kids grow up: how the millennial generation is shaking up the workplace, Jossey-Bass, New York. Blain, A. (2008) ‘The millennial tidal wave: five elements that will change the workplace of tomorrow,’ Journal of the Quality Assurance Institute, vol. 2, no. 22, pp. 11-13. Caverhill, S. & Brooks, M. (2010) Understanding and managing your Gen-Y lawyers, Law Office Management & Administration Report. Deloitte Development LLC. (2005) Who are the millennials?: A.K.A. generation Y, viewed November 7, 2013, from . Erickson, T., Alsop, R., Nicholson, P. & Miller, J. (2009) ‘GenY in the workforce,’ Harvard Business Review, 87(2), 43-49. Erickson, T.J. 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