20XX

HOW IS THE ORGANIZATION

ADAPTIVE TO THE YOUNG
GENERATION
MANAJEMEN AGRIBISNIS, 26 NOVEMBER 2020
KELOMPOK I : MALINDA GHANIYYA – FITRIYANI SOLICHA – M. RIZALUL HAK
 20XX

WHO ARE THE

YOUNGER
GENERATION?
At The Center, we define a generation as a
group of people born at or around the same
time and raised in a similar manner. For
instance, when it comes to parenting styles or
technology, there’s a big difference between
the way a 55-year-old was raised and the way
a 21-year-old was raised.
We also view generations as a great clue to
help figure people out and uncover predictive
behavior. But it’s important to note that you
Presentation Title can’t always fit a person into a generation and 2
accurately describe everything about them. 
Pemuda menurut Undang-Undang 2020

No.40 tahun 2009 adalah warga

negara Indonesia yang berusia 16
sampai 30 tahun.

1 dari 4 penduduk Indonesia

adalah pemuda.

GENERASI MUDA DI INDONESIA

Sumber : BPS Statistik Pemuda Indonesia 2019

3
 GENERASI Y/MILLENIAL (lahir tahun 1981-1994)

Pada tahun 2020 berumur : 26 – 39 tahun

Ungkapan generasi Y mulai dipakai pada editorial koran besar Amerika Serikat pada Agustus 1993.

Generasi ini banyak menggunakan teknologi komunikasi instan seperti email, SMS, instant messaging

dan media sosial seperti facebook dan twitter, dengan kata lain generasi Y adalah generasi yang tumbuh

pada era internet booming (Lyons, 2004).

YOUNG PEOPLE IN ORGANIZATION

4
 Karakteristik masing-masing individu berbeda, tergantung dimana ia dibesarkan,
strata ekonomi, dan sosial keluarganya
 Pola komunikasinya sangat terbuka dibanding generasi-generasi sebelumnya
 Pemakai media sosial yang fanatik dan kehidupannya sangat terpengaruh dengan
perkembangan teknologi
 Lebih terbuka dengan pandangan politik dan ekonomi, sehingga mereka terlihat
sangat reaktif terhadap perubahan lingkungan yang terjadi di sekelilingnya
 Memiliki perhatian yang lebih terhadap ‘wealth’ atau kekayaan.

CHARACTERISTICS OF MILLENIAL

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 GENERASI Z (lahir tahun 1995-2012)
Pada tahun 2020 berusia : 8 – 25 tahun
Disebut juga iGeneration, generasi net atau generasi internet. Mereka memiliki kesamaan
dengan generasi Y, tapi mereka mampu mengaplikasikan semua kegiatan dalam satu waktu
seperti nge-tweet menggunakan ponsel, browsing dengan PC, dan mendengarkan musik
menggunakan headset. Apapun yang dilakukan kebanyakan berhubungan dengan dunia
maya. Sejak kecil mereka sudah mengenal teknologi dan akrab dengan gadget canggih yang
secara tidak langsung berpengaruh terhadap kepribadian mereka.

YOUNG PEOPLE IN ORGANIZATION

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 Tech Savvy
 Sangat suka dan sering berkomunikasi dengan semua kalangan khususnya lewat jejaring sosial seperti facebook,
twitter atau SMS. Melalui media ini mereka jadi lebih bebas berekspresi dengan apa yang dirasa dan dipikir secara
spontan.
 Cenderung toleran dengan perbedaan kultur dan sangat peduli dengan lingkungan
 Terbiasa dengan berbagai aktifitas dalam satu waktu yang bersamaan. Misalnya membaca, berbicara, menonton, dan
mendengarkan musik secara bersamaan. Hal ini karena mereka menginginkan segala sesuatu serba cepat, tidak
bertele-tele dan berbelit-belit.
 Cenderung kurang dalam berkomunikasi secara verbal, cenderung egosentris dan individualis, cenderung ingin
serba instan, tidak sabaran, dan tidak menghargai proses.

CHARACTERISTIC OF GEN-Z

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Presentation Title 8
 20XX

A New Generation in the Workplace

From a human resource management perspective, the different outlook of the Millennials, with respect to what they expect from
their employment and employers, are forcing organizations to consider whether they need to develop innovative approaches to the
design and delivery of these policies. Organizations should fine tune their strategies to address the needs of the Millennials. To this end ,
corporate management and HR should endeavour to understand their motivators and preferences so as to be able to develop
appropriate recruitment processes, selection tools, training and development techniques, rewards systems and to implement
them effectively (Westerman & Yamamura, 2007).

The challenge therefore, is how can we create a culture amongst young engaged employees of a “passion for work” and
willingness to make extra effort to make a successful corporate brand, in a climate where they are highly responsive to external
attractive opportunities. That is, one of the most important issues facing organizations today regarding Millennials is turning them into
brand pioneers so as to increase their level of engagement.

Presentation Title 9

Recruitment and Selection
• HR management when
exercised effectively can
contribute significantly to the
development of an internal
branding approach, which
attracts, develops, and keeps
employees by ensuring their
engagement and satisfaction of
needs in relation to work-related
products.
• forward thinking recruiters have
started to focus on targeting
individuals with respect to their
personal values and skill-sets
(Dahlstroem, 2011).
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Performance Management
• Gilbert (2011) contends that
effective performance
management is one of the most
frequent engagement drivers.
Millennials expect to have
continuous, immediate and
more frequent feedback about
their performance than previous
generations so they can evaluate
their own progress.
• HR professionals should design
performance management
systems that provide continuous
feedback and coaching on a
quarterly or even more frequent
basis, goal setting and appraisal
(Cascio, 2014).
Training, Development and
Monitoring Policies
• With respect to training and
career management, providing
career opportunities and
challenging meaningful
assignments are perceived to be
more critical to Millennials than
life-long employment (Shaw
and Fairhurst, 2008). They
would like to work for
organizations that constantly
foster their skills development,
but want to keep control of
planning their own careers.
• Fast track leadership programs
should be designed for those
who show promise and HR
departments should make sure
that Millennials have
opportunities for challenging
assignments, job enrichment,
and even international projects.10
 Technology Utilization
• Effective modern HR departments contribute
to enhancing employee learning, development
and retention through engagement with
technological innovations for delivering these
processes. The provision of such media as
technology-delivered instructions, text-based
courses, educational games, video
conferencing, chat rooms and interactive
distance learning as well as social-learning
tools, such as wikis, Facebook, Twitter and
Yammer, is attractive for Millennials, as they
like to keep up with the latest developments in
their field of business.
• In addition, allowing for flexible access to
lifelong learning to this generation who are
technologically-savvy, is intrinsically
motivating.
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Flexible Working Arrangements
• This is a generation that values flexibility in
working arrangements and work-life balance
constitutes an important dimension that they
expect from their organization. They ask for
“freedom and flexibility to get the job done in
their own way and their own pace” without
going through the layers of bureaucracy
(Martin, 2005, p.40).Reisenwitz and Iyer
(2009) similarly mention that Y’ers would
like to have flexibility in completing their
tasks and responsibilities (Reisenwitz & Iyer,
2009).
• Prokopeak (2013) also argues that this is the
first generation that will strongly question the
9-to-5 workday ethic, because technology
frees them from doing work at work.
Therefore, in order to attract and retain Y’ers
companies will need to organize work
schedules that permit them to work flexi-time,
telecommute and/or work from home.
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 Career Advancement Opportunities and Employee Retention
• The more desirous they are to move quickly upwards on the career ladder and they
have greater expectations of achievement and success than a high salary.
Similarly, Hewlett, Sherbin and Sumberg (2009) report that Generation Yers rate
rewards like recognition from their company or boss and a steady rate of
promotion at least if not more important than remuneration.
• organizations should readily give positive feedback to this generation regarding
the ways in which their work has enhanced the success of the firm (Reisenwitz &
Iyer, 2009). Moreover, their level of retention is likely to be strongly positively
associated with a work environment that provides job challenges as well as
opportunities for taking an active role in the development of their careers and
skills (Smola and Sutton, 2002) or otherwise they will choose to leave.
• Prokopeak (2013) points out that while baby boomers leave their employment on
average after seven years and for Generation X this figure is every five,
Millennials only remain at their place work for an average of two years
(Prokopeak, 2013).
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 CROWDE 20XX

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20XX

Young
Leader, Big
Vision

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20XX

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20XX

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20XX

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 20XX

THANK YOU!
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