Customer Service Representative

Action Assignment 1

Q1. What is the most important idea you have learned in Part Seven?

A.1 Part seven deals with the environment of Muse Communications dealing with three different generations working together under one roof with different working attitudes. It also explains that generational contrasts have genuine ramifications for how employers and employees cooperate. Every generation brings an alternate set of states of mind to the work. Part seven, in general, has demonstrated that:

• Baby Boomers, born from 1946 -1964, put a complete focus on work as a foundation in their lives.

• Generation Xers, born from 1965 -1980, enjoy work, yet are more worried about work/life navigation.

• Generation Y-ers, born after 1980, frequently have distinctive needs, as a result of their profound dependence on technology, according to them they are able to work flexibly anytime and at any place and that they ought to be assessed on work item – not on how, when or where they completed it. Surprisingly, they need long haul associations with their employers, however, all on their own terms. The "genuine upheaval" is a reduction in vocation aspiration for all the more family time, less travel and less individual weight. Brought up in a purchaser economy, both generation X and generation Y employees expect to impact the terms and states of the work. Since family is a best priority for both, it's not amazing that work/life balance is an essential thought for them. As a result, they want their employers to accommodate their “consumer” expectations in this regard.

When Judy Woodruff of PBS talked to generation Y, he found that the employees from this group of generation narrates themselves as being tech-savvy and also this being the greatest barrier leading to generation gap between them and their parents. As per Jaclyn DeLammetres, one of the members of generation Y’s point of view, they want the kind of jobs where they can work for themselves and their jobs to be as quick-paced, imaginative and intriguing as possible for they consider themselves as people who bring smartness and a different and special attitude and skills to the workplace.

Stan Smith, who works for the Next Generation Initiative project for Deloitte-Touche, initiated Next Generation Activities program at Deloitte that furnishes young employees with classified profession advising and in addition online devices that enable them to find out about their qualities and shortcomings. Through the endeavors of the Next Generation Initiatives program, Deloitte has held more than 700 employees who might have left, sparing nearly $100 million in employee turnover costs.

Hence, the main idea incorporated in the case study of part seven was that the group of employees belonging to the youngest generation is coming into the workforce with all the more creative, smart and worldwide mindedness capabilities that their senior citizens never could have envisioned. Involvement with the modern media has driven numerous youngsters to grow new aptitudes, new suppositions and new assumptions about their employers. Generation Yers are probably going to be: