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Volume 7, Issue 3, March – 2022 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

Talent Management of Generation Y


Sudarshana Das

Abstract:- This research paper deals with the factors remained unchanged. Talent management emphasizes
(changing the world work, knowledge economy, excellent initiatives completed to advance representatives'
demographic changes, globalization, and technology) careers.
affecting Talent Management of Gen Y and develops a
holistic framework required to manage and retain Gen Y With the continuous inflow of Generation Y employees
staff by the organizations. Gen Y has been chosen as the (born between 1981 and 2000) and the retirement of Baby
focus of this inquiry. Boomers (born between 1946 and 1964), there has been a
paradigm shift in the workforce demographics during the last
The goal of an organization is to give the highest several years. According to generational cohort theory, a
quality at the lowest possible cost by utilizing its greatest generation is defined as a group of people who were born at
talent. This is what determines whether an organization the same time and shared formative experiences during their
will succeed or fail. This is why an organization must development, resulting in a shared value system, perceptions,
study and identify the impact of the young generation's and attitudes.
values and employment preferences to manage and retain
and prepare the employees for future roles of Generation Y has witnessed developments such as the
responsibility and leadership. liberalization of the economy, the birth of the internet, the
popularity of social media, the increase of environmental
Mentoring, strategic leadership, social networking, consciousness, and the rise of terrorism.
and information sharing should all be part of a company's
talent management plan for Generation Y workforce. The majority of Generation Y employees were raised in
Employees from Generation Y become more committed a multicultural, technologically advanced atmosphere by
as a result of competency development, and they are more parents with a secure financial foundation. This setting has a
likely to stay on the job. To gain a competitive advantage, significant impact on their personality development as
Talent Management strategies must be used judiciously carefree, fun-loving, and risk-taking persons. They have very
different work ideals, ethics, and working styles than
This research adapts to new problems and bridges a Generation X and Baby Boomers. They have a strong feeling
key organizational gap. As a result, this study is critical of self-worth and confidence in their skills, and they are
for academics and managers to create talent management ambitious, creative, and goal-oriented. They have a lot of
and human resource strategies in businesses. optimism, assertiveness, and self-esteem. This generation
symbolizes persons who are socially connected,
I. INTRODUCTION technologically literate and have a strong connection
orientation. They want an inclusive management style and
Human resource management, human capital want to be mentored by their superiors and wish to be granted
management are some of the approaches which aid in dealing the power of decision making.
with an organization's most important resources.
Nonetheless, in the last 20 years, there has been a lot of Despite the changes in labor characteristics, HRM
interest in utilizing the abilities of an organization's top procedures remain the same, making them less desirable to
representatives. Without extremely skilled experts and never- Generation Y employees and leading to greater attrition rates.
ending interest in human capital, organizations can hardly Massive rivalry across industries, as well as attractive offers
compete. Efficient allocation of resources is one of the most from competitors, have exacerbated the problem of retention.
important tasks that an organization has to perform to gain a Employee engagement is further lowered by the immense
competitive edge over other organizations and also to run a pressure to outperform the competition while having
business effectively. insufficient resources.

Furthermore, any organization's success is inextricably These characteristics of Gen Y have prompted most
linked to the presence of qualified individuals. As a result, organizations to change their principles of hiring, managing,
one of the greatest challenges confronting organizations and retaining Gen Y staff to adapt themselves to the changing
today is the ability to manage and administrate effectively. work environment. While most companies are working their
Talent management is becoming one of the primary way through this, some companies are finding it difficult to
instruments of business intensity, according to a recent adapt to this change and are thus suffering considerably.
research conducted in the specified range. Over the last 20
years, talent management has progressed from a haphazardly
arranged marvel to a widely recognized and widely depicted
creation. Even though talent management as a subject of
study has a variety of principles, its focus has largely

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Volume 7, Issue 3, March – 2022 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
II. LITERATURE REVIEW they seek flexibility, autonomy, and a healthy lifestyle.
Adaptability is important for everyone, especially Generation
As discussed before, these are some of the main factors Y, who value time off as if it were their own life. Management
that affect talent management in Gen Y: might use flexible work hours and incentive compensation to
motivate employees since these factors influence their
 Globalization: individual performance. In general, executives should
Globalization opens new possibilities for businesses and "reexamine and retool enrollment, maintenance, and
executives, makes the globe more diverse and coordinated advancement processes in light of the integration of diverse
and makes competition more unique, varied, and far- periods into the workforce situation."
reaching. Worldwide awareness encompasses considering
global interdependencies as well as the sense of belonging to  Technology:
a global community rather than a country-specific one. The Innovation makes the world a faster and more connected
pool of talented individuals has been expanding and is place to live, and it has a huge impact on working
expected to continue to rise sooner rather than later, thanks environments and the workforce. Parental abundances, PCs,
mostly to expanded educational opportunities in emerging and astounding technical breakthroughs have shaped this
nations. Furthermore, in a comparable time frame, the need period. One of the most frequently mentioned characteristics
for such skills is likely to increase dramatically. Based on data of this age is their comfort with innovation.
from 22 countries and 12 firms, a World Economic Forum
study predicted that by 2020, massive ability gaps between  Gen Y:
the free market activities of extremely bright experts will As a large and fascinating group, Gen Y is graduating
emerge. from school and joining the workforce. As the most senior
generation of representatives (Baby Boomers) retires, the
 The Knowledge Economy: majority of the workforce (Generation X) sees the necessity
The alleged information laborers are turning out to be to recruit and retain this new generation of talented experts.
deliberately critical for organizations; defined a learning The workforce has evolved from a traditional chain of
specialist as "someone with high degrees of aptitude, training, command attitude to a more diverse and varied array of free,
or experience and the main role of their employment includes capable individuals. "A better understanding of the desires,
the creation, dissemination, or utilization of information". needs, and business-related estimations of the most recent
Information workers are employed by businesses to fulfill a generation of individuals might result in a win-win situation
role and contribute their expertise to the development of for both firms and workers."
goods and services. Learning experts are more of a stock than
a stream in the process-situated state, and useful learning  Talent Management:
stock is viewed as the stream of information. Generation Y talent management systems are derived
from Strategic Human Resources Management (SHRM)
 Changing The World of Work programs that align personnel decisions with the goals the
Changing the world of work is shown by the creation of organization wants to achieve. SHRM incorporates Human
new forms of work and vocations, the gap between necessary Resource Management (HRM) into the organization planning
and available skills, the scarcity of highly skilled workers, process and focuses on human resource activities that support
and the rise of the global and virtual workforce. Workplaces the purpose, objectives, and development of strong human
nowadays are characterized by their diverse nature, resource management relationships. Human Resource
eccentrics, and fragility. Management is maintained to improve representatives'
capacity and desire to work, which affects authoritative
In contrast to their forefathers, Gen Y has a unique execution.
perspective that contributes to their organizations by
identifying flaws in plans of action and procedures and  Gen Y Workforce
providing innovation-driven alternatives for increased The characteristics which make Gen Y workforce
efficiency. different from the rest of the staff are as follows:
 Employees of Generation Y are said to desire rapid
They are aware of what objects will best represent their feedback on their performance and prompt
time period. They also have faith in the rehash of traditional acknowledgment of their efforts.
methods. Millennial experts are extremely adaptable and  Need for learning and development- They appreciate the
receptive to change, with a high rate of rehiring. For example, possibilities for ongoing development that organizations
if they have failed to reach an agreement, they can quickly provide when evaluating job offers. As a result,
bounce back. Generation Y employees want to keep their knowledge
and skills up to date to remain marketable in the labor
 Demographic Changes: market. As a result, people change organizations in
The age profile of the workforce (maturing workforce pursuit of greater possibilities for growth. According to a
against Gen Y and younger periods) and the structure of the recent Deloitte research, roughly one-third of Generation
workforce (growing good diversity, diverse ranges of talents, Y workers intend to quit their current job and seek new
shifting demand) are both changing statistically. Gen Y employment.
should be optimistic and adaptable to change. Furthermore,

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Volume 7, Issue 3, March – 2022 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
 Employees from Generation Y are particularly vulnerable a lower intention to leave, reduced stress, and positive
since they are very ambitious and demand quick success justice perceptions.
in all they do. When companies fail to meet their
expectations, employees opt to leave. Because Generation Mentoring is a developmental activity that appeals to
Y employees have a high learning orientation, companies Generation Y since they are always looking for opportunities
must design a suitable developmental plan to keep them. for personal and professional growth, as well as
 Given Generation Y's technological aptitude, access to developmental assistance and feedback. Mentoring
technology is required to engage them. connections assist people in achieving greater performance
 Employees from Generation Y benefit from knowledge by guiding, directing, and motivating them. Generation Y
sharing since it helps them enhance their skills. They may employees are exposed to prominent individuals and emulate
not be aware of the organization's culture, traditions, or mentors' actions to understand how to achieve the desired
expectations because they are new to the job. To grasp objectives. This is in line with social learning theory, which
organizational viewpoints and socialize effectively, they states that people learn by watching others. The diverse
require the help of peers and superiors. information gained by recruits from mentors and other co-
 Employees of Generation Y place high importance on workers is essential to their socialization and future success.
open communication that promotes the free flow of In this context, mentorship is an excellent strategy for
information to generate opportunities for experiential providing Generation Y with information and emotional
learning and quick advancement. support, which leads to favorable attitudinal results.

 Strategic Leadership and Competency Development:


III. CONCEPTUAL FRAMEWORK Over the last two decades, the notion of strategic
leadership has received a lot of attention. Modern businesses
 Mentoring and Competency Development: operate in a complicated business environment marked by
Mentoring is a developmental connection between a fast globalization, technological proliferation, increasing
more experienced employee, referred to as a mentor, and a unpredictability, and dynamism. To deal with this ever-
less experienced employee, referred to as a mentee or changing situation, a certain insightful leadership style is
protégée, in which both parties gain. Making difficult tasks, required. Furthermore, the advent of Generation Y, as well as
promoting job-related behaviors, supporting professional the growth of the knowledge economy with a strong focus on
growth, and improving their sense of competence by giving human capital to generate competitive advantage, strengthens
exposure, sponsorship, visibility, and protection are all the case for strategic leadership in the current setting.
examples of career support functions. The mentee receives
public support through exposure, sponsorship, and publicity. The study of executives with overall responsibility for a
Mentoring expands mentees' network by introducing them to company and how their actions impact organizational results
key individuals inside the organization, therefore improving is known as strategic leadership. Strategic leadership, in
exposure and visibility. In addition, the mentor provides particular, refers to top-level management that includes both
security for the mentee in instances where there is a strategic and relational actions between leaders and their
significant chance of failure, which might impede their subordinates. It's a synergistic mix of visionary leadership
professional advancement. Mentees' professional growth is that prioritizes future investments and managerial leadership
aided through challenging tasks in which they learn new roles that prioritizes maintaining the status quo.
and responsibilities. Mentees who receive psychosocial
assistance acquire a feeling of belonging, professional Absorptive capacity, adaptive capacity, and
identity, and effectiveness. Mentors provide companionship, management knowledge are all components of strategic
acceptance, confirmation, counseling, and role modeling in leadership. Absorptive capacity refers to the ability to
addition to providing social support. Acceptance and recognize, acquire, and practice gaining new knowledge. The
confirmation help mentees develop a good self-image. ability to adjust is known as adaptive capacity. Being
Through self-exploration, counseling assistance develops institutive, judge-mental, and cognizant of environmental
good self-views. Role-modeling assists mentees in observing perception and social interactions are all characteristics of
and learning from the behaviors of mentors. Despite managerial knowledge. The notion of strategic leadership is
significant academic attention, there is presently no widely based on the upper echelon hypothesis, which states that
recognized definition, and the majority of study focuses on its senior management teams, CEOs, and others are responsible
beneficial consequences. However, little is understood about for determining the organization's vision and future direction.
the impact of confounding factors and the underlying Individual experience, personal beliefs, cognitive style, and
mechanisms that lead to such results. The literature divides personality qualities of the upper echelon have a significant
these results into two categories: impact on strategic decisions made by organizations.
 The favorable mentee outcomes, including performance,
pay, and promotions in the workplace. Strategic executives have a broad perspective and focus
 Subjective career outcomes, such as better job on the organization as a whole rather than on individual
satisfaction, emotional commitment, self-confidence, and departments. Strategic leadership has a strong sense of
career growth; stronger organizational performance, and purpose and direction, which leads to strategy creation and
implementation, thanks to shared values and a well-defined
vision for the future. Given the strategic relevance of young

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Volume 7, Issue 3, March – 2022 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
generation employees as future leaders, conveying the vision recruiting function of organizations, with a focus on
ensures that individual goals and corporate strategy are in Generation Y personnel. According to the framework,
sync. Surprisingly, vision is one of the qualities that Generation Y employees are tech-savvy, and businesses
Generation Y looks for in a leader. Talent management should use social media to build a compelling employer brand
operations, including talent acquisition, development, and that will attract Generation Y candidates. Bolton (2013)
retention, are a priority for strategic executives. presented a helpful approach for combining the motivations
and consequences of Generation Y employees' usage of social
The impact of strategic leadership on business media. It identifies significant themes from the literature on
performance and effectiveness has been highlighted in social media usage and generational differences, as well as
academic research. In this line, research has focused on firm- essential problems that should be investigated further in a
level behaviors such as organizational learning middle future study, such as the impact of social media use on
managers' attitudes and behaviors and management practices. employee engagement and retention among Generation Y
Recent research has looked at the influence of strategic employees. As a result, this paper has used social media to
leadership on the growth of innovation and entrepreneurship. create and retain Generation Y employees. Generation Y
There is, however, a paucity of research on individual prospects in response to this request.
psychological effects of strategic leadership, such as
employee attitudes.  Knowledge Sharing and Competency Development:
Knowledge management is widely acknowledged as
Organizations all around the world have seen an one of the most important ideas in the business world. One of
extraordinary growth of technology in the last several years. the reasons is that the importance of information as a strategic
The growth of social media, or online communication resource for competitive advantage is becoming more widely
channels that allow the creation and sharing of user-generated recognized. It comes in two varieties: explicit and implicit.
content as well as methods to connect with others, is the Explicit knowledge is factual, spoken, or written information
driving force behind this technological revolution. that can be transmitted, codified, and articulated, whereas
implicit knowledge is subjective information based on the
Social media, which is based on Web 2.0 and user- organization's routines, cultures, and surroundings. Implicit
generated content, allows for the construction of a knowledge is unspoken and unarticulated knowledge.
collaborative environment in which the user is both the
consumer and the creator of the material. Social networking Knowledge management is a wide term that refers to the
sites (Facebook, LinkedIn, Myspace, and Twitter), blogs, gathering, storing, sharing, and use of important information
content-sharing sites (YouTube, Flickr), discussion forums, (Rowley, 2000). As a result, information sharing is critical to
and internal networking tools (Yammer) are just a few the success of knowledge management projects. Knowledge
examples of prominent social media platforms. sharing is an important part of the knowledge management
discipline as a whole. As a result, information sharing is
The influence of social media use on employer branding critical to the success of knowledge management projects.
for recruiting new workers, creativity and innovation,
organizational development productivity and performance, Knowledge sharing, on the other hand, is a poorly
and social capital are among the most researched issues defined term with no unifying conceptualization, since
coming from academic and practitioner literature. researchers have characterized it in a variety of ways.
Knowledge sharing, according to Hansen (2002), is a process
Organizations are being compelled to adopt social of establishing social connections among organizational
media as a result of the increasing inflow of Generation Y individuals and units. Lin (2007) defined it as a process of
employees into the workplace. Social media has drastically employees sharing their information, opinions, know-how,
altered the way individuals communicate, engage, share, and insights, and experiences. It is also a larger notion that
create connections with family, peers, and friends alike. The emphasizes social interaction, shared understanding,
affordance given by social media technology is primarily reciprocal information sharing, and collaborative knowledge
responsible for the advantages of social media use. The open production.
accessibility, pervasiveness, durability, and flexibility of
social media make them ideal instruments for information The existing literature on knowledge sharing focuses
exchange, collaborative recognition programs, and primarily on knowledge sharing enablers, such as
communication. Employees from Generation Y have a great organizational culture and technological capabilities, as well
propensity for using social media at work and are hence as its direct impact on economic indicators, such as individual
employed by companies to socialize recruits. performance, organizational performance, productivity,
product improvement, innovation, competitive advantage,
Evidence from the literature shows that college and and organizational effectiveness. More research is needed to
university students in the United States, the United Kingdom, figure out what mechanism mediates the direct impacts of
and Malaysia use social media, particularly social networking information sharing on outcome variables. Furthermore, the
sites and blogs, to interact and communicate with their peers, literature has a limited empirical base, and the bulk of
which has a positive impact on informal learning and research is exploratory in character, demonstrating the lack of
socialization. Faour and Heinze (2013) developed a depth in current knowledge-sharing understanding.
conceptual framework for integrating social media into the Importantly, information sharing has not been well

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Volume 7, Issue 3, March – 2022 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
researched in the context of Generation Y personnel, except Y personnel, resulting in the development of competency
for a few studies that look at the topic from a multi- levels.
generational viewpoint. The current research fills this vacuum
by examining the hypothesized link between information IV. RESEARCH METHODOLOGY
sharing and competency growth among Generation Y
employees, which leads to emotional commitment, which The literature review approach is used in this study as a
translates to a desire to stay on the job. suitable strategy for summarizing the literature. The research
papers were gathered using popular databases such as Google
 Social Media and Competency Development: Scholar, Scopus, Academia.edu, and Business Complete, as
The influence of social media technologies on today's well as EBSCO's Human Resources Abstracts. Rather than
multi-generational workplace has grown dramatically over drawing generational comparisons), this study analyses
the previous decade. Generation Y personnel demand new literature on Generation Y workers' work values, preferences,
learning solutions due to their unique needs and learning requirements, and attributes, focusing on giving a
preferences. Technology has influenced the way this digital comprehensive picture of Generation Y employees'
generation learns and processes information, having been psychological profile.
nurtured in an atmosphere of fast technological
developments. They are known as a technologically aware A review of theoretical and empirical publications
generation that thrives in a 24/7 real-time environment and published as journal articles, book chapters, government
expects technology to play a major role in their learning reports, practitioner surveys, conference proceedings, and
process by providing quick access to a variety of informative dissertations was conducted as part of the review. Reference
sources. lists from recent papers were searched to find articles that
were often mentioned. Because the major goal is to learn
Over personalized information, they choose more about Generation Y's psychological profile, articles
collaborative learning with characteristics like instantaneity about Generation Y's work values, preferences, requirements,
and self-direction. and characteristics were chosen.

There is strong evidence in the literature that technology In a similar spirit, publications focusing on generational
plays a significant role in students' academic life. The comparisons were studied to better comprehend the
potential of social media for learning has been explained by Generation Y profile pattern.
Thomas and Thomas (2012). They said that its interactive,
flexible, and asynchronous learning approach was beneficial. Articles focusing on talent management from a
There have been studies that show a link between the usage generational perspective were also looked at.
of social media platforms such as Twitter and enterprise
social networks and university student engagement, The following inclusion and exclusion criteria were
involvement, and semester grades, as a result of enhanced used to select material for inclusion in our systematic review.
contact between students and professors which results in We considered research that looked at Generation Y from a
higher learning. human resource standpoint as well as papers written in
English. Studies in languages other than English were
Wikis, blogs, discussion forums, and networking sites excluded, as were studies focusing on marketing domains
are examples of social media platforms that have interaction relevant to Generation Y consumers, studies where
and collaboration possibilities. This fosters collaborative Generation Y was not the primary focus, and studies focusing
learning by facilitating the exchange of ideas, insights, and on populations other than Generation Y.
information, as well as the development of links, through
real-time communication and collective knowledge Thorough research was done to find the best journals to
production and sharing. acquire some valuable facts and information. The majority of
the articles came from reputable peer-reviewed management
Furthermore, with some control over material and and psychology journals such as Journal of Managerial
speed, social media makes learning, democratic and more Psychology, Development and Learning in Organizations: An
interesting. This leads to a learner-centric strategy in which International Journal of Hospitality Management,
learners take a more active part in their learning, which is in International Journal of Engineering and Technology,
line with Generation Y employees' new psychological International Journal, Human Resource Management
contract. Review, Journal of Applied Psychology and European
Journal of Training and Development. This is because all of
This social media-enabled learning aligns with the these publications are devoted to the field of human resource
social constructivist learning paradigm. According to this management. More significantly, these publications have
idea, learning takes place jointly through social context and published several notable papers that have had a significant
involves conversation, inquiry, and information exchange impact. This is since all of these publications are devoted to
among organizational members, ultimately leading to the field of human resource management. More significantly,
learning behaviors and the acquisition of abilities like these publications have published several notable papers that
collaboration and communication. As a result, the usage of have had a significant contribution to the literature of
social media will offer learning opportunities for Generation Generation Y Furthermore, the majority of these publications

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Volume 7, Issue 3, March – 2022 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
are top-tier publications in the field of human resources Although Generation Y's entry into the workforce may
management, indexed in reputable databases, and with impact provide problems for HR managers, if successfully engaged
factors. and nurtured, they will pay off handsomely for businesses. In
this spirit, a company cannot survive if it does not address the
V. SUGGESTIONS AND RECOMMENDATIONS usual demands of Generation Y employees. As stated by the
resource-based perspective of companies, skilled staff gives
 In light of the aging workforce, new approaches are a competitive advantage to firms since they are difficult to
necessary to recruit and retain highly skilled experts to replicate.
strengthen organizations' information management
capabilities. Furthermore, a more engaged and knowledgeable staff
 It has been criticized that identifying and selecting the leads to higher levels of customer satisfaction, performance,
appropriate persons for enlisting, as well as keeping those and retention, as well as increased production and
who have been prepared, are areas of concern for HRD profitability. The retention of skilled and productive staff has
refinement. economic consequences for the country, in addition to
 Smaller businesses with a few representatives who work commercial advantages.
on equipment and new developments regularly may be
significantly impacted. This is because identifying and REFERENCES
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ISSN No:-2456-2165
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