The Generation Shock Issue in L'Oréal Canada

508 Words3 Pages
Problems Identification The L'Oréal’s workforce had equal portions of Baby Boomers, Generation Xers, and Generation Yers. As more Gen-Y employees joined the Montreal offices of the Paris-based beauty and personal care products firm, L’Oreal Canada executives discovered something else: Generation Yers bring different beliefs, values, and behaviors from other two generations to the workplace. These people are very entrepreneurial so they want a workplace that is innovative, flexible and merit-driven, and they pursuit individual development and early responsibility. The phenomenon is called Generation Shock that turns into dysfunctional conflict within the organization (Jonhs and Saks, 2010). The HR department is supposed to introduce intergenerational method to solve the problem and improve the organization effectiveness. Problems Diagnosis Four key themes of differences existing within organizations between managers and different generations are expectations and turnover, work experience, value of national cultural background, and attitudes and behavior (Honore and Schofield, 2012). Retention of young people has become the most important issue for most managers to concern. Compared to Generation Xers and baby boomers, young generation with little patience toward jobs will quit quickly if they are not satisfied with it or they recognize that jobs do not meet personal ideals, while Generation Xers and baby boomers have a great sense of community, having greatly loyalty toward company and colleagues relationship. Due to the rapid transformation of world or less emphasis on importance of work, Generation Yers seeks the jobs providing satisfaction and happiness rather than job itself. There is a dilemma that young generation possesses high expectations on jobs which include responsibilities, improvement and challenges, while managers expect that young generation to
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