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High-Tech & Technology -




In Every Generation: 2016 was the Y Generation’s Greatest Year

By Meital Peleg

Who are the members of the Y Generation

and is the criticism of them really justified?

What would be the future of X Generation

members (Xers) in the job market? And –

please don’t forget the silver lining and


In 2016, the high-tech train kept charging for-

ward, and it seems this trend would also con-

tinue in the upcoming year. Here and there we

can see certain fields have slowed down their

growth, while other prospered. Yet, one of the

more interesting influential factors is the field’s

large proportion of Y generation members, the

often criticized generation consisting of those

born in the 80s and the 90s.

They were accused of everything from being

fussy and incapable of delaying gratifications,

to only living in the here and the now. On the

other hand, they have a lot to do with the current

successes and entrepreneurships.

Experience losses its significance

“This is undoubtedly a natural evolutionary pro-

cess, but it has a significant accelerating factor–

the fact that the Y generation prefers to work

with each other and in many ways, they don’t

care about the experience of the Xers. This is

evidenced by the rate in which Xers are being

pushed out of the job market, which is faster

than we would expect at this stage”, says Eyal

Solomon, CEO of the high-tech placement com-

pany Ethosia.

He says that “when about 45% of the market

consists of Y generation employees, we un-

derstand that more experienced workers are

pushed aside and forced to compromise on

other occupations.

The reason for this preference is mainly cultural.

Y generation members find it easier to communi-

cate with each other and the dialog with people

of their age group is more interesting for them

that conversing with older or younger people.

When we review the employment market, we

see that this element became very dominant.

Once upon a time, professionals used to count

their tenure by the hour, and suddenly, in certain

fields, Y generation members stop counting the

years of experience and provide greater impor-

tance to organizational culture fit”.

Solomon explains that “To use Y generation’s

terminology, organizations are becoming more

‘attention deficient’. While Xers prefer work

methodologies, the Y generation works from

day to day, and prefers real-time changes. If you

come with the Xer’s methodological culture, you

are no longer suitable for the organizational dis-

course, and the Y generation employees would

look at you as a hurdle for a culture that prefers

faster action. This is in fact the true collision

point between the generations – those arriving

from an organized culture and those who require

‘sprints’. At the same time, from an employer’s

perspective, since these employees constitute

a large – and growing – share of the job mar-

ket, it is obvious that organizations must adjust

themselves to them – otherwise they would be

left only with veteran employees, without reju-

venating themselves with young and up-to-date

workforce, and with fast, perhaps too fast, em-

ployee turnover.”

Solomon says that Y generation members bring

different characteristics and demands to the job

market: they want to earn a lot, and fast, they

seek challenges and study less in the university.

One of the ways in which this is expressed is

a trend of increasing resignations – currently

an unstable trend with several possible main

causes, but it requires workplaces to adjust

jobs to the new generation that is taking over

the market.

Ethosia’s data indicate that while in 2009, 2% of

all high-tech employees resigned, in 2015 and

2016 the ratios were 13.5% and 10%, respec-

tively. While there are indeed various reasons

for this phenomenon, it is attributed also to the

generation switch in the job market.

The disappearing Xers

Concerning the fate of Xers, Solomon says that

“They are not really disappearing but rather they

compromise on ranks and organizational posi-

tions that don’t necessarily reflect their tenure.

They take roles which are inequivalent to what

we are familiar with. They will no longer uncondi-

tionally climb the rank ladder in accordance with

their tenure, since the Y generation members

don’t believe in a tenure-based progression.

Undoubtedly there are also those who can’t

adjust to the changes, and they usually turn to

the field of consulting and may even become

freelancers. This option is particularly favored

Photo by Eyal Izhar