I asked my 15 year old summer intern to write the next couple of blogs to help get some insight into what the next generation of employees has to say about work. Here goes Kirsten’s first commentary on what “kids” expect from the workplace:

by Kirsten Eversen

The stock market crash, a strained national debt ceiling, and an unemployment rate wavering around the nine percent mark, it is safe to say that these are not the most reassuring times in our country’s economic history. Stepping into these tumultuous times is a new generation of employees. Born between the early 1980’s and late 1990’s, this group numbers seventy-five million – closest in size to the generational bubble created by the Baby Boomers, represented primarily by their grandparents. Referred to as the Millennials, the Internet Generation, Generation Y, or the “Trophy Kids”, these recent entrants to the workforce are alternatively known as technologically savvy, unmotivated, highly empathetic, spoiled, and creative.

As has been the case with each generation before them, Millennials enter the workforce with preconceived notions and expectations of their employers that are somewhat different than their predecessors. Millennials have developed a great skill for multitasking, are accustomed to scheduled and planned group activities, have grown up in a competitive environment where “everyone wins”, and expect to receive immediate and regular feedback and gratification. This  is a generation most likely to use a Mac, not a PC; to have completed research almost exclusively on the internet;  and to have had almost limitless access to customized music, media, training, and entertainment their whole lives. This need for variety, personalization and immediacy spills into the work environment easily. But Millennials are also very passionate about others, with a historically high level of participation in volunteerism and charitable giving not seen before. Millennials realize that work should not consume one’s entire life, but rather it is viewed as an essential task that must be completed efficiently and to the best of their ability. As an employer, the advantages of Millenials are in their willingness and interest in flexible work hours, team based projects, readily transferrable technology skills, and openness to diverse cultures and views.

Conversely, growing up in a culture that puts so much pressure on being “perfect” eventually takes a toll. The desire to please and excel is a common trait amongst this generation. Providing constant feedback is one way of increasing the efficiency of these workers. Another is to offer guidance and act as a mentor. Millennials want to climb the “corporate ladder” like others before them, but expect far more help in doing so. They are respectful of superior positions, yet not intimidated by them. Millennials are more likely motivated by external than internal factors, and as a result can require a greater level of stimulation to maintain focus and execution against more mundane tasks and accountabilities. But although variation in tasks is welcomed by Millenials, they desire a certain amount of structure and routine in their daily work schedule.

Millenials tend to have a bad reputation amongst elder personnel. Many assume that people from this era are “arrogant, technology obsessed, and have a bad work ethic”. As with employees from previous generations, Millennials simply pose different obstacles that employers should do their best to compensate for. Constructive criticism, work flexibility, and a variety of tasks will create the ideal work environment for these young, prospective employees.

Although the recession isn't behind us, most employers are planning to increase wages by about 2.9% in 2011 according to the Hay Group salary budget survey. Salary increase amounts continue to hover around the CPI, with variance between industries, but expect pay raises on average to range from a low of .7% to the high of 3.5%. Given the tight range of increases, most employers will continue to struggle with creating any level of differentiation in pay between top and average performers (the lowest performers continue on average to receive no increase). But bonuses, informal incentives, and lump sum merit awards continue to offer alternatives that provide a strong compensation value to employees while maintaining tight cost controls.

Wages are anticipated to remain flat or below pre-recession levels due primarily to the decision by most employers over the past two years to bypass increases completely, while inflation and rising benefit costs further erode real wages. In the event that the economy does pick up steam, expect to see salary compression - what happens when your existing staff's wages don't keep up with what new hires to the company in similar roles can command coming in the door - and other compensation pressures and related turnover.

It's Valentine's Day - when even the most cynical tend to feel at least a little sentimental and romantic. Office parties and the latest in "work spouse" cards got me to thinking about office romances. Generally speaking, these are not a good idea. There is almost always some discomfort for other employees, whether the relationship works out or not (and most do not). Office disruptions and politics aside, there is a real risk for the employer of facing a  sexual harassment or retaliation charge from the involved parties or other employees. EEOC claims for sexual harassment continue to represent over a third of all claims, and this issue remains high on the Agency's agenda. That said, a new study by AOL Jobs reports that 20% of people secretly date a co-worker, and 25% admit to an affair with someone at work. But with so much time spent at work, how do managers balance the need for professionalism in the workplace against the reality of human nature?

As the employer, you need to address what is expected of employees - including relationships - and it is often easier to do so before a specific situation arises. In addition to having a specific policy, you may want to also do the following:

• include workplace relationships as a topic for your management and employee training; communication and a position on this topic are important to setting expectations
• encourage employees to be candid about relationships, and request they inform their managers should one occur
• put in place "love contracts," a commitment from both parties that their consensual relationship will not interfere with the workplace

Workplace romances are a bit of a natural outgrowth of people spending a lot of time together, sharing common experiences. Depending on the culture and demographics of the workforce the idea of office romances can be considered a norm. However, from an employer standpoint the downside far outweighs any benefits, and employers need to put in place clear measures to address. The risk of favoritism, tensions, and negative morale suggests this is one environment Cupid should not be welcomed.