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  3. We’ve all heard about how millennials have been raised by "helicopter parents," who hover over them and protect them from critic

We’ve all heard about how millennials have been raised by "helicopter parents," who hover over them and protect them from critic

admin2014-06-25  23
问题     We’ve all heard about how millennials have been raised by "helicopter parents," who hover over them and protect them from criticism and disappointment. The result is a "teacup" generation of young people who may appear outwardly perfect, but are easily shattered. Sheltered from critique and failure, members of this generation ooze unearned confidence at the office, as many older co-workers and managers attest. The terms "self-involved" and "overly praised" are often used to describe Gen Y. However, Gen Y does have many qualities that can be extremely beneficial in the workplace. They are very optimistic, thrive on volunteerism, and work hard when the work is something they believe in, or at least understand.
    So what does this mean for our workforce today, and how should managers handle their millennial employees? It’s necessary to understand this generation. Parents, teachers and coaches have praised Gen Y children—and handed out trophies, awards, and medals by the truckload—merely for showing up. When this generation joins the workforce, it’s understandable that they continue expecting praise and prizes, and even job offers and promotions, simply for being present. Gen Y was raised on personalization. They played video games with avatars that were created in their likeness. Their Facebook ads cater to their hobbies and interests. Everything is a reflection of their individuality. As a result they demand, even in the workplace, to be treated uniquely.
    Parents, teachers and peers have given Gen Y instantaneous responses. They send a text to a friend and receive a reply 30 seconds later. They can’t imagine only receiving feedback once a year at their job. Nothing in this generation’s life is permanent. The world has been in constant flux. This group grew up with options, and they expect their careers and work environments to also be filled with choices.
    So where to we go from here? Three of these factors can’t be put back in the box. Immediate feedback will always be expected. Customization is here to stay. Permanence is gone. But what we can — and SHOULD — change is the mindset of the generation that says simply showing up is enough to justify rewards, in the form of praise and promotions.
    The good news is that the generation’s greatest strengths — optimism, confidence, sensitivity, truly caring about the world and their place in it — can be powerful tools to changing the apathy toward performance. Managers can be a guiding hand in transforming the outlook of young workers. By utilizing personalized leadership development tools available anytime, anywhere, we can push Gen Y team members to enhance their strengths and become top performers. The result will be a sense of fulfillment, not for merely arriving at work, but rather for ideas, results, and performance. By capitalizing on the unique contributions and strengths of this generation, we’ll be creating a better workforce as a whole.
To help Gen Y achieve a sense of fulfillment, the author suggests managers to focus on Gen Y’s______.
选项 A、personalized leadership style
B、positive working attitudes
C、full work potentialities
D、desire to be good employees
答案C
解析 第五段中间三句指出管理者(Y一代的职场领导)该如何最大可能发挥Y一代职场潜能：给Y一代提供指导性帮助，运用个性化领导方式帮助Y一代加强自身优势、发挥其全部工作潜能，使其成为出色工作者。可见[C]选项最符合文意。
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