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04.08

A Callout to the Twenty-Something Engineer

By Elizabeth Lions

If you are a twenty-something engineer reading this piece, chances are you’ve read dozens of articles on how your generation is perceived by your elders. Deserved or underserved, Generation Y has been called lazy, unmotivated, job hoppers and fickle. And those are the nicer labels. This article may not resonate with all members of Gen Y, but there are lessons within that will benefit not only those that do share these sentiments, but also those who work with and manage twenty-somethings.

Some members of Gen Y are wondering why they don’t seem to fit in with their colleagues, and yet they remain hopeful they will find the right job and situation that will take full advantage of their talents and aspirations. For many in this cohort, their professional lives have gotten off to a rocky start, have been something of a disappointment. Many feel as though they naively bought into some line that their parents and the establishment sold them. After all, they did all the right things — or so they thought — they went to school and now they’re just beginning their careers, just like the generations before them did. For some it’s a first job, for others it’s a second or third, because the ones in the past weren’t what they thought they would be. Regardless, many members of Gen Y have a sinking feeling that things just aren’t turning out the way they’d expected.

If that sounds like you, rest assured, you are not alone. Many people in your generation feel the same way — disillusioned. Some of your feelings of unease and discontentment can probably be attributed to your formative years. Perhaps you weren’t provided with fair expectations, and when you grew up, everyone around you expected you to automatically know what to do and when. You found out quickly that there weren’t any manuals for the office. It was as if everyone but you knew the lines of the play. You find solace connecting online with your friends and in reading blogs, but during the day you are struggling just to fit in at the weekly engineering meeting. Talking with your boss can be difficult, and finding a new job just feels like more of the same.

My passion has always been bridging the gap between employees and the employer, and I’d like to give you some insight into their little book of hiring.

During the interview, employers are thinking:

• Is this candidate competent?

• Will they show up on time and be present?

• Is this candidate trainable?

• Will this candidate fit into the current team and not be destructive?

• Will they share their ideas and help other team mates, if necessary?

• Do they value our company and the purpose of the job?

• Can I trust them with my product? Do they show integrity and credibility?

• Do they have a "get it done" attitude?

• Do they have enthusiasm and energy?

• Will they solve my problem?

• Are they affordable and within my salary range?

• Can I promote them? Will they want that?

• How long will they stay if I do bother to train them?

An engineering manager hires you for your brain power and the ability to fit into a team. They trust you with your ideas and the ability to follow through. That’s what they look for, and somehow you’ve got to convey this in the interview, and then continue to display this on the job. Consistency in word and deed is the key.

Now that I’ve told you what the boss is looking for when they hire, it’s time to go back and focus on you. My suggestion is that you keep thinking about what you have to offer. Typically, Gen Y is great with software programs, design and technology overall. If those are your strengths, be sure to bring that up in the interview. If you are open to new ideas and want to be trained, mention that to the manager. Good managers are always looking to grow their own in a department and won’t be intimidated by your fresh energy. Look for a leader that walks the talk and will support your job growth. Entry level jobs have a shelf life. Find out how far the entry level job will take you and be realistic about it. When you begin your career, you are short on time in the saddle and demonstrating what you’ve learned. Choose an organization that will give you some stability for two to five years before you consider a job change.

Be truthful about your willingness to learn and put in the time needed to master the job. Ask if there are opportunities to advance if you demonstrate the skills needed, and how long that route will take. Demand some sense of timeline and hold the manager accountable to that plan. Planning ahead and actively steering your career will prevent you from feeling disappointed and a victim to circumstance. People like knowing where they are going and who will lead them there.

Ask your manager how you can help out, besides just taking on the job at hand. Show initiative. Some managers say that Gen Y employees show little initiative, but I think that they are just misunderstood. If you have your goals in alignment, you’ll be clear with your intentions of the job.

Here’s a practical illustration of setting an intention. Recently, my 17 year old son was applying for his first summer job. The application process was intense and asked many soft skill questions. One of the questions was why do you want this job? His response was that he wanted to earn money for his first car, and that he wanted to become independent. Cody was clear in his intentions and what drove him to make money. Any employer that reads that on an application would want to interview him, because he shows initiative and is clear about why he is taking the job. He has goals and a plan. Employers understand that you are there for money, but they also want to know why you chose them.

Over the course of your lifetime, eighty percent of your waking hours will be spent at this thing called your job, and this is the beginning of your adult life. Work will dominate more of your time than your mate, your children or your hobbies. Find the place that allows you to shine and contribute!

Elizabeth Lions works with Gen Y in helping them to find their way in the workplace. For more about her philosophies, please see www.elizabethlions.com. Comments may be submitted to todaysengineer@ieee.org.

Opinions expressed are the author's.