Therefore, I would like to thank the people who played a role in the success of this article. It is now common knowledge that Generation Y employees are not easy to retain within the company. As today's management, it is important that they need to gain a deep understanding of their motivations and factors that determine how they can keep Generation Y engaged in their work and stay with the company.
In the business world today, competition has become drastically more competitive than before. The discussion about Generation Y as a workforce has become one of the challenges organizations currently face in terms of human capital. Generation Y workers began entering the business world in the early 2000s and over time have gradually become the majority of the workforce.
This would apparently have an impact on the organization's bottom line, as the higher layoff rate results in lower company profits. Therefore, it is important that the organization understands Generation Y and how to treat them in the workplace so that appropriate approaches can be developed to effectively motivate and manage them (Baldonado and Spangenburg, 2009) to increase their job satisfaction and retention within the create a business. New technology always comes with the manual attached, but this is not the same as with the arrival of Generation Y in the workplace.
If they do not see an opportunity for advancement in the company, they will probably decide to leave for a better one.
Generation Y Employee Engagement & Retention
Generation Y is particularly attracted to companies with strong values, social ethics, excellent and attractive brands and non-hierarchical environment (Weyland, 2010) The company must be clear about the value and try to make the employer brand attractive to start with the right one. foot with Generation Y in the first instance. Moreover, directly related to this study by Foreign Language Institute X, fun work environment and created environment would improve the productivity of employees, especially in the service industry, and in turn, it would also make them feel happy about their jobs (Choi, Kwon and Kim , 2012). It is important for employers to have facilities to support Generation Y in their working relationships.
IT system and technology is one of the things that Generation Y would focus on as previously mentioned and in addition the flexibility program in work schedule/location would also improve retention. Management and leadership: As Generation Y seeks collaboration, mutual respect and connection with their leaders, the company can adapt the leadership style to suit this generation. Interestingly, Weyland (2010) cited that although other aspects are excellent, but the management style is bureaucratic or weak management, generation Y employees have a strong tendency to leave even if they enjoy their jobs.
Providing feedback and giving the right amount of communication is also the way to keep them happy with their position. In summary, there are many points that different authors have pointed out about the description and how to involve Generation Y in the business. All studies are quite similar, but may differ in some aspects.
According to the case study of the Institute of Foreign Languages X, we can see that the company could identify well with the literature on Generation Y, since 90% of the employees belong to this generation. However, these studies have been conducted in different countries such as USA, Australia, United Arab Emirates, but none in Thailand, so it would be interesting for us to see in the findings section how well the review will be applied to the case of Thailand and especially the organization Institute of Foreign Languages X.
METHODOLOGY
Human Resources Director responsible for overall HR strategies and issues. Despite the fact that this person does not belong to Generation Y, this person could provide us with information for a first understanding of the current situation in the company from the point of view of the retention of Generation Y and the strategies that the company has implemented, including the implementation result and the problems they are facing . The author would like to interview these staff, as they can share the perspective of this study from both a Generation Y side and a staffing agent who is also in charge of employee retention.
As mentioned earlier that the interview would be a semi-structured interview with open-ended questions, the author developed the list of questions to also suit each category of the interviewees. The questions were developed to align with Wayland's (2010) framework on the areas of retention for Generation Y previously mentioned in the literature review chapter. In each area, one by one, can you tell me what you think about the value and culture, working conditions, training and development and leadership here.
In general, what are the factors to join one company and what are the factors to leave a job. Being a Gen Y and an HR professional, what do you see as the challenges in keeping Gen Y here? What have you done or tried to do so far to help improve your stay here?
The data was analyzed and categorized into five main areas according to the framework used within this research with the additional perspective on Human Resources department. After the discussion with the interviewees, the common themes are identified after receiving the feedback on the questions given on the issue of retaining Generation Y at Foreign Language Institute X and how to retain them in general.
FINDINDS
Getting constant feedback and knowing the progress of the update in the company is what they look for as respondent B mentioned, "I would like to know the progress of my career constantly and update what is happening in the organization." However, it seems that communication is still not done very well in this company due to the leadership style, as the respondent G told the incident that she just knew that the company was recently taken over by another company through Facebook: "They never communicate many of the things. The area of leadership appears to be the most important area in this company as all other aspects within the organization are determined by the leaders' directions, opinions and beliefs. Company culture and value is one of the important areas to contribute to the retention of Generation Y in a company.
Creating the culture and value that match is fundamental to the long-term success of the employer-employee relationship. Moreover, respondent G further added about the culture of prejudice and the lack of rules and structures created by the top leaders, which also leads to internal politics: “This is a company where everything can be overridden by the words of the top management team. The working environment, such as flexible working hours, is one of the interesting key points that all interviewees mentioned that would make them happy and motivated to work in the company.
Also related to working hours, work-life balance has been cited as one of the biggest factors most of the respondents look for in their ideal career. All interviewees gave a consensus that the opportunity to learn and grow in their career is one of the most important things they look for in a job they work for. Many of the respondents mentioned that they want to learn new things in the career which will ultimately lead them to career growth and success in a future.
The only key positions would be the ones that will receive constant training, while other roles would never participate in the training at all. We also have a Sales Trainer position who trains and cares for us very well and constantly monitors our progress.” In addition, many respondents indicated that close coaching and mentoring from supervisors is also something they look for in their work. The main problems stem from the lack of management support for the function and the weak positioning of the department within the company.
From the results, it can be seen that many of the areas according to Weyland (2010) have been confirmed from the study that they would play an important role in keeping Generation Y motivated to work within a. However, some of the areas contradict the literature review, however, due to certain factors which may be from the culture of Thailand or the company's culture and value internally. However, there are areas that the study has found to be at odds with the literature review, just as some of the interview sample have given the different ideas.
It seems that most of the sales position in this company is money driven regardless of generation, which is understandable as this is the standard trait and motivation of this profession. Therefore, the theory that Generation Y does not care about money could not be fully applied in this country as one third of the total employees are in sales position and income would always be one of the biggest factors to have them . stay within the company.
RECCOMENDATIONS
Get the buy in from top management
Gather information and strategy implementation
Anchoring by Employer Branding
Culture & Values
Work environment
Training and Development
Leadership
Language institute X that it is a good place to work for will start to improve the retention rate as an end result.
