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You need to clearly identify at least 3 distinct, substantiveissues. For each issue you need to 1), identify evidence from thecase text that shows why this issue is important, 2), use theoryfrom our textbook as a base for your analysis, and 3), draw ananalogy from library materials other than the textbook tostrengthen your argument

Assume that you are the Director of Human Resources for aFortune 500 firm (a Fortune 500 firm is one of the 500 largestfirms in the U.S.). You and the senior management team at your firmhave noticed increasing tensions between the different generationsin your employee workforce. Most of the managers are Baby Boomersor Generation X while much of the professional staff are GenerationY (“millennials”). Further, a new generation, known as “GenerationZ” is entering the workforce. They are beginning to be entrylevelemployees now but a substantive fraction of them will, of course,be promoted into management over time. The senior management team,including the CEO, has asked you to conduct a preliminary analysisof this new Generation Z. The conclusions and recommendations ofyour report could be used widely in firm especially but not only inthe areas of attraction, retention, and development of employees.Write a brief management analysis report to the senior managementteam that informs them about the issues surrounding Generation Z,and what might be done to change company practices or otherwiseaddress issues of Generation Z proactively. That is, using thelanguage of our class, describe (explain or predict) specificexamples of management skills or abilities that you think areneeded—either among the existing (non-generation Z) managers andemployees or among the new Generation Z employees themselves—alongwith possible suggestions for future interventions. Be certain totouch upon how new opportunities can be leveraged and new threatscan be overcome.

Case: Sean McKeon was 11 years old when the 2008 financialcrisis shot anxiety through his life in Hudson, Ohio. He remembershis father coming home stressed after the Federal Deposit InsuranceCorp. took over the bank where he worked. A teacher askedclassmates if their parents cut back that Christmas. They all saidyes. That unsettling time shaped the job plans he hatched in highschool. "I needed to work really hard and find a career that'srecession-proof," says Mr. McKeon, now 21. He set his sights on aBig Four accounting firm. He interned at EY in Cleveland and willbecome an auditor there after graduating from Miami University inOxford, Ohio, next year. About 17 million members of Generation Zare now adults and starting to enter the U.S. workforce, andemployers haven't seen a generation like this since the GreatDepression. They came of age during recessions, financial crises,war, terror threats, school shootings and under the constant glareof technology and social media. The broad result is a scarredgeneration, cautious and hardened by economic and socialturbulence. Gen Z totals about 67 million, including those bornroughly beginning in 1997 up until a few years ago. Its members aremore eager to get rich than the past three generations but are lessinterested in owning their own businesses, according to surveys. Asteenagers many postponed risk-taking rites of passage such as sex,drinking and getting driver's licenses. Now they are eschewingstudent debt, having seen prior generations drive it to records,and trying to forge careers that can withstand economic crisis.Early signs suggest Gen Z workers are more competitive andpragmatic, but also more anxious and reserved, than millennials,the generation of 72 million born from 1981 to 1996, according toexecutives, managers, generational consultants and multidecadestudies of young people. Gen Zers are also the most raciallydiverse generation in American history: Almost half are a raceother than non-Hispanic white. With the generation of baby boomersretiring and unemployment at historic lows, Gen Z is fillingimmense gaps in the workforce. Employers are trying to adapt.LinkedIn Corp. and Intuit Inc. have eased requirements that certainhires hold bachelor's degrees to reach young adults who couldn'tafford college. At recruiting events, EY is raffling off computertablets because competition for top talent is intense. Companiesare reworking training so it replicates YouTube-style videos thatappeal to Gen Z workers reared on smartphones. Page 7 of 10 "Theylearn new information much more quickly than their predecessors,"says Ray Blanchette, CEO of Ruby Tuesday Inc., which introducedphone videos to teach young workers to grill burgers and slow-cookribs. Growing up immersed in mobile technology also means "it's notnatural or comfortable for them necessarily to interactone-on-one," he says. Demographers see parallels with the SilentGeneration, a parsimonious batch born between 1928 and 1945 thatcarried the economic scars of the Great Depression and World War IIinto adulthood while reaping the rewards of a booming postwareconomy in the 1950s and 1960s. Gen Z is setting out in theworkplace at one of the most opportune times in decades, with anunemployment rate of about 4%. "They're more like children of the1930s, if children of the 1930s had learned to think, learn andcommunicate while attached to hand-held supercomputers," says BruceTulgan, a management consultant at RainmakerThinking inWhitneyville, Conn. At Ruby Tuesday, Mr. Blanchette can't findenough young adult workers to wait tables and wash dishes becauseUber and Lyft siphoned them off with worker-driven scheduling."It's a swipe one way on their phone and they're working, and aswipe the other way and they're not. It's tough to compete againstthat," he says. Those who do pick Ruby Tuesday want assurances theywill get health insurance and other benefits. "They're not evengoing to access these benefits that we offer, because they'restaying on their parents plan, but they want to know it's there,"Mr. Blanchette says. "They're thinking, 'What if I graduate collegeand I don't find a job, and I need to stay here?'" Gen Z'sattitudes about work reflect a craving for financial security. Theshare of college freshmen nationwide who prioritize becoming welloff rose to around 82% when Gen Z began entering college a fewyears ago, according to the University of California, Los Angeles.That is the highest level since the school began surveying thesubject in 1966. The lowest point was 36% in 1970. The oldest GenZers also are more interested in making work a central part oftheir lives and are more willing to work overtime than mostmillennials, according to the University of Michigan's annualsurvey. "They have a stronger work ethic," says Jean Twenge, a SanDiego State University psychology professor whose book "iGen"analyzes the group. "They're really scared that they're not goingto get the good job that everybody says they need to make it." Just30% of 12th-graders wanted to be self-employed in 2016, accordingto the Michigan survey, which has measured teen attitudes andbehaviors since the mid-1970s. That is a lower rate than babyboomers, Gen X, the group born between 1965 and 1980, and mostmillennials Page 8 of 10 when they were high-school seniors. GenZ's name follows Gen X and Gen Y, an early moniker for themillennial generation. College Works Painting, which hires about1,600 college students a year to run painting businesses across thecountry, is having difficulty hiring managers because fewapplicants have entrepreneurial skills, says Matt Stewart, theIrvine, Calif., company's co-founder. "Your risk is failure, and Ido think people are more afraid of failure than they used to be,"he says. Mr. Stewart noticed that Gen Z hires behaved differentlythan their predecessors. When the company launched a project tosupport managers, millennials excitedly teamed up and workedtogether. Gen Z workers wanted individual recognition and extrapay. The company introduced bonuses of up to $3,000 to encouragethem to participate. Michael Solohubovskyy was 12 when his familyleft Ukraine in 2012 for Snohomish County, Wash. His father, aformer taxi driver, instilled in him that hard work was key tosuccess. Reading about billionaires Bill Gates and Jeff Bezosreinforced the message. After graduating from high school, Mr.Solohubovskyy, now 18, took a job at Boeing as an electricaltechnician. The company pays for his classes to earn an airframeand powerplant license. Once a month he also works at a TommyHilfiger store so he can get 50% off clothing. "I never want tofail," says Mr. Solohubovskyy. "When you read the stories aboutfamous people, they have to sacrifice something to achieve. I'llsacrifice my sleep." After seeing their millennial predecessorsdrown in student debt, Gen Z is trying to avoid that fate. Theshare of freshmen who used loans to pay for college peaked in 2009at 53% and has declined almost every year since, falling to 47% in2016, according to the UCLA survey. Denise Villa, chief executiveof the Center for Generational Kinetics in Austin, says focusgroups show some Gen Z members are choosing less-expensive,lower-status colleges to lessen debt loads. Federal Reserve Bank ofNew York data show that nationwide, overall student loan balanceshave grown at an average annual rate of 6% in the past four years,down from a 16% annual growth rate in the previous decade. LanaDemelo, a 20-year-old in San Jose, Calif., saw her older sistertake on debt when she became the first person in their family toattend college. "I just watched her go through all those pressuresand I felt like me personally, I didn't want to go through them,"says Ms. Demelo. She enrolled in Year Up, a work training programthat places low-income high-school graduates in internships, gothired as a project coordinator at LinkedIn and attends De AnzaCollege in Cupertino part-time. Page 9 of 10 Gen Z is literallysober. Data from the Michigan survey and federal statistics showthey were less likely to have tried alcohol, gotten their driver'slicenses, had sex or gone out regularly without their parents thanteens of the previous two or three generations, Ms. Twenge, the SanDiego State professor, found. They grew up trusting adults, and GenZ employees want managers who will step in to help them handleuncomfortable situations like conflicts with co-workers and providegranular feedback, says Mr. Tulgan, the management consultant. WhenMr. Tulgan's company surveyed thousands of Gen Z members about whatmattered most to them at work, he heard repeatedly that they wanteda "safe environment." He is advising clients to create small workteams so managers have time to nurture them. "I was in no rush toget a driver's license," says Joshua Berja, a 21-year-old SanFrancisco resident who waited until he turned 18 to get one. Helives with his parents to save money, runs errands for his motherand picks his father up from work. Gen Z is reporting higher levelsof anxiety and depression as teens and young adults than previousgenerations. About one in eight college freshmen felt depressedfrequently in 2016, the highest level since UCLA began tracking itmore than three decades ago. That is one reason EY three years agolaunched a program originally called "are u ok?" -- now called "WeCare" -- a companywide mental health program. Mr. Stewart, ofCollege Works Painting, says he wasn't aware of any depressedemployees 15 years ago but now deals frequently with workersbattling mental-health issues. He says he has two workers withbipolar disorder the company wants to promote but can't "becausethey'll disappear for a week at a time on the down cycle."Smartphones may be partly to blame. Much of Gen Z's socializingtakes place via text messages and social-media platforms -- a shiftthat has eroded natural interactions and allowed bullying to playout in front of wider audiences. In the small town of ConneautLake, Pa., Corrina Del Greco and her friends joined Snapchat andInstagram in middle school. Ms. Del Greco, 19, checked them everyhour and fended off requests for prurient photos from boys. Sheshut down her social-media accounts after deciding they "had alittle too much power over my self-esteem," she said. That hashelped her focus on studying at Embry-Riddle AeronauticalUniversity in Daytona Beach, Fla., to become a software engineer, acareer she sees as recession-proof. When the last downturn hit, sheremembers cutting back on gas and eating out because her parents'musiclesson business softened. Page 10 of 10 The flip side of beingdigital natives is that Gen Z is even more adept with technologythan millennials. Natasha Stough, Americas campus recruitingdirector at EY in Chicago, was wowed by a young hire who created abot to answer questions on the company's Facebook careers page. Tolure more Gen Z workers, EY rolled out video technology that allowsjob candidates to record answers to interview questions. Gettingemployees comfortable with face-to-face interactions takes work,Ms. Stough says. "We do have to coach our interns, 'If you'resitting five seats away from the client and they're around thecorner, go talk to them.'" Intense competition for Silicon Valleytalent prompted Intuit to change its recruiting practices. TheMountain View, Calif., financial software maker began responding toall 4,500 young adults who apply for internships and first jobsannually. Not responding could hurt the company's brand becausetech-savvy young adults have the power to influence peers, saysNick Mailey, Intuit's vice president of talent acquisition. Intuitmoved job postings to Slack, a messaging platform, so workers whopay less attention to email don't overlook opportunities inside thecompany. "They will gain a skill and move onto the next thing," Mr.Mailey says. "You're seeing more attrition." LinkedIn, which usedto recruit from about a dozen colleges, broadened its efforts toinclude hundreds of schools and computer coding boot camps tocapture a diverse applicant pool. "We don't care where they went toschool or frankly if they went to school," says Brendan Browne, thecompany's vice president of global talent acquisition. "We'll taketalent and build them from scratch." Mr. McKeon, the Ohio student,sees a silver lining growing up during tumultuous times. He usedmoney from his grandfather and jobs at McDonald's and a housepainting company to build a stock portfolio now worth about $5,000.He took school more seriously knowing that "the world's gotten alot more competitive." "With any hardship that people endure inlife, they either get stronger or it paralyzes them," Mr. McKeonsays. "These hardships have offered a great opportunity for us toget stronger."