who are uniquely well placed to tick those boxes in this particular field
Posted: Tue Jan 21, 2025 6:39 am
However, renowned business thinker Daniel Pink makes some fascinating claims in his seminal book Drive: The Surprising Truth About What Motivates Us which do seem to support the idea that finding job satisfaction in the tech industry might be weighted in favour of younger employees – and, crucially, that it’s not actually the fault of the companies themselves.
The author identifies the three key prerequisites for job satisfaction as being ‘autonomy, mastery and purpose’. In layman’s terms, this refers to our sense of freedom and individual responsibility in deciding how to handle tasks, our perception of our own ability to deliver on them, and our ongoing drive to do so. According to Pink, it’s millennials – the very people currently flocking to take up tech industry roles in ever-increasing numbers –
Millennials, unlike their more seasoned colleagues, have grown up in a climate of always-on connectivity and widespread ‘hotdesking’, now widely acknowledged to be eroding the traditional structure of the office-based, 9 to 5, Monday to Friday work week by enabling tasks to be completed around the clock from a variety of locations. This suits both global tech companies and their disproportionately millennial workforces much better, broadly speaking, than it does those older employees who may long ago have built their working lives around more traditional hours and increasingly complex family responsibilities. Of course, this doesn’t preclude more experienced workers from doing the jobs just as well, but they may find it a much less comfortable fit.
Furthermore, this modern blurring of the boundaries between work and the rest of netherlands phone number library our lives – for better or worse – makes the two much harder to separate cleanly for millennials than for any previous generation. The extent to which younger people today both work and socialise through the prism of online connectivity forms an intrinsic link between perceptions of strong performance in both: for a millennial, says Pink, the notion of ‘mastery’ in the work realm is often inseparable from satisfaction in other areas of their lives.
This, in turn, has a substantial impact on concepts of purpose and motivation for young people, and may again make a career in the tech industries – typically marked by shorter tenures, more flexible structures, and institutionalised encouragement of this boundary-blurring approach – appear a more natural fit.
One final point of note, for balance: it does appear that tech employees at all firms studied were relatively happy and well compensated in their jobs, ranking highly among national all-industry statistics (even in this era of an apparent upswing across the board). Whether or not you’re inclined to believe Payscale’s research says much about the ideal age of a Google or IBM staffer, it’s likely that all these global giants will continue to place highly in ‘best employer’ lists worldwide over the coming years.
The author identifies the three key prerequisites for job satisfaction as being ‘autonomy, mastery and purpose’. In layman’s terms, this refers to our sense of freedom and individual responsibility in deciding how to handle tasks, our perception of our own ability to deliver on them, and our ongoing drive to do so. According to Pink, it’s millennials – the very people currently flocking to take up tech industry roles in ever-increasing numbers –
Millennials, unlike their more seasoned colleagues, have grown up in a climate of always-on connectivity and widespread ‘hotdesking’, now widely acknowledged to be eroding the traditional structure of the office-based, 9 to 5, Monday to Friday work week by enabling tasks to be completed around the clock from a variety of locations. This suits both global tech companies and their disproportionately millennial workforces much better, broadly speaking, than it does those older employees who may long ago have built their working lives around more traditional hours and increasingly complex family responsibilities. Of course, this doesn’t preclude more experienced workers from doing the jobs just as well, but they may find it a much less comfortable fit.
Furthermore, this modern blurring of the boundaries between work and the rest of netherlands phone number library our lives – for better or worse – makes the two much harder to separate cleanly for millennials than for any previous generation. The extent to which younger people today both work and socialise through the prism of online connectivity forms an intrinsic link between perceptions of strong performance in both: for a millennial, says Pink, the notion of ‘mastery’ in the work realm is often inseparable from satisfaction in other areas of their lives.
This, in turn, has a substantial impact on concepts of purpose and motivation for young people, and may again make a career in the tech industries – typically marked by shorter tenures, more flexible structures, and institutionalised encouragement of this boundary-blurring approach – appear a more natural fit.
One final point of note, for balance: it does appear that tech employees at all firms studied were relatively happy and well compensated in their jobs, ranking highly among national all-industry statistics (even in this era of an apparent upswing across the board). Whether or not you’re inclined to believe Payscale’s research says much about the ideal age of a Google or IBM staffer, it’s likely that all these global giants will continue to place highly in ‘best employer’ lists worldwide over the coming years.