Here's an article from CIO.com which discusses some key management techniques for bringing out the best in Generation Y. I found this article particularly interesting because it reinforces the fact that many older individuals in upper management need to stop following the beaten path of traditional corporate structure and embrace the powers of the high-maintenance, technologically sophisticated and fickle new talent pool.

I like to compare this situation to that of a young, gifted athlete. An athlete who already possess much of the raw talent needed to succeed on the next level. However, just as an NBA prospect may need a few years of college ball under their belt before true professional status can be obtained, organizations that can find the right mix of policy, structure and training for Generation Y recruits will most successfully leverage the generation's potential and ultimately retain their loyalty.

Fortune deemed Generation Y in its May 28, 2007, issue the most high-maintenance, yet potentially most high-performing generation in history because its members are entering the workplace with more information, greater technological skill and higher expectations of themselves and others than prior generations.

It is no secret that Generation Y's strength is its technological sophistication. Digital communication is Generation Y's birthright - and members of this generation are rarely seen without their cell phone, iPod or laptop in tow. These individuals grew up in an on-demand world where access to information is immediate. Technology has been and remains an integral part of their daily lives, including their personal and professional relationships. Thus, they already possess the tools and confidence needed to work with the information systems running companies today and to address the challenges of working in virtual teams on complex problems.

Business managers who cling to "the way we've always done it" supports their inability to engage the younger generation and are completely out of touch with the new business paradigm: being real.

Generation Y’s unique technical proficiencies and personality traits present organizations with a chance to turn generational differences into opportunities to drive business performance on a global scale.

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