Do you get frustrated with the Gen Y’ers in your lab? Do you find them to be lazy, apathetic and self-absorbed? Do you sometimes say to yourself, “Where did this generation’s parents go wrong?” Good news! Gen Y is as hard working as any generation before.

First try to understand why they do what they do.

Many people believe “undermanagement” does not provide: 1. Clear performance requirements for the job 2. Clear and measurable goals with deadlines 3. Performance metrics or feedback on a timely basis 4. Enough atta-boys or atta-girls. And they would be correct; however, there is also under-management when a manager’s body language is “telling on” him or her.

The scientific community has historically taken a dim view of communications with nonscientific publics. No thanks, said scientists. What an imposition! Why bother? What good could possibly come from interrupting research, sticking our necks out and dumbing it down for non-scientific dunderheads, only to see them mismanage our findings?

In our Fifth Annual Salary & Employee Satisfaction Survey, the majority of you told us again that you were happy in your current work situations and had no plans to change careers. However, 13 percent fewer of you than in 2010 answered in the affirmative to the statement, “based on job is secure.”

We all know that scientists who pursue advanced degrees like a Ph.D. are smart. They are driven. And they are no doubt passionate about their work. But can they cut it in the real world? Recent national media reports that debate the value of advanced degrees are shining a light on the need to have marketable skills that will work beyond the “ivory tower.”

For decades, labs have struggled to find clear solutions to better engage and retain their best employees. At some point, doesn’t it make sense to say, “Why don’t we just ask them?”

Lab managers are responsible for recruitment and development of chemists and other lab professionals. They often have to explain to the rest of the world the value added by the chemists and also educate the new recruits on what the various jobs entail. For lab employees, better understanding of jobs and available career paths can contribute to higher levels of job satisfaction.