In the discipline of technical/professional writing and communication, one of the strongest recruiting tools we use is the potential earning power students will have once they obtain a degree and secure a job in the industry. This article is the result of two professors learning that one of their most advanced and dedicated students accepted, in her first job out of graduate school, a salary we thought was thousands below her earning potential. Our conversations around this student's situation led us to survey other alumni from our programs. What we have learned is that students often do not know what salaries they should expect, nor do they feel comfortable negotiating a salary offer. In addition, graduates’ location (urban vs. rural) and level of education (BA or BS degree vs. MA) impact their earning potential.

This article presents a case study of an online class in technical and professional communication pedagogy (the teaching of technical and professional writing) that uses digital video technology for discussions. Because students in the class share their experiences using the video technology, the study uses a collaborative autoethnography framework to learn if the digital technology, Flipgrid, would enhance students’ experiences with discussions in an online class compared to their experiences with discussions on traditional discussion boards. Providing such exposure to a new technology tool can help students gain the confidence that is necessary for learning new technologies in the workplace. When the technology did not provide the hoped-for results after a few weeks, the class stopped using it, returning to the traditional discussion board in the learning management system, which can be more effective when teachers participate and organize students into small groups. Reflecting on what happened, students in the class collaborated on this article to share their experiences.

Introduction: Stereotypes about generational cohorts have been spread widely among current literature; this study challenges those stereotypes and provides a simple method for managers to learn how to effectively communicate with, motivate, and retain employees, no matter what cohort they belong to. Research questions: (1) Do people in a particular generational cohort behave according to the stereotypes assigned to their cohort? (2) Do people in a particular generation believe that the stereotypes assigned to their generation are accurate? Literature review: Current literature promulgates generational stereotypes and encourages managers to learn about the differences of each cohort so that they can tailor their communication to each cohort. Knowing the differences allegedly provides managers of technical communication teams or any team with more effective strategies to communicate with, motivate, and retain members of each cohort. Much of the literature examined was not based on rigorous research, and some that was rigorous and empirical claims there are more similarities than differences among the cohorts. Methodology: The findings from this study are based on answers to surveys from 107 participants and semistructured interviews with eight of those participants who were employees at a software company or were students or employees at a local university. The findings challenge the stereotypes found in the current literature, specifically concerning longevity in a job and workplace compliance. Conclusions, limitations, and future research: Managers need to learn more about individual employees rather than relying on stereotypes of generational cohorts when communicating with employees. Learning about individuals is simple and can foster more effective communication, which will enhance employees' job satisfaction and engagement, and ultimately employee retention. As the research reported in this study shows, these are crucial variables to consider about a person's tenure in a position and workplace compliance behavior but are not included by most when studying generational cohorts. Further research could help us learn how managers can best develop employees and recognize and reward employees' workplace achievements.