Managing Millennials in the Workplace

Executive Summary: This resource packet provides information about Millennials in the
workplace. Millennials will soon make up approximately half of the workforce, so this packet
aims to acquaint readers with who Millennials are, what traits they possess, and why they matter.
Additionally, information is included to help readers better understand how to attract, retain,
motivate, and develop Millennials.

Who Are Millennials?

According to Miller and Adler (2012), members of each generation are defined by their
experiences growing up (p. 27). Millennials, those people born between 1981 and 2000, grew
up in a period of violence/terrorism, divorce, and technology (Allen & Allen, 2008, p. 1). Of the
three, technology has arguably had the most profound and far-reaching impact on Millennials. In
particular, technology has influenced how Millennialsin both personal and professional
environmentscommunicate and approach tasks. As shown in Figure 1, communication is a
primary area in which Millennials differ from previous generations, undoubtedly due to, at least
in part, the technological advances that have modernized communication methods (Miller &
Adler, 2012, p. 29). The advent of smartphones, computers, and the like has increased
Millennials opportunities for constant communication, which has also impacted their views and
expectations regarding workplace communication. Millennials expect on-demand, frequent
communication with and feedback from their supervisors, which sharply contrasts with Baby
Boomers, who do not need or welcome feedback (Miller & Adler, 2012, p. 29). Interestingly,
Deal, Altman, and Rogelberg (2010) also highlight the differences in generational slang and
how Millennials word choices can negatively influence the opinions of workers belonging to
older generations (p. 192). In addition to communication, technology has also altered
Millennials approach to tasks. For example, Millennials can virtually collaborate, in real time,
on projects from anywhere in the world, while previous generations, who did not always have
teleconferencing and online document sharing, may prefer face-to-face interaction. Though each
generation is different in many ways, the success of an organization is partially dependent on
managers ability and willingness to acknowledge and to accommodate (as best they can) the
generational differences of employees.

and feedback from their supervisors, which sharply contrasts with Baby Boomers, who do not
need or welcome feedback (Miller & Adler, 2012, p. 29). Interestingly, Deal, Altman, and
Rogelberg (2010) also highlight the differences in generational slang and how Millennials
word choices can negatively influence the opinions of workers belonging to older generations (p.
192). In addition to communication, technology has also altered Millennials approach to tasks.
For example, Millennials can virtually collaborate, in real time, on projects from anywhere in the
world, while previous
generations, who did not always
have teleconferencing and
online document sharing, may
prefer face-to-face interaction.
Though each generation is
different in many ways, the
success of an organization is
partially dependent on
managers ability and
willingness to acknowledge and
to accommodate (as best they
can) the generational differences
of employees.
Attributes/Traits of
Millennials
Figure 1 Source: Miller and Adler, 2012, p. 29

Positive
o Ambitious

o Collaborative yet
independent
o Goal-oriented
o Highly-educated
o Innovative
o Loyal
o Self-confident
o Social
Tech-savvy
Source:o Allen
and Allen, 2008, p. 2-3, 7

Negative
o Impatient
o Inexperienced
o Lack discipline
o Need supervision and
structure
o Respect given for
competency, not title
o Self-absorbed
o Sense of entitlement

As with any generation, Millennials have positive and negative attributes/traits.

Though the negatives should be considered and should be corrected if possible (e.g.,
experience can be gained in time), Millennials positive attributes/traits can benefit the
organizations for which they work. Kratz (2013) considers Millennials technological
knowledge to be an asset (n.p.). Millennials have experience with a variety of
technologies, and their online presence on an array of social media sites can be used to an
organizations advantage (Kratz, 2013, n.p.). As communication methods have evolved,
it has become increasingly important for organizations to position themselves in a variety
of communication channels so that they can reach large, diverse groups of people.
Particularly in a customer service-focused business strategy, organizations can utilize
social media/online websites to interact with customerswhich can mean answering
questions, resolving issues/complaints, or receiving praise/suggestions. Organizations
can capitalize on their millennial employees online connections to make their business
and its offerings known, and increased awareness of products and services offered could

translate into increased profits for the organization.

Why Do Millennials Matter?
In the next several years, approximately half of U.S. executives will be at or
approaching retirement age. While one might assume that the approximately 50% of

remaining executives is sufficient, the problem is that those who are poised to assume the
roles left vacant by the retirees are also Baby Boomers, so they will soon be retiring, too
(Espinoza, Ukleja, & Rusch, 2010, p. 8). In further demonstrating the growing presence
of Millennials in the workforce, Kratz (2013) estimates that Millennials will comprise
almost half of the workforce in the next five years (n.p.). The crux of the matter is that
the future success of U.S. organizations is at least partially dependent on their ability to
attract, retain, motivate, and develop Millennials (Espinoza, Ukleja, & Rusch, 2010, p.
8).

Attracting Millennials
Part of successfully attracting Millennials is to understand the expectations they
have for their careers. Ng, Schweitzer, and Lyons (2010) list the main expectations that
Millennials have, along with some potential explanations as to why they have these
expectations (p. 282-283).

Emphasis on Work/Life Balance (Ng et al., 2010, p. 282)

o Witnessed the negative effects of jobs on their parents
o Experienced a shift in priorities after events like the 9/11 terrorist attacks

Good Pay and Benefits (Ng et al., 2010, p. 282)

o Pay was found to be the single most important motivational factor for the
Millennials (Ng et al., 2010, p. 282).
o May value financial compensation because: (1) they need feedback or (2) they
have a sense of entitlement
Prospect of Rapid Advancement (Ng et al., 2010, p. 282-283)
o Seek employers who offer advancement opportunities
o Desire advancement with little effort (could result from their sense of entitlement)

Meaningful Work Experiences (Ng et al., 2010, p. 283)

o See employers with similar values and employers who are civic-minded
o Desire to grow professionally

Nurturing Work Environment (Ng et al., 2010, p. 283)

o Value the social aspect of work, likely due to the collaborative nature of their
education (Ng et al., 2010, p. 283)
o Desire continuous managerial feedback

What these five expectations demonstrate to employers is that while monetary

compensation is important to Millennials, Millennials desire for a variety of nonmonetary benefits must be considered if they are to be successfully attracted to a given
workplace. If an organization offers benefits like a great workplace culture, established
and ongoing communication networks, etc., employers should use those benefits as

selling points to attract Millennials (Brack, 2012, p. 10).

Though fulfilling Millennials job expectations is important, employers must also
communicate their offerings through the most generationally-appropriate channels. In
once again relating technology and communication changes to Millennials and todays
workplace, employers should utilize modern communication methodssuch as LinkedIn
and other social media sitesto research and contact potential Millennial job candidates.
Millennials cannot be attracted if employers are unwilling to seek them out through
communication channels that Millennials prefer and frequent, so some altering of

recruiting methods is likely necessary to attract a younger generation of employees.

Retaining Millennials
Instead of seeking job security and structure like the generations before them,
Millennials prefer employability and flexibility. As Hoffman, Casnocha, and Yeh (2013)
explain, employees in todays workforce desire to obtain skills that will make them
employable, regardless of the organization with which they are employed (p. 5).
Millennials wish to be continual learners, so one way to more effectively retain them is to
offer them learning opportunities. One way to increase learning is to offer crossfunctional job placement opportunities. Allowing employees to experience a variety of
jobs within ones organization will provide growth opportunities, and experiencing a
multitude of jobs will likely help employees better understand the impact that each job
position has on the organizations overall strategy. Additionally, providing employees the
opportunity to interact with a variety of people during the cross-training process would

help foster a sense of community within the organization and would likely be appreciated
by Millennials, who value collaboration and interaction. Opportunities to learn can also
take the form of tuition reimbursement programs for employees who want to earn a

degree or who simply want to continue their education.

In order to successfully retain high-performing Millennials, employers must be
aware of the job factors that Millennials consider most important. Figure 2 depicts how
Millennials compare to their managers, who are most likely Baby Boomers, in terms of
how they value meaningful work, high pay, a sense of accomplishment, and
responsibility (Brack, 2012, p. 5). Additionally, as Burke-Smalley (2015) explained in
her lecture about Talent Retention Strategies, offering Millennials (and other generations,
too) the opportunity to participate in a realistic job preview could help potential job
candidates more fully understand the positive and negative aspects of a given position

before they accept a job offer (n.p.).

What Millennials Want from Their Employers

Figure 2 Source: Brack, 2012, p. 5

(Brack, 2012, p. 7)
1. Coaching
Millennials seek continual feedback from their employers. This feedback can be
informalan e-mail, text, or brief conversation will suffice (Brack, 2012, p. 7).
2. Collaboration
Millennials have been a part of teams their entire lives, whether through youth
sports or group projects in school, and they expect this collaborative style to
continue throughout their workplaces (Brack, 2012, p. 7).
3. Performance Metrics
Millennials are
used to having
their
performance
measured, and
they wish for
clear and
consistent job
assessment

criteria (Brack, 2012, p. 7).

4. Motivation
Millennials desire a psychologically safe work environment so that they may
voice their thoughts and innovations (Brack, 2012, p. 7).

Though some of the bulleted points above may sound repetitive, it is important to
note that the benefits and opportunities employers tout to Millennials during recruiting
should actually be provided to them once they are employed. As explained in Tours of
Duty: The New Employer-Employee Compact, todays workers understand that they
will likely not remain employed by the same organization forever. Therefore, employers
should understand that Millennials will seek employment elsewhere if other organizations
are willing to provide them with the growth opportunities and benefits they desire
(Hoffman et al., 2013, p. 4).

Motivating Millennials
Per the Association for Talent Development, there are four main drivers of
motivation for Millennialscompetency, autonomy, meaningfulness, and progress.
Competency is a motivator because employees who are able to do their jobs effectively
and efficiently will likely be more committed to their employers. Since Millennials enjoy
independence and choice, giving them the autonomy to make decisions about their work
experience will allow them to have more ownership in the work they do. Meaningfulness
is important to Millennials, too. Millennials want to make an impact and want to know
that the work they do actually benefits the company. Lastly, progress is important to
Millennials, because without it, they will become discouraged and look for employment

elsewhere (Harrington, 2015, n.p.).

According to Goudreau (2013), ways to motivate Millennials include:

1. Explain the company vision

2. Develop in-between steps and
titles

3. Offer more flexibility

4. Provide education and professional
development (n.p.).

5.
6. By explaining the organizations vision, Millennials will understand the meaning and
purpose of their work, which is important since they are less satisfied by just punching a
clock than former generations were. It is well-known that Millennials want promotions
more quickly and that they job-hop more frequently than other generations, so to keep
them motivated, organizations should develop in-between steps and titles so that
Millennials experience more noticeable upward progress in the organization. Millennials
are tech-savvy and are able to work from almost anywhere, which is why flexible
scheduling, telecommuting, and increased vacation time are strong motivating factors
when selecting a job (Goudreau, 2013, n.p.). According to a 2012 survey by staffing
agency Adecco, 68% of recent graduates identified good opportunities for growth and
development as one of their top professional priorities, so giving them opportunities to
develop will help keep them motivated (Goudreau, 2013, n.p.).
7. Developing Millennials
8.
According to Deloittes 2014 Global Human Capital Trends report, About twothirds of companies around the world consider themselves weak in developing millennial
leadership. Meanwhile, only 5 percent of companies rated themselves as excellent in
that field (Vaccaro, 2014, n.p.). Deloitte analyst Josh Bersin states that only 55 percent
of millennials [sic] say they are loyal to their companies (compared to 69 percent of other
generations) (Vaccaro, 2014, n.p.). These two statements should create a sense of
urgency for management to develop its millennial talent, because if it does not,
organizations will lose their millennial workers. Bersin suggests a couple of strategies to
help Millennials see opportunities in their organizations:

They want face time.

o Since Millennials want to advance quickly, a good way to show them that they are
valuable to the organization is to partner them with senior leaders on projects.

9.
10.

These partnerships are also likely to appeal to Millennials desire for collaboration
and a sense of community in the workplace.
They want to jump around.
o Millennials tend to seek change sooner than their peers from earlier generations,
so a good way to retain them when the desire for change strikes is to let them
work in different departments and on different projects. A change of pace helps
keep Millennials interested in the organization, while also making them more
well-rounded employees who are better-equipped to assume leadership positions
when they become available (Vaccaro, 2014, n.p.).
Bersin mentions face time as an important development tool for Millennials,
which is why mentorship programs have become more common (Vaccaro, 2014, n.p.).
Wendy Murphy, co-author of Strategic Relationships at Work, says that they
[Millennials] see it [mentoring] as a learning process that occurs across a range of
relationshipsrather than just in a one-on-one traditional format (Emelo, 2014, n.p.).
Since older employees and Millennials have unique skill sets, a form of mentoring called
reverse mentoring is becoming popular. In this type of mentorship, both parties can learn
and benefit from the relationship. For example, a Millennial could teach a Baby Boomer
about a new technology, while a Baby Boomer could teach a Millennial how to properly

make a presentation to the organizations board (Emelo, 2014, n.p.).

11.
Kathryn Tyler, a freelance writer for the Society for Human Resource
Management, suggests providing frequent feedback when trying to develop Millennials
(Tyler, 2013, n.p.). In contrast to previous generations, Millennials believe a lack of
feedback equates to sub-par performance on their part. In an effort to maintain morale,
one suggestion is to get rid of the annual review and implement a more frequent (weekly
or monthly) review (Tyler, 2013, n.p.).
12. Examples of Organizations Approaches Toward Millennials
Figure 3 Source: Brack, 2012, p. 6

Figure 4 Source: Brack, 2012, p. 9

13.

As Brack (2012) explains in her article,

employers must recognize that
Millennials are a growing and important component of todays
workforce (p. 13). As shown in Figures 3 and 4, Johnson & Johnson and GE are two
companies who have addressed the Millennials in their organizations in innovative,
beneficial ways.
15.

14. Conclusion
In summary, employees from each generation bring unique perspectives and
experiences into the workplace. No generation is perfect, and employees in todays
multi-generational workforce can greatly benefitin terms of skills, attitudes, etc.from
working alongside employees of other generations. Millennials have positive and
negative attributes/traits, as do all generations, but learning to appreciate and capitalize
upon Millennials strengths and to be patient regarding their weaknesses will be
important for the leaders of todays organizations.