Millennials in the Workplace

If you're in your 20s or 30s, you may feel frustrated by your older manager's failure to respect your autonomy and appreciate your collaborative, "can-do" outlook. Perhaps they don't give you feedback, or they ignore your suggestions for getting things done more efficiently.

But if you've managed Millennial team members, you may have found them disrespectful, uncommitted or undisciplined. Perhaps they didn't do things exactly the way you told them to. Frustrating, right?

This article highlights the strengths that Millennials (or Generation Y) bring to the workplace, and the expectations that they have for their careers. It also offers advice on managing them sensitively and productively, to maximize their creativity, sense of purpose, and ambition to succeed.

How many millennials do you work with?

Who Are Generation Y?

Generation Y typically refers to people born between the early 1980s and the late 1990s or early 2000s.

In other words, the generation's oldest members have likely been in the workforce for almost two decades, while the youngest may still be in college, or just beginning their careers.

An older Millennial entering the job market in the late 1990s faced far better career and financial prospects than a younger Millennial did after the global crash of 2008. Declining pension provision, the rise of the gig economy, and tougher borrowing requirements mean that younger Millennials are less likely to own property or have viable retirement plans.

Research shows that since 2017, Generation Y is the largest age group in the American workforce, and it will likely provide more than 70 percent of the total workforce by the mid-2020s.

How Millennials Work and How to Manage Them

Many Millennials behave differently from older generations. Unfortunately, some managers see these attributes in a negative light, characterizing Millennials as selfish, undisciplined and needy.

In fact, Gen Y's valuable skills and new approach to work are causing huge changes in the modern workplace, and will continue to do so as their influence in the workforce increases.

The following sections cover some key Millennial attributes and values, and show how you can manage them for the benefit of all parties.

Autonomy

Millennials like to act independently and to have autonomy in their lives and work. Many grew up with the freedom to make their own decisions, and they tend to be optimistic, confident and enthusiastic.

But many will also have seen their parents affected by downsizing, or by restrictive corporate working styles. Consequently, Millennials often seek a more enriching work-life balance. Benefits like sabbaticals and flexible working hours may appeal to them more than cash incentives.

Their greater appreciation for work-life balance shouldn't be mistaken for a lack of commitment or performance. In fact, it's likely the opposite – happier workers are less prone to burnout and more likely to be highly engaged and productive.

For Millennials, moving between jobs is commonplace. The embeddedness that previous generations gained from personal connections at work is now often replaced by a lifelong virtual network. But Generation Y's skepticism of traditional corporate structures also means that, in general, they're less concerned about authority and hierarchy than previous generations.

As a manager, keep in mind that Millennials believe that organizations should earn their loyalty and offer development opportunities. (Our Expert Interview, Why Should Anyone Work Here? has more on this.)

You need to be a good role model, and to show the type of behavior and work ethic that you want to see in your team. It's important to set goals for Millennials, but allow them to decide how they'll achieve them, and avoid any form of micromanagement.

Mastery

Millennials enjoy getting things done by finding creative solutions and learning new skills. They want leadership that grants them the flexibility to learn and work how they choose.

Part of this independent attitude to learning comes from their technological know-how. They consume and use more information and media than any previous generation. The younger the individual, the more likely they are to be a "digital native," having been exposed to online resources and social media since childhood.

Many older bosses fail to understand Millennials' use of new technology and social media. Often, it is their primary means of communication, and it allows them to work and learn quickly and flexibly.

Millennials are keen to master new skills and knowledge, and while their attitude is "can-do," they'll likely respond well to a manager who helps them to learn.

Listen to your Millennial employees, and be willing to learn from them. In a business environment now characterized by disruptive thinking, creativity, and new technology, they have much to offer.

Collaboration

Millennials expect to work collaboratively and to share ideas, resources, and support networks with their co-workers. They are also comfortable working with people from different cultures and backgrounds. They tend to be open-minded, and want to explore new ideas.

They do not favor traditional end-of-year appraisals, preferring continuous, honest and constructive feedback – this can be a pain point, particularly if they're working in an organization with a rigid appraisal system.

As a manager, pay attention to their achievements and praise their efforts when appropriate. Make your feedback as timely, specific and personal as you can. Millennials will appreciate brave, honest and open conversations to deal with problems. These will help to build empathy and to lay the foundations for trust.

If people make mistakes, don't focus on the failure. Instead, use it as a learning opportunity. Strictly prescribed remedies won't be popular or effective: ask them what they need to do to avoid those mistakes in the future, and let them figure out the answer themselves.

Purpose

In a research sample, 62 percent of Millennials said that it was important to feel that what they were doing made a positive difference to the world. The same study found that the most important aspect of work for Millennials was enjoyment, rating significantly higher than pay or career progression.

These findings echo other data about Millennials, and suggest a strong sense of social responsibility and care for the environment. As a manager, the more you can illustrate how their work benefits the team, the organization, or society, the more fulfilled, committed and hardworking they'll be.

However, they also want to know that you're aware of their hard work. Use Positive Narratives to reinforce their value to other team members and your wider organization.

Development

One of the best ways to motivate, connect with, and retain Millennials is to provide continuous development opportunities.

Offer a Training Needs Assessment, but also try to discover what they want to learn, and how. Offer them tasks and projects that will aid their development, and give them new challenges.

Mentoring is also very effective for Millennials, and this can work both ways – Gen Y professionals will have knowledge and skills that can benefit older workers in your organization, too.