Is Your Firm Ready for the Millennials?
Since the Sixties, the news about young people has almost always been bad,
with each generation described in turn as more violent, more alienated, and
more selfish than the generation that preceded it. But two scholars at Emory
University's Goizueta Business School and other demographic experts say that
the generation born since 1982 seems to be breaking the mold. The Millennial
Generation, as they're now dubbed, are apparently a nicer bunch in many
respects than the prior two - less violent, less alienated, and less
selfish. Not only are the kids all right, but some pundits predict that they
will go on to become another "Greatest Generation," the World War II era
cohort now mostly of sainted memory.
Yet in spite of their many positive qualities, integrating Millennials into
today's workplace may not be straightforward, warn Andrea Hershatter , a
senior lecturer in organization and management and the associate dean and
director of the BBA program at Goizueta, and Molly Epstein an assistant
professor in the practice of management communication. Brimming with
self-confidence, Millennials want positive work that offers much more than a
chance to earn a living, the professors say. They want attention from their
bosses, a workplace with clear rules, and a chance to do work that will
offer some benefit to society. Their desires are so different, in fact, and
the group is even larger than the Boomers - 80 to 90 million Millennials,
according to some estimates - that Epstein says that smart companies are now
trying to adjust their recruiting tactics and their work environment to meet
the group's very different needs.
Why are they so different? Part of it may be that these young people have
been raised very differently than the Generation Xers before them. "The
original research comes from William Strauss and Neil Howe," says
Hershatter. One of the issues they have pointed to is major differences in
their upbringing. A lot of the things that people perceived as problematic
outcomes as the result of how GenXers were raised - latch key kids, lots of
autonomy, lots of freedom, not a lot of attention to their care and well
being - was completely reversed with the Millennials," says Hershatter.
Hershatter and Epstein say that this group, born between 1982 and 2002, is
very different as a result of that upbringing. "Anybody who deals with
[Millennials] as students at the college age notes very specific changes
both in behavioral patterns and expectations, certain conducts and attitudes
that are incredibly, incredibly prevalent," says Hershatter.
Millennials see themselves as part of the institution, and consequently,
extend that relationship into their lives in ways that GenXers, the
generation born between 1961 and 1981, have not. "It is not unusual for me
to get an update from a Millennial graduate that starts with 'You would have
been so proud of me...'" Hershatter says. "Of course I am proud, but I am
additionally struck by the fact that they actually care what I think. I see
this as part of a generational desire to maintain a lifelong link with the
institutions that have shaped them on a very personal level."
Over the past year, Epstein has surveyed more than 800 students at Emory
University and four other institutions, about half of whom are Millennials,
and half GenXers. Among the most striking findings of her survey:
* -- Nearly 70% of Millennials agreed with the statement that
"Authority figures should set and enforce rules" - compared to around 40% of
GenXers.
-- 60% of Millennials agreed with the statement, "I trust authority figures
to act in my best interest." Only 40% of GenXers agreed.
-- Nearly 60% of Millennials said they "felt comfortable asking for special
treatment," while only 40% of GenXers felt that way.
The biggest difference for employers, professors say, may be that they are
looking for work with much more meaning and significance than the prior
generation. "Work for work's sake is not going to cut it," Hershatter says.
"They need to understand what the organization stands for and what their
role in it is; they are much less likely to be focused on their next step in
terms of career progression, and more likely to care about making a
meaningful contribution in their workplace."
This interest in doing good appears to be very deep-seated, according to
Hershatter. Millennials have already shown an unusual tendency toward good
works. In the past few years, there has been "an unprecedented rate of high
school volunteerism, unbelievable achievement in terms of individuals and
clubs gathering together to make things happen," she says. "As a collective,
they have already proven to be both socially conscious and very
action-oriented, with measurable results."
Epstein says that on many campuses right now, service sororities and
fraternities are extremely popular. "They are growing like gangbusters
because this generation has been told their whole lives that they're
special, they're privileged, and it's their duty to give back," observes
Epstein. "When I tell my fellow GenXers about the growth of service
organizations among college kids, they're very surprised. GenXers were very
inwardly-focused during our college years, and helping others was not high
on our list of priorities. Millennials seem to have a stronger sense of self
and confidence. Volunteerism is just one of the many ways they show it."
Among the Boomers and GenXers, it's become common for people to try to vote
their social concerns with their wallet, buying recycled paper and hybrid
cars, for instance, because of the environmental benefits. Hershatter says
this next generation may extend this thinking to their choice of company. "I
think more and more you're going to see employees who need to know: what are
the larger goals of the company, what does it stand for and how does that
fit with my own definition of self," she speculates.
Beyond this penchant for doing good, Epstein and Hershatter say employers
should expect that Millennials will bring about many other changes in the
workplace as well. Some of the most positive changes, coming soon to an
office near you:
Women will take charge more often. The majority of leadership roles in
elementary and high school organizations are now held by girls. "These boys
have been watching the girls take charge on and off the playing field ever
since they were in kindergarten, and that will surely have an impact on
their expectations in the workforce," Hershatter says.
Teamwork will be stronger. "Millennials are unbelievably gifted at
building, maintaining, and tapping into networks. I think that is a very
interesting resource that more companies will figure out how to use," notes
Hershatter.
Racial and ethnic tensions will be lower. "One of the things you would find
is a very high comfort level among these students in working with others who
represent different ethnic and racial backgrounds," Hershatter concludes.
However, it's not all good news. Their formative years may have shaped them
in ways that present challenges to companies as well, according to the
professors:
Class tensions will be higher. Although they appear to be more relaxed than
previous generations were in multicultural settings, Millennials may be more
anxious about mixing with people from a different socio-economic class.
Among the college-educated who have been polled, Hershatter says they seem
"not to be particularly comfortable around populations less educated and
less well off than they are."
Sense of personal responsibility may be lower. "I think they're very
reliant on people to tell them what they need to do," notes Hershatter. "The
least positive thing I can say about this group is that they're not very
good at accepting end-line responsibility." Many students have grown up in
an environment where, even in college, parents and professors give them
constant reminders about what they need to complete and by when, according
to Hershatter. "I tell them they have to learn to be personally accountable.
What happens when you're at work? Is your manager going to have to be your
babysitter?"
Risk-aversion will be greater. Hershatter says that one of her favorite
observations from William Strauss and Neil Howe, authors of Millennials
Rising: The next generation, is that Millennials tend to believe "they'll
either be on the platform on time with their ticket punched or they'll miss
the train and never be on the platform again."
Hershatter fears that this group, which has had such a structured life so
far, may have difficulties if they run into situations that are less
structured and ambiguous than their life experiences have been thus far.
"They don't do very well in situations of ambiguity," Hershatter says. "They
have been protected and directed since early childhood. The helmets they
have worn during every potentially dangerous physical activity are a great
symbol of their early years. From nanny-cams to after school programming to
teaching-to-the test curriculums to early and binding college admissions,
they have been shielded from unstructured time and unknown outcomes their
whole lives. They have not had to be big risk takers thus far."
Epstein, who has consulted with major companies on how to adjust their
workplaces to make them more Millennial-friendly, says that with Boomers now
beginning to retire, employers need to make some adjustments in order to
attract and retain the workers they need.
'If [companies] maintain the status quo, Millennials are very likely to up
and leave. They will leave a job in the first month or months and they have
the confidence to do that. They have the confidence because they have very
high self-esteem, they also are very confident in their ability to find
another job," Epstein says.
Nor will the risk of being out of a job deter them from moving on, because
they have a strong support network, starting with their parents. "So if a
Millennial employee, a 22-year-old right out of college in her first job,
says to a parent, 'I'm not thriving here,' or worse yet, 'this is an abusive
environment,' the parents are likely to support their child in any way that
they can." And the parents won't be providing only moral support: with so
many two-earner families, "more parents can afford to keep on supporting
their children until they find a happier situation," she says.
What do Millennials want from an employer? Epstein and Hershatter say that
they care less about the money - Epstein says that many of them grew up with
money, and take economic security for granted - and may be more motivated by
other kinds of compensation.
"The Millennial generation likes money, is used to it, but they place a
premium on their psychic income," Epstein says. "They will be more attracted
to employers that provide that psychic income. Millennials will choose
workplaces and employers that provide an environment where Millennials feel
valued, have freedom to work on projects that are important to them, are
recognized as individuals, and have opportunities to be mentored and to
mentor others."
Millennials like companies that make community outreach projects not only
part of what they do, but part of the work day. For a Millennial who may be
torn between a business career and a career in community service, such
programs can be very attractive, Epstein says.
Flexibility is also important to Millennials, according to Epstein. "For
example, one of my students [in Atlanta] is in a relationship with a man in
another city. She wants to work one week a month there, and her employer
allows and encourages her to work remotely-- they want to keep her. It is a
win/win situation: the employee feels valued and has a flexible work
location; the employer retains a highly-talented specialist in a competitive
market."
Epstein says her work has shown that Millennials crave special treatment and
close contact with their supervisor. "They want someone who is a mentor, a
guardian, someone who gets in the inside track, who provides individual
guidance/special treatment," she says.
"Organizations that are doing well in this area are generally those that
have a mentorship program. Mentorship programs have been growing in
popularity over the last ten years, but they really address a lot of the
Millennial's concerns," Epstein says. (Goizueta's Alumni Mentor Program
continues to grow with a total of 800 members in the program. There are
approximately 400 mentors and 400 mentees. Some mentors have more than one
mentee and, in addition to attending mentor program events, they provide
jobsharing experiences, and communicate via email and telephone.)
Strong diversity policies are attractive to them as well, because the group
joining the professional world is more diverse than past generations of
educated professionals. Millennials "have an eye towards who advances
minorities," says Epstein. "To Millennials, the advancement of minorities
sends a very positive message that this organization embraces all types of
people. A board of directors comprised of solely white men may convey a
message that to succeed at this organization, employees must fit a certain
mold. And the absence of diversity might alienate anyone who values
individuality."
Most of all, Millennials seem to want people who will go on telling them
what to do and when, as their parents and teachers have told them up until
now. "What we have here is a desire for leadership. Millennial employees
want leadership," says Epstein. "They are very comfortable in an
established, articulated hierarchy where they know exactly what the rules
are, as well as the steps required for success."
Boomers and GenXers are likely to find working with Millennials positive, at
least on balance, Hershatter predicts. However, she says, there are likely
to be some tensions. "I think that GenXers will be pleasantly surprised at
their positive attitude, high work ethic, and respect -- and perpetually
frustrated by their lack of initiative, their fear of ambiguity, and their
need for constant reinforcement," Hershatter says.
source: knowledge.emory.edu/index.cfm?fa=viewArticle&ID=950