As such, millennials have developed into a group that wants to work on new and tough problems, and ones that require creative solutions. Through a Google or Wikipedia search, answers to even quite complicated questions can be found. Millennials have grown up in a time where information has become available instantly. Almost 70 percent say that giving back and being civically engaged are their highest priorities.”Ĭoupled with the socially minded millennial comes their desire to be creative. As Leigh Buchanon writes in Meet the Millennials, “One of the characteristics of millennials, besides the fact that they are masters of digital communication, is that they are primed to do well by doing good. Their social mindset, however, is also a significant factor. Millennials are creating a change in how work gets done, as they work more in teams and use more technology. Motivating, engaging, and retaining people will never cease as managerial priorities, but employers will have to carefully consider what strategies they will use to cultivate and retain valuable millennial employees now and into the future? The Millennial difference The millennial generation is the largest age group to emerge since the baby boom generation, and as this group grows significantly as a proportion of the workforce over the next 20 years, employers will need to make major adjustments in their engagement models.
They do, however, realize that their need for social interaction, immediate results in their work, and desire for speedy advancement may be seen as weaknesses by older colleagues. Millennials seek challenges, yet work life balance is of utmost importance to them. They have high expectations for themselves, and prefer to work in teams, rather than as individuals. Millennials are well educated, skilled in technology, very self-confident, able to multi-task, and have plenty of energy. Millennials have a drastically different outlook on what they expect from their employment experience. This generation grew up in organizations with large corporate hierarchies, rather than flat management structures and teamwork-based job roles. Research has shown that boomers identify their strengths as organizational memory, optimism, and their willingness to work long hours.
The Millennialsīaby boomers are currently the largest generation of active workers.
In this article, I will highlight some of the characteristics that differentiate millennials from other generations and explain why employee engagement should be top of mind for managers. As the millennial generation (also commonly known as Gen-Y and includes births from 1982 – 2000) grows in the workforce and baby boomers retire, managers and human resources professionals will need to develop new engagement models take into account the generational differences between baby boomers and millennials. These organizations have engagement policies that typically address engagement for the organization under one policy, without any differentiation for the generations of employees. This author recently completed an important study and he offers valuable advice that managers can use to make millennials feel wanted and respected.įor years, employers have been aware of employee engagement and retention issues in their workplaces. Scott Fitzgerald might have written today, “are different than you and me.” Managers accustomed to using certain practices to engage boomers are going to have to change their ways – and practices – if they hope to engage and retain the newest heavily scrutinized employee cohort, the millennials.
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