Integrating Millennials in the Workplace

Integrating Millennials in the Workplace

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Introduction

Due to the recent increase of Millennials in the workplace, there has been a significant impact on the levels of performance, accountability, training needs, employer and employee needs and demands, which have changed how companies and organizations do business and engage their employees. This new working population has put pressure on Human Resources and the integration of Millenials in the workplace has posed a great challenge for managers
(Zemke, Raines, & Filipczak, 2000). For some, Millennials are referred to as Generation Whine, which is defined as “young people who have been so over-indulged and protected that they are incapable of handling the most mundane task without guidance or hand holding” (Hershatter and
Epstein, 2010, p. 211). However, the issue is that millennials hold a significantly different set of values, work ethic, expectations, and attitude in the workplace than the previous generations (Ng,
Schweitzer, and Lyons, 2010). Approaching these differences has been a challenge for employers. Numerical Impact in the Workplace
Regardless of the name you give them, they are the nearly 80 million young adults born
(according to the U.S. Bureau of Labor Statistics) between 1978 and 2000 who have already joined, or are preparing to join, the workforce. The first millennial college graduates entered the workforce in the summer of 2004 and they will continue to do so in large numbers until 2022
Hershatter and Epstein, 2010). Statistics show that by 2014, the Millennials will compose roughly 36 percent of the U.S. workforce and they will number approximately 46% of the workforce by 2020. In comparison, Generation X is currently 16% of the U.S. workforce
(Lynch, 2008). Because of the large influx of millennials in the workforce, it is essential for managers and organizations to understand exactly who they are.

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Who are these Millennials and what Are some of the challenges?
Millennials are described as the “want it all” and “want it now” generation. It is said that their drive for success, career goals, and expectations for advancement are high, unrealistic, and disconnected. It has been stated that they can begin to wonder why they are not being promoted or receiving salary increases within their first six (6) months in their position (Ng et al. 2010).
For Millennials, there are five major themes that resonate with them in the workplace: (a) work/life balance, (b) good pay and benefits, (c) opportunities for advancement, (d) meaningful work experiences, and (e) nurturing work environment. Another challenge for managers dealing with Millennials in the workplace is “this impatient to succeed attitude has resulted in an expectation for instant rewards rather than paying dues” (p. 282).
Millennials are also considered to be self-centered, disloyal, unmotivated, disrespectful
(to older generations), and lacking work ethic (Hill, 2008; Marston, 2009). As a result of these perceived characteristics by other generations in the workplace, organizations have expressed a concern for the communication and performance levels as these older generations react negatively to the millennials (McGuire et al. 2007; Sias, 2009). Managers also face some other challenges in the workplace that include that Millennials: (a) need supervision and structure, (b) are inexperienced, particularly in handling “people issues”, (c) view changing jobs as a natural process, (d) want a sense of play and fun in the work atmosphere, and (e) need help strengthening their communication skills because they are not as accustomed to communicating face to face as older generations (Raines and Arnsparger, 2010).
Millennials expect communication with their supervisors more often than to which supervisors are accustomed. They seek more affirmation and positive feedback for doing what is basically expected of them (not work above and beyond), to provide open communication and to

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keep them in the loop when they are asking for information that is generally on a need-to-know basis, and to share information with them that is beyond their “pay grade.” Supervisors and managers must also contend with the decisions are being questioned or “authority challenged,” and their lack of formality when addressing or dealing with “older” individuals or managers
(Marston, 2007: Martin, 2005, Hill, 2002; Howe and Strauss, 2007; George, 2008).
How to Address These Challenges
The influx of Millennials in the workplace, and that number growing exponentially forces managers and supervisors to find ways to connect and understand this generation. They must figure out how to manage employee needs while at the same time balancing their own views and perspectives. In order for this to occur, there needs to be various changes that happen in the workplace that will lend both to the development of managers in supervising Millennials and also the development of the Millennials in the workplace. These changes will help both the manager and employee be successful.
Step 1 in the process for the manager is to understand who these individuals are, their characteristics, and what helps them be successful in the workplace. Without a clear understanding of what these Millennials need from their managers, there will be a certain level of failure. Managers need to know the basic things Millennials want from their employer, which include: (a) coaching, (b) collaboration, (c) measures, and (d) motivation. As the leader of an organization, I would incorporate a training program on intergenerational dynamics in the workplace to address three key areas, which would include focusing on the understanding of the generational differences (who they are, their traits, and their needs), a more comprehensive training session on the Millennials (who they are, their traits, and their needs), and strategies to building a stronger sense of community and collaboration at work.

Integrating Millennials in the Workplace
Step 2 in the process of training managers to better understand and supervise Millennials is to provide training on the major areas that are important to Millennials in the workplace and how as managers they can respond to those needs. Managers need to recognize the implications for the organization as well as the individual (Millennial) in the recruitment, hiring, training, and retaining process of a Millennial. This training would be in key areas I categorized as:
(a) work environment, (b) training and development, (c) organizational roles and responsibilities,
(d) motivation, and (e) organizational relationships and communication. One key area I did not give its own category but would incorporate into organizational relationships and communication would be the understanding of one’s management style and how it relates to the Millennials.
Each of these key areas would bring about a better understanding of how a manager could effectively lead, supervise, communicate with, and integrate a Millennial into the workplace. Below are some key ideas, suggestions, and requirements I would have for managers to use and implement when working with Millennials (Levit & Licina, 2011):
I.

II.

III.

IV.

Work Environment: (a) provide flexible work schedules, business casual attire, (b) foster and encourage work life balance, and (c) provide opportunities (events and activities) to foster engagement between employees and managers.
Training and Development: (a) provide tuition reimbursement opportunities, (b) create mentoring opportunities for Millennials to understand other areas of the workplace, (c) design and implement career path development plans with Millennials, and (d) provide on-going internal and external training opportunities.
Organizational Roles and Responsibilities: (a) provide special project opportunities that allow them to share their talents and skills, (b) provide opportunities for the
Millennials to share their strengths (i.e. technology), (c) provide clear and defined roles in the organization (position descriptions), and (d) provide clear expectations of their performance and behavior.
Motivation: (a) provide paid time off, design and implement a rewards system that recognizes performance outcomes and measures above the normal job expectations, (b) provide them benchmarking scales to work towards with outcomes (bonus, extra time off, etc., and (c) provide special incentives to help balance work life (e.g. casual Friday attire, bring your child or pet to work days, office functions and activities).

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Organizational Relationship and Communication: (a) provide a greater level of transparency in the organization by sharing information and documents that will help better understand their roles, duties, and impact on the organization (and thus keep them motivated in the business objectives), (b) foster opportunities for all employees to engage with each other socially, (c) provide teamwork opportunities (and incorporate other members of different generations in the process), (d) help them understand the organization’s impact on the community including some service opportunities, incorporate diversity, inclusion, and social justice training opportunities, (e) allow them to present to the greater organization, and (f) invest time in creating a sense of community and belonging in the organization.
A manager will need to understand how their management style affects this training listed

above. They will need to be very intentional on how they communicate, connect, and build relationships with Millennials.

Managers will need to see their roles as one of mentor and

coach—and utilize this role to use interactions with Millennials as teachable moments or moments of engagement. Managers should be well versed and understand current management or leadership styles in the workplace. It is critical managers suspend their own personal bias and opinions of Millennials for them to be successful. It is best for the manager to “begin with the experience of the person whom you are leading or managing rather than your own” (Espinoza,
2012, p. 39). One way to accomplish this would be through the usage of the contingency theory of leadership (p. 39-40). Espinoza (2012) went on to outline in the following chart what an effective manager looks like compared to a challenged manager when it comes to working with and their perception of Millennials in the workplace (p. 49):
Perspective

The Effective Manager

The Challenged Manager

Adaptability

Talked about their own need to change in order to manage in “today’s world”

Talked about how others needed to change in order to make it in the “real world”

Self-efficacy

Believed there was something they could do about their situation. Believed that there was little they could do about their situation. Confidence

Allowed their subordinates to challenge them (ideas, processes, ways of doing things).

Sanctioned or punished their and subordinates for challenging them. Integrating Millennials in the Workplace

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Power

Used the power of relationship
Felt the only power they had
Versus the power of their position. was their positional authority.

Energy

Working with Millennials made them feel younger.

Working with Millennials made them feel older.

Success

Saw themselves as key to the
Millennials’ success.

Saw the Millennials as an impediment to their own success. Cross Generational Understanding
Managers will need to insure they have an understanding of the cross generational culture that is in the workplace and help foster bridging the gap between these generations. Part of the role of the manager is to not only understand this difference, but to educate and train others in understanding the differences, especially with the Millennials. While training for the managers is critical to their role in the organization and their success (and the success of their employees), current employees (non-Millenials) have a sense of responsibility as well to be aware of these cross generational conditions in the workplace. This also applies to the Millennials in the organization; everyone plays a part and contributes to the community in the workplace.
Training for Millennials
Step 3 in the training process would be to design and implement a training process for
Millennials in order to help adapt and integrate into the workplace. This training will be part of their orientation to the organization and start on their first day of work. It is important that from the beginning of employment the Millennials understand their roles in the organization, the expectations we have of them, and understand the different generations in the workplace, why they were hired, what they can contribute, and how they help in the building of community in the workplace. It is important to recognize that Millennials do bring positive attributes to the workplace which include: (a) optimism, (b) technologically savvy, (c) more accepting of

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diversity, (d) more comfortable working in teams, (e) and resourceful (Zemske, et al. 2000;
Raines and Arnsparger, 2010). Hopefully prior to being hired Millennials were provided a realistic agenda of what they could expect from the organization with regards to compensation, time off, promotion opportunities, etc. This should be revisited in the orientation process provided to them during their first days at work.
The agenda for the training and orientation of Millennials joining the organization would include addressing and explaining: (a) work environment, (b) training and development, (c) organizational roles and responsibilities, (d) motivation, and (e) organizational relationships and communication as outlined above on pages 5-6 of this paper. In addition, there are a few other key areas I specifically would design for the integration of Millennials in the workplace. These would include:
I.

II.

III.

IV.

Communication: (a) provide adequate training on how to best communicate with you the manager and others in the organization, (b) training on how to work with others and communicating appropriately, and (c) understanding how to receive (and process) feedback and how to provide feedback to managers and colleagues. Workplace Culture: (a) provide training on understanding their organizational role and the roles of others, (b) training on understanding their duties and tasks related to their position description, (c) discuss the workplace working climate and how things are done in the organization, and (d) processes to address issues and/or request opportunities for advancement, mentorship, or special projects.
Cross Generational Understanding: (a) provide training on understanding who the other members of the organization are, how they think, how they react, and how to best work with them, (b) and help them to share and train others to overcome any negative misperceptions others in the organization have about
Millennials.
Sharing of Skills and Talents: Discuss how they can help share specific strengths and talents they have in the workplace and how they can provide reverse mentoring to the colleagues in areas of weaknesses for them, i.e. technology.

As part of this orientation process I would expect managers to sit down with each individual and design a career development action plan that would help the Millennial see what is needed

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for them to advance, thus giving them goals to work towards.
Assessment
A critical part of the success of this training and orientation process is assessing if it is effectively addressing the desired outcomes of the organization and manager. In order to do this, there needs to be various steps and measures to which one has to commit to. In doing so, one can identify key strengths in the process, weaknesses in the plan and/or training program, and address issues in a timely fashion in a proactive manner versus reactive. In order to measure outcomes, I would utilize the following practices: (a) administer a pre-test to managers prior to beginning of training to assess training needs but to also identify level of skill sets and knowledge levels, (b) administer a pre-test to all non-Millennial members of the organization prior to beginning of training to assess training needs but to also identify level of skill sets and knowledge levels, (c) and administer a pre-test to all Millennial members of the organization prior to beginning of training to assess training needs but to also identify level of skill sets and knowledge levels. Once training is completed, it would be essential to administer a post-test to each of these subgroups to identify learning outcomes and enhancement of skills. The goal would be to measure attainment of learning outcomes but also to identify areas of weakness and/or the need for retraining.
Providing continuous formal and informal performance feedback during the year will be essential as well. While a standard formal process would be used yearly, it will be important that managers minimally on a quarterly basis provide performance feedback to all members of the organization, especially for the Millennials. This will help the Millennials address their need for continuous feedback, affirmation, and communication. In addition, administering quality of life surveys to all staff on an anonymous basis will be important to getting the perspectives from the

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members of the organization on how happy they are at work and how they see the work culture and community. These quality of life surveys will include questions related to inclusion, sense of community, work life balance, life outside of work, and the feeling of belonging in the organization. Continuous review of the career path development plans on a one on one basis will be key to helping Millennials (and others in the organization) not only see how they are doing and the progress they making but to also see what milestones have been accomplished. It will give the members of the organization a visual to see where they are headed and what is yet to be accomplished. The Millennials will be able to monitor their progress to see how they are achieving success and identify what may be slowing them down or holding them back. It allows them to continue to aspire towards something and know that there is a reward or outcome in sight. This will satisfy their need for instant gratification, and the need to advance practically from the moment they join an organization. As part of this process, there needs to be a review of the training and development that is occurring at the professional level for each employee so that any gaps or needs can be addressed and planned for, prior to the next review of this plan or the administering performance appraisals.
On-going training should be a part of the assessment and continuous development of all staff in the organization. This will significantly benefit everyone in the organization but will also meet the need of the Millennials, who are continuously seeking learning opportunities and development. Hall (2008) points out that as part of the designing and implementing the Human
Capital Strategy of the organization one must design an integrated improvement process, which will help in the designing and establishing of the organizational culture. Specific (and critical) roles in the organization will be identified and provide an opportunity for management to define

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performance results for each specific role in the organization (pp. 219-234).
Finally, I would establish an Employee Relations Unit within the organization separate from Human Resources, whose role would be to serve as the managers of employee engagement, professional development, serve as an ombudsperson for work related issues, and design opportunities for employees to enjoy an effective work-life balance. This unit would design specific programs to promote wellness, identify flexible scheduling, plan employee related interactions, promote community in the workplace, and help in bridging relationships within specific groups and intergenerational interactions.
Conclusion
Integrating cross generations in the workplace can be a challenge for any manager, and if not done correctly it could have a significant impact on the performance of an organization. Each one of them comes with a set of ethics and expectations that have not only clashed with each other but with the existing culture and climate in the workplace at the time. In their book Generations At Work, Zemke, Raines, & Filipczak, stated that:
Today’s American Workforce is unique and singular. Never before has there been a workforce and workplace—so diverse in so many ways. The mix of race, gender, ethnicity, and generation in today’s workplace is stunning. The latter, generational diversity, and the tension and challenge, opportunity, and promise it presents are the focus of this book. There is a growing realization that the gulf of misunderstanding and resentment between older, not so old and younger employees in the workplace is growing and problematic. It is a rift that will not heal it or just go away, as so many organizations—those even aware of it— fervently hope (p. 1).
The bottom line is that Millennials are here and integrating into the workforce in large numbers so it is incumbent upon an organization to respond and be prepared in order to minimize the impact. An organization must show a concern for the communication and performance levels in

Integrating Millennials in the Workplace the workplace as these older generations react negatively to the Millennials (McGuire et al.
2007; Sias, 2009).

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References

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References

Retrieved May 28, 2013, from http://humanresources.about.com/od/managementtips/a/
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Ng, E.S.W., Schweitzer, L., and Lyons, S.T. (2010). New generation, great expectations: A field study of the millennial generation. Journal of Business and Psychology, 25(2). 281292.
Raines, C., & Arnsparger, A. (2010). Millennials at work. Retrieved from http://generationsatwork.com/articles_millennials_at_work.php Sias, P.M. (2009). Organizing relationships: Traditional and emerging perspectives on workplace relationships. Thousand Oaks, CA. Sage.
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References: Retrieved May 28, 2013, from http://humanresources.about.com/od/managementtips/a/ Millennial_myth.htm Martin, C.A. (2005). From high maintenance to high productivity: What managers need to know about Generation Y McGuire, D., By. R.T., & Hutchings, K. (2007). Towards a model of human resource solutions for achieving intergenerational interaction in organizations Ng, E.S.W., Schweitzer, L., and Lyons, S.T. (2010). New generation, great expectations: A field study of the millennial generation Raines, C., & Arnsparger, A. (2010). Millennials at work. Retrieved from http://generationsatwork.com/articles_millennials_at_work.php Sias, P.M. (2009). Organizing relationships: Traditional and emerging perspectives on workplace relationships Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace