INDUSTRY INSIGHTS | SUMMER 2011 EFFECT

Harnessing the Millennial Generation for Your Company

by Sarah Putnam

As the latest crop of college graduates enters the workforce, much is being said about their personalities and potential. Employers and observers have labeled them as narcissistic, individualistic, fast-learning, and over-confident. As part of this Millennial generation (a.k.a. Generation Y), I have seen some of these traits proven true. In particular, I see the sense of entitlement amongst my peers, perhaps since many grew up during the booming 1990s.

For example, a friend of mine (we’ll call him Jason) was working as an intern before graduating from college in the spring of 2009. At this time, near the height of the recession, he was one of the lucky ones to have a job and to be guaranteed a full-time position at the company upon graduation. In June 2009, he signed his offer letter and received his new salary, as promised.

Shortly after Jason started his job, the company altered its pay policy, giving raises only to employees performing above expectations or those who received promotions. Even though the majority of the employees did not receive a raise that year, my friend (who had not even been a full-time employee for a year) felt he was entitled to a raise, because he’d been working hard for the time he’d been there. The next year, he received his pay raise, but was still bitter about the prior year. Shortly after, he left the company for a job with higher pay and fewer responsibilities.

And there’s evidence human resource (HR) personnel have noticed too. According to a survey by CareerBuilder.com, more than 85 percent of hiring managers and HR executives said they feel  Millennials have a stronger sense of entitlement than older workers. Jason’s behavior could be a reflection of growing up in an era when every kid in little league got a trophy, even the last place team; a generation whose parents told them they were special and could achieve anything they desired. Like them or not, these ideals are now ingrained, and can play out in the workplace.

If the new group of workers is looking for the same treatment at work as they received as children, how should employers approach this? Here are some ideas to incorporate the new generation into your team.

Recruiting

Reena Nadler, blogger and coauthor of Millennials in the Workplace (LifeCourse Associates, 2010), suggests companies looking to attract Millennials should “take an active and personal role in the recruitment of young employees, matching recruits with current employees who can share their experience.”

Employers could try assigning young people in the company to work as recruiters or create a buddy system, matching new hires with employees near their age. I experienced this firsthand as a recruiter for LarsonAllen. Being close to the same age as a lot of the recruits, I tried to give individual attention to each personal, letting them know I recently went through the same thing and was there to answer their questions.

Continuous feedback

According to Ron Aslop, author of The Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up the Workplace (Jossey-Bass, 2008), “Millennials want loads of attention and guidance from employers. An annual or even semiannual evaluation isn’t enough. They want to know how they’re doing weekly, even daily.”

To help young workers feel comfortable, consider quarterly versus yearly reviews, or even schedule regular, informal check-ins. For example, LarsonAllen uses a peer review process that is completed after each project. This helps me to learn how to improve on each job I work on; it also lets me know what I am doing well. Another idea is to try pairing a young worker with a mentor he or she can go to with questions. Create a culture that encourages open communication. This may seem like a nuisance to people who are used to working independently, but consider that these regular check-ins can squash mistakes and problems before they grow. It’s also a great learning opportunity.

Work fits into life, not the other way around

As Jody Thompson, co-founder of consulting firm Culture Rx, told NPR in a 2010 interview, “This Millennial generation is completely untethered.” Young people today are used to getting stuff done—on their laptops, cell phones, iPods—wherever they are, whenever they want, she said.

Companies face a growing demand for flexible work schedules. It seems that for my generation, work is something we do, but it doesn’t run our lives. It’s not the only focus or always the highest priority. Additionally, because we've grown up in the information age, technology has always been part our lives—we’re used to instant gratification of researching and communicating when we want and where we want. As long as work production levels and quality remain high, it makes sense to allow that flexibility.

With Baby Boomers moving toward retirement, employers have to recruit and grow the future leaders of their company. I do think a lot of my generation feels entitled to the benefits older generations have worked a long time to earn—high pay and more time off—but isn’t willing to pay the dues and earn them. On the other hand, if it is “just a job,” maybe employers need to figure out a new balance of salary, time off, and work flexibility that matches the lifestyles of the young workers. And ultimately, my generation’s got to realize we can’t have it all, especially in this sensitive recession era.

This transition isn’t going to be easy, and I don’t have all the answers. But it’s time to have these conversations and figure out how you can harness the potential in your newest recruits. Look for the strengths in your employees and encourage them. Be open to changing policies and the work environment to best suit the needs of your team. Not only are the Millennials invading the work world, they are its future.