Multi-Generational Workforce –Understanding and Leading Millennials

Learning SegmentNovember 2016

Purpose of Today’s Training• What is a Millennial?• Perception vs Reality• What do I need to know to more effectively lead?

Traditionalists Baby Boomers Gen X Millennials Gen Z

Four Generations in the Workforce• WWII, GI Bill, College

• Authority

• Delayed gratification

• One company career

• Vietnam, Cold War, Civil Rights

• Kennedy & King assassinations

• Find identity in their work

• Technology to do more work,

not less

• Persian Gulf, AIDS

• Video games, MTV,

computers

• Mobility and autonomy

important

• Technology for work-life

balance

• 9/11, Terrorism

• Latch Key

• Texting, Social Media

• Emphasis on social

responsibility

• Technology for work-life

blending

• Mortgage crisis

• ISIS

• Tech savvy

• Globally connected

• Flexibility

• Entrepreneurial

• Still evolving definition

1933 - 1945 1946 - 1964 1965 - 1979 1980 - 1995 1996 - Present

Perception of MillennialsWhat is your perception of Millennials?• Autonomous• Entitled• Imaginative• Self-Absorbed• Defensive• Abrasive• Myopic• Unfocused• Indifferent

Reality of Millennials• Work – Life Blend• Reward• Self- Expression• Attention• Achievement• Informality• Simplicity • Multitasking• Meaning

Challenges for Millennials • A lack of experience• Not being taken seriously• Not getting respect• Being perceived as "entitled"• A lack of patience• Getting helpful feedback• Understanding expectations• Rigid processes• Proving my value

How to Lead MillennialsWhat Millennials Need What Millennials Need From Their Leaders

Work-life blending acceptance Be flexible when letting them have it their way makes sense

Reward for work, more opportunity and promotions Reward the right things in the right way; Teach and guide them; Be clear and patient when setting expectations

Self-expression and being listened toPut their imagination to work; Listen to them for ideas and strategies

Attention and knowing what is expected out of them Build a relationship; Be clear and detailed

Feeling achievement and knowing how they are doing

Give affirmation when they do achieve; Assure them about your relationship with them when providing information on performance improvement

Informality and a say in how they do their jobDon't take things personally when they go around the normal channels to build relationships; Let them challenge you

Simplicity and the big pictureShow them the big picture and broaden the short term; Help them connect the dots

Help sculpting ability to multitask with attention to detailInclude the details and give them direction; Demonstrate, coach and then empower them

Help finding the meaningMake it matter to them; Help them see how their daily contribution matters

Villainize, Tolerate, or Engage!