Les préjugés sont la raison des sots – Voltaire
Ah, millennials. The generation defined as that born between 1980-2000. As an 80’s born baby I guess that includes me too. Lucky me! Or, unlucky me, as other generations (Baby Boomers, Generation X) in the world today would have me believe. So it is to you, the millennials, I would like to address first: it’s depressing isn’t it, when all you ever read about your generation’s stereotype even on ‘professional’ websites – such as Linkedin – is nothing but a load of mind-bogglingly malicious and negative press?
According to some of Generation X and Baby Boomers, nonetheless, the millennials are a generation that are: ‘Lazy’, ‘Unproductive’ and ‘Self-Obsessed’. But how data-driven versus intuition based is this view? And if indeed it is subjective, rather than ‘fact-based’, why are we allowing such a damaging stereotype to destroy the reputation of what will shortly become nearly 50% of our workforce by 2020?
The Inter-generational tension
Whilst I humbly recognise the belief set behind the negativity of the millennial stereotype is both varied and multiple, it is clear that some incomplete studies have not helped the case. For example, Dr Jean Twenge in 2012, found 15% of 20 year old (American only) students displayed some form of narcissism. This study and the media portrayal of it has led other generations to believe that the millennials are more narcissistic than their own. Yet could this be another example of ‘fake’ news taking the realm? Since, by default and according to that very same study, 85% of those American millennials surveyed (note it didn’t include Europeans) were found also to not be narcissistic or display any traits of narcissism. Millennials are more critical of their news feed than ever.
Furthermore, there was no measure in this study of the same level of narcissism across other generations and without a norm against which to compare this data, how is it relevant? Who is to say, for example, this rise in apparent narcissism hasn’t appeared across all generations because of a boost in macroeconomic conditions over time rather than being a localised and in-born generational trait? Despite the lack of data to support this subjectivity, this kind of destructive labelling behaviour persists. Like sexism, however, we have to ask ourselves what good an ageist attitude is, in the workplace? In light of pursuing a progressive and performance driven corporate culture, why wouldn’t we get rid of the term ‘millennial’ altogether given the seriously damaging connotations associated with it?
Why millennials matter:
It is fact that by 2020, millennials will form 50% of the global workforce. Millennials will soon outnumber their Generation X predecessors. However, according to PWC, despite this outnumbering, they remain in short supply – particularly in parts of the world where birth rates have been lower. They will, therefore, also be more valuable as this generation will work to support a significantly larger older generation as life expectancy increases. Furthermore, CEOs say that attracting and keeping younger workers is one of their biggest talent challenges.
So, we have choice: we can either harness the millennial mindset for the benefit of business or carry on getting hung up over an incomplete and inaccurate stereotype and risk getting left behind.
“Yes!” I hear you cry! “But how?” The very term, ‘millennials’ creates an atmosphere of fear. I genuinely see senior executives quivering in their polished Churchill’s at the very mention of the term. Further data has found that it is ‘incompetent management driving the millennial mindset and the trend of self-employment’ (Dr Tomas Chamorro-Premuzic). So, the flippant nature of views on millennials raises several questions about management (not just millennial stereotypes) as well as HR concerns and so it should, since: Are we listening to what is actually being said by this generation in key HR conversations at work, or merely taking a subjective (potentially biased) interpretation? Of course, I’m not about to, or even able,to account for every Harry and Heidi of the millennial generation.
However, I urge employers both as a millennial and as a professional, to work together to see the reality of their own workplace situation in the hope that you do see the benefits of making the right hiring decision for the cultural well-being of your corporation. How are millennials part of your employee engagement strategy? There are so many aspiring, inspiring, hard-working and talented people who deserve your time and mentoring. Moreover, my generation are screaming out to learn from you! So when, for example, was the last time you went up to your young millennial employee and had a meaningful feedback session on their contribution?
Do you really know how they best work and how to leverage that? What makes them tick? Or is your mind made up about this generation based on what you can mindlessly read and regurgitate from the press? The views in this article are supported by the workings of those at PWC & Deloitte i.e. that means by hours of research and fact. If you are inspired to evolve your own management practices as an extension of this posting, I would urge you to read their reports in full. But here are just a few of my own highlights from the data:
How do Millennials think at work?
- Their use of technology does set them apart but so does their grasp of this as a key business tool. How can you leverage this innate developing skill?
- The way they behave is different – stained by challenges of the global economic crisis they work hard and care about their personal well-being far more than any other generation. Their career path is more likely to align with their personal identity. Life is hard and they DO know it. That’s why they strive for a job they can develop passion for.
- They work smart – on demand, mobile, flexi-time. Whatever makes them productive. Rigid or longer hours in the office don’t necessarily make an employee more productive.
- They will also work harder, longer hours to get to their goals – driven by unwavering ambition. If they haven’t got the skills, they want to learn. Good attitude makes for great workers. How can you leverage it from those that work for you?
- Rigid corporate structures don’t get the best out of this generation – period. That doesn’t mean chucking in a few bean bags into your office. It means throwing out “beanbag workers” aka those that aren’t as productive or ‘impact’ driven as this generation. Drivers of impact are good for any organisation – reward them to let them know you care.
How to manage millennials in five steps
- Regular Feedback and constructive encouragement: frequent, honest and in real-time. Plan when you will do this. I recently went up and asked to agree terms and times with my own boss but if you haven’t heard from them yet, why not use this to your advantage and make first moves to get conversations started?
- Set them free: no they won’t come back to you, they will go to the ends of the earth to make you (and them) money, a new business plan – whatever the vision is that you buy-in. The key here is to share the ‘buy-in’ vision. Like a PE firm gearing for exit – ensure the WHOLE team (including future partners of the firm) are ‘bought in’. Go away and think, how can we do this?
- Expect millennials to go: millennials won’t settle for less. Fact. It’s a tough world out there and we know it. If you don’t take steps to retain top talent, don’t be surprised when top talent dumps you – keep in mind, this time it’s unlikely to be for the ‘it’s not you, it’s me’ reason.
- Allow faster advancement: promote on merit. Track record – yes. But dump your hierarchy, it’s outdated and your company will lose out to those that are innovating and progressing top talent faster. Don’t fear good people – great teams, right? The worst thing I ever see or feel in workplace culture is this.
- Encourage development: this is how you generate innovation – the key to scaling, right? So provide opportunities for networking and collaborating /mentorship programmes and make those bespoke. Don’t just use technology or standardised training programmes- millennials are used to the personalised consumer experience. What role is their line-manager having in their development?
“The companies that have already been the most successful in attracting talented millennials – Google and Apple among them – are naturally innovative employers who are never restrained by ‘how things used to be done’. These companies are not specifically targeting millennials, but their culture, management style and approach to recruitment and retention naturally appeal to the millennial generation. And because of that, they are able to take their pick of the best younger talent around.”
Millennial, Generation X or Baby Boomer, I hope you have enjoyed this article and that it has inspired you to confront inter-generational tensions in your own work place. Life is a journey, isn’t it? A journey of learning? And, at least (if anything) millennials are a generation most wanting and most willing out of all the generations before us to learn and self-develop. So, here, millennials I make it my mission to create our voice and prove the critics wrong. Why? Because I do ardently believe that there are at least some of us who are worth it.
If caring more about the development of my generation via writing this article makes me “self-obsessed” then yeah, I’m guilty. But I’d have to argue differently for “lazy or unproductive”. Calling on all supporters of millennials: “share and like” this article if you agree. To work with me on how to harness, rather than undermine, a millennial mindset and create a progressive workplace culture where you work, get in touch.
