By Terri Klass, Judy Lindenberger and Jean-Baptiste Marchais
Part two of Next Generation: What They Want and Need from the Workplace
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Articulate your employer brand – communicate internally and externally what it means to work for your organization
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Have a clear statement about corporate responsibility – make this part of your employer brand and be committed to deliver the promise
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Think creatively about how technology can be used to engage Millennials e.g. avatars, internal networking sites, etc.
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Create an on-boarding experience for Millennials that helps them learn your company culture
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Be crystal clear about company policies such as social media
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Set clear performance expectations and explain why something needs to be done
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Use e-mail and voicemail as primary tools when you cannot meet face-to-face
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Don’t force utilization of the chain of command
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Don’t talk down to them – they will resent it
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Provide them with feedback – early and often
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Hold them accountable and let them know when they have screwed up
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Tell them what they do well
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Judge them by what they accomplish rather than the number of hours they put in
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Encourage them to share their ideas with you
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Listen
- Invest in personal development and training – explore coaching/mentoring programs
- Provide variety and fresh challenges – consider promoting cycles of experience in other parts of the organization
- Teach your Millennials to become problem solvers
- Tell stories, share your wisdom, or teach them something you wish you would have known when you were their age
- Think creatively about reward strategies and what motivates Millennials. For example, is it time to shift from cash bonuses and cars to other things?
A Millennial case study:
Jennifer, a recent college graduate, is bright and hardworking. She has been working in a marketing department with a consumer products organization for about a year. Although she likes her job, she does not enjoy doing anything that she considers menial. She was planning on bringing this up to her boss at her annual performance review this week but was blown away when her boss told her that she had some areas that she needed to improve. She is upset because she wished she knew about her weaker performance areas earlier. She thinks that her boss has not done a good job of providing her with useful feedback to grow. Even though the market is tough, Jennifer thinks she should look for another job. She talks to her parents and friends about her concerns and starts to do online research about other marketing positions. In a few weeks, she sets up interviews with other organizations and takes off several days to go on interviews. Her boss calls her in and gives her a warning about taking so much time off. Jennifer is angry that her boss gave her a warning. She accepts a new job she was offered and hands in her resignation the following day.
What could Jennifer’s boss have done differently in managing and coaching her Millennial employee, Jennifer? Jennifer’s boss needed to provide more frequent feedback to Jennifer and be clear from the start about what areas she needed to work on. Her boss should never have saved up all the performance issues for the annual review. Her boss could have gotten input from Jennifer about her ideas regarding her job responsibilities and encouraged Jennifer to find a mentor. Her boss should have set a meeting up for follow up after the review.
What could have helped Jennifer? She needs to understand that all jobs have both interesting and menial components to them. She needs to learn not to overreact to a negative performance review and look at it as an opportunity to grow in her job. She could have set up a series of follow-up meetings with her boss and sought coaching from more experienced co-workers.
Organizations today need to understand and support each generation. Providing training on the differences between the generations will reduce conflict and improve communication and interaction. Offering mentoring programs will help grow all of your employees. Don’t delay. Your success depends on it.
For more information, contact Judy Lindenberger at info@lindenbergergroup or Terri Klass at terri@terriklassconsulting.com.













