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To paraphrase Joel Stein’s cover story in TIME magazine earlier this year, Millennials are entitled and materialistic narcissists addicted to technology. Whether one believes

this statement or not, the fact is that Millennials (generally defined as individuals born between 1980 and 2000) are a force to be reckoned with due to population; there are approximately 80 million in the U.S. alone. While demographic studies vary somewhat, the general consensus is that Millennials will make up at least half of the U.S. workforce within the next 20 years.

Eventually, this generation will be called upon to take leadership roles, and it is critical they are prepared. The economic recession has delayed the workforce transition somewhat, as many Baby Boomers elect to work beyond intended retirement dates. Nonetheless, Baby Boomers will eventually retire, leaving jobs to be filled by succeeding generations. With this in mind, organizations should consider possible succession plans now and establish the necessary initiatives to develop and retain high-performing young workers.

So what actions ought to be taken to effectively manage generational differences in the workplace?

Recognize and appreciate workplace diversity.

Obviously, acknowledging and encouraging diversity extends well beyond age, but the approach remains the same. Organizations may establish various worker groups to develop practices or evaluate proposed policy that impact employees. The goal of grouping employees with diverse backgrounds, experience and job roles is to generate creative thinking. Additionally, Millennials benefit from exposure to employees in different levels and functions. On the other hand, affinity groups tend to engender loyalty. By offering young, new workers the opportunity to work with other similarly-situated workers, they are more likely to bond with colleagues and, accordingly, the organization as a whole.

Provide growth opportunities.

The stereotypical mindset of Millennials is that they expect to be the leaders of tomorrow, literally. While such a timeline is not realistic, it is important to communicate potential career paths and what skills and behaviors are needed to advance. Accordingly, professional development opportunities should be made available to Millennials to assist them in growing within the organization.

Play up individual skills.

While explaining conventional career paths is important to convey the ability for upward progression, so too is permitting employees to “find their own way”. Millennials may seek less traditional job changes in order to remain challenged. Staff should be encouraged to express their interests as it relates to their job and the organization and, to the extent it is feasible, allowed flexibility in work assignments.

Develop or modify performance management processes.

Popular opinion suggests that Millennials have grown to expect immediate gratification. As a result, it is important to establish performance management procedures that are meaningful to the workforce; for young workers, this often means frequent performance reviews and rewards. The size of the award tends to matter less than the feedback itself, so inexpensive recognition initiatives may be added throughout the year. An organization may provide for 360-degree spot recognition as well, wherein customers, supervisors or peers can reward workers for specific efforts.

Clearly, it is essential to maintain a cooperative multi-generational workforce within an organization. The good news is that basic modifications to training, professional development and performance management processes can yield very positive benefits with regard to attracting, motivating and retaining Millennials and others.

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Human Resources

Managing a Multi-Generational Workplace (Especially Millennials)

Article reprinted from Fall 2013GROWTHBIZS T R A T E G I E S

PRIYA J. KAPILA CBIZ Human Capital Services • St. Louis, MO314.995.5558 • pkapila@cbiz.com