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.

1. I D E A S T O H E L P
G R O W Y O U R
B U S I N E S S
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T
o 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.
our business is growing yours
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, MO
314.995.5558 • pkapila@cbiz.com