1. MILLENNIALSLeadingMULTI GENERATIONAL WORKPLACE

3. Does age matter in leadership?

4. 4
A millennial is often called Generation Y,
people born in the 1980s to early 2000s
Deloitte Global Millennial Research, 2013

5. 91% of millennials aspire to be a
leader and 43% are motivated to
be a leader to empower others
The Millennial Leadership Survey, 2015

6. THE ‘MILLENNIAL’ TERMINOLOGY
6
William Strauss and Neil Howe are widely credited
with naming the Millennials.
They coined the term in 1987, around the time
children born in 1982 were entering preschool,
and the media were first identifying their
prospective link to the new millennium as the high
school graduating class of 2000.

7. 7
The Millennial Generation:
A blessing or curse for the workforce?

8. 4 Different Generations
Would Start Working Together In
The Malaysian Civil Service
Baby Boomers
(1946 – 1964)
Gen-X
(1965 – 1980)
Gen-Y
(1981 – 1999)
Gen-Z
(2000 – now)

9. So, should we celebrate these
milestones or not?

10. Yes, we should... but
Are we prepared for this demographic
change?

15. Let us understand each other first…

16. Job Security Work-life Balance Freedom &
Flexibility
Security &
Stability
ASPIRATION
Baby Boomers
(1946 –1964)
Gen-X
(1965 – 1980)
Gen-Y
(1981 – 1999)
Gen-Z
(2000 - now)
ATTITUDE
TOWARDS CAREER
‘Organisational’
– career defined
by employers
‘Early Portfolio’ –
Loyal to profession,
not employers
‘Digital
Entrepreneurs’ –
Work ‘with’
Organisation,
not ‘for’
‘Career
Multitaskers’ – will
seamlessly
between
organizations and
‘pop-up’ business
Early IT Adaptors Digital Immigrants Digital Natives Technoholics
ATTITUDE
TOWARDS
TECHNOLOGY
THE MILLENNIALS
16Source: PwC

17. Telephone E-mail & Text
Messages
Text Messages &
Social Media
Hand-held
Communication
Devices
COMMUNICATION
MEDIA
COMMUNICATION
PREFERENCE
Face-to-face ideally,
telephone or e-mail
If required
Online & Mobile Facetime
Face-face ideally,
increasingly will go
online
Online,
would prefer
face-to-face if
time permitting
Face-to-face Solutions will
digitally
crowdsourced
DECISION MAKING
PREFERENCE
E-mail & Text
Messages
THE MILLENNIALS
Baby Boomers
(1946 –1964)
Gen-X
(1965 – 1980)
Gen-Y
(1981 – 1999)
Gen-Z
(2000 - now)
17Source: PwC

18. Money &
Title Recognition
Freedom Meaningful Work TBSFEEDBACK &
REWARD
MESSAGE THAT
MOTIVATE
“You’re valued,
you’re needed”
“You’ll work with
others, creative
people”
TBS
Not balanced,
work to live
Balanced Balanced TBSWORK &
FAMILY LIFE
“Do it your way,
forget the rules”
THE MILLENNIALS
Baby Boomers
(1946 –1964)
Gen-X
(1965 – 1980)
Gen-Y
(1981 – 1999)
Gen-Z
(2000 - now)
18Source: PwC
*TBS: To Be Specified

19.  Tolerant
 Self-sufficient
 Hardworking
 Disciplined
 Committed
 Respect to be
respected
 Believe in
manners &
etiquette
 Team-player
 Security/
stability-
oriented
 Effective
 Goals &
objective
oriented
 Adaptable
 Able to manage
time
 Can multi-task
 Gets work done
 Responsible
 Team-player
 Work + Play +
Fun = Work-life
Balance
 Enjoy
networking
 User of gadgets/
technology
 Independent
 Creative
 Collaborating &
cooperating
 Achievement
oriented
 Appreciate
speed
TBSVALUES
THE MILLENNIALS
Baby Boomers
(1946 –1964)
Gen-X
(1965 – 1980)
Gen-Y
(1981 – 1999)
Gen-Z
(2000 - now)
19Source: PwC

20. Okay, so how to deal with them?

21. Baby Boomers
(1946 – 1964)

22. DO’S:
• Communicate the bigger picture to
show them why their works matters
• Offer them opportunities to take the
lead on high-value projects with
diverse team
• Offer them tangible, visual
recognition in the form of awards or
certificates
DON’TS:
• Be closed off to their attempt to
challenge the status quo
• Make them feel like there’s no room
for growth – whether it be a
promotion or taking on more
responsibility
• Forget to earn their buy-in to the
bigger picture, as well as your
company’s vision, mission and
broader strategy

23. Generation-X
(1965 – 1980)

24. DO’S:
• Give them time to pursue outside
interests and be more than their job
description
• Create a casual work environment,
or schedule bi-weekly inspiration
sessions
• Reward them with time off or allow
them to work remotely every now
and then
DON’TS:
• Enforce a rigid work schedule or
routine
• Fail to address signs of
disengagement early on – they will
leave if not stimulated
• Micromanage or over-supervise

25. Generation-Y
(1981 – 1999)

26. DO’S:
• Surround them with bright, creative
future-oriented thinkers
• Provide them with opportunities to
work on varied projects that develop
transferable skills
• Reward them with time off and the
opportunity to work flexi-time
DON’TS:
• Remind them of any form of
hierarchy or inflexibility in team
structure
• Starve them of opportunities to study
part-time, or get involved in
corporate social initiatives
• Be hesitant to let them take the lead
on projects in teams sooner, rather
than later

27. Generation-Z
(2000 – now)

28. DO’S:
• Bring them in on solving complex,
meaningful problems
• Tread carefully in conflict situations:
they’re unlikely to enjoy
confrontation
• Reward by giving them opportunities
to make their voice heard, and
providing them with the tools they
need to turn their ideas into action
DON’TS:
• Expect them to make decisions as
quickly as generations before them
• Badmouth your company or
colleagues around them – they will
convey their feelings on their peers
• Engage them in more than 20%
menial work – these employees will
need to be cognitively stimulated
80% of the time

29. What should we do as a leader ?

30. Personalisation
Look at every individual based
on their personal needs.
Understand generational
differences to help in reducing
conflict.
Communication
Use different communication
styles and modes with different
generations.
Reward
Customise the reward system.

31. 31
“When it comes to generating positive work attitude it doesn’t matter
whether you are a Traditionalist, a Boomer, a Gen-Xer or a Millennial,
good leadership is good regardless of age”

32. Good leadership is good
regardless of age?

34. MillennialLeaders
Andrew D. Mason
-Groupon
Vivy Yusof
-FashionValet
Mark Zuckerberg
-Facebook
Hooi Ling Tan
-Grab

35. What Will It Take for All Generations /
Millennials to Work Well Together
A new
understanding of
what employees
want from their
jobs, bosses and
workplace
experience
New behavior from
leaders who realize
younger workers enter
the workforce seeking
self-fulfillment and
aren’t interested in
“paying their dues” for
an unspecified amount
of time for a vague
reward
A new
understanding of
loyalty and how
to develop it (not
through pay,
promotions and
benefits) Because young
people are doing
everything later –
staying in school,
living at home,
getting married,
having kids – this
impacts their
commitment to work
A new definition of
self – young
employees define
themselves by what
they do outside the
job, not what they
do for a living
Marston, Cam, Motivating the “What’s In It for Me” Workforce:
Managing Across the Generational Divide and Increasing Profits, 2007

37. |RECAPLEADING MILLENNIALS