Millennials in the Workplace Millennials in the Workplace They are ambitious, goal‐oriented, educated, talented,  technologically‐savvy, eager, collaborative, highly‐involved,  technologically savvy  eager  collaborative  highly involved   open‐minded and sociable. They have felt planned for,  sought after, needed and indispensable their entire lives.  They are used to having things done  their way, right away .  They are used to having things done “their way, right away”.  And now they work for you. They have higher expectations  than any generation before them and if you don’t meet  those expectations, they are apt to tell all of their 500  “f “friends” with the simple click of a mouse. What  d ” h h l l k f h information, tools, and plans do you need to navigate a  successful working relationship with this group of  Millennials in the Workplace? Join us on the journey to  find out!

Sharnette Underdue Associate Director CSUF Housing & Residence Life

Frankie Velazquez Complex le Coordinator CSUF Housing & Residence Life

Learning Objectives: Learning Objectives:  Recognize what defines a generation  Identify how Millennials are valuable to your 

organization i i  Describe working environments that engage  Millennials

How to identify different generations in the workplace

Generational Matters Generational Matters  Each generation has a  E h  ti  h    

common experience   These experiences shape  their beliefs and  behaviors

This is a test What event is a defining moment in your formative years?  a) V E Day a) V‐E Day b) JFK’s Assassination c) The Space Shuttle Challenger Explosion d) 9/11

Generations By Categories Generations By Categories  GI/Veteran  Silent/Traditionalist  Baby Boomers  Generation X  Millennials

1901‐1924 1925‐1945 1946‐1963 1964‐1978 1979‐1995

4 Generations At Work Generation

Goal

Career Path

Feedback

Rewards

T diti Traditionalist li t Build a Legacy B ild L

JJob changing  b h i has stigma

No news is good  N i d news

SSatisfaction of a job  ti f ti f j b well done

Baby Boomer y Build a Stellar  Career

Job changing  g g puts you  behind

Once a year  y whether needed  or not

Money, title,  y, , recognition

Generation X Build a  Portable  Career

Job changing is  So, how am I  necessary doing?

Millennial

Doesn’t need to  From virtual  Work that has  b be a straight  t i ht coach at touch of  h t t h f meaning i line a button

Build Parallel  C Careers

Freedom

Defining & Identifying Millennials  What defines a Millennial?  Born 1979 and after  80+ Million Strong  Other names:  Internet generation, the Keyboard  Generation  Google Generation  Digital Natives   Generation, Google Generation, Digital Natives,  iGeneration, Echo Boomers, the Boomlet, Nexters, the  Connected Generation, Generation Y, the Nintendo  generation, the Digital generation, Neo‐Millenials,  i   h  Di i l  i  N Mill i l   Generation Text, “Don’t Label Us” Generation,  Generation Wired

THE YOUTH OF TODAY Her buddy list spans the globe. Best friend may be Chinese There has always been one Germany Has never seen a film camera

Satellite radio has been around since she h was 5 Has had 24/7 access Has never known a world without digital phones or DVDs

Has always been online Has always been able to watch wars live on tv and the internet

One electronic device does it all: TV, TV Internet, Phone, Music, Data, Computing

Formative messages shape  Millennials work style Millennials work style Formative Message

Workplace Expectation and /or result

“You are special”

‐ To be treated respectfully ‐ Lots of recognition and promotions ‐ Friendly environments with positive people

“Be Smart”

‐ To be challenged ‐ To learn new knowledge and skills

No one left behind

‐To work in teaming environment

Connect 24/7 Connect 24/7

‐ Feel rewarded by new technology ‐ Flexible work arrangements

Achieve now

‐Involvement in high‐impact projects, soon after hire ‐Promotions early and often

Not used to being told  “No”

‐ Challenge authority ‐ Assert themselves

Be civic minded,  volunteer

‐Do not see money as their only source of happiness ‐Work to live, not live to work Work to live  not live to work

Close relationship with  parents

‐ Parents may get involved in recruitment, decision where to work ‐Get along with Baby Boomer boss

Failure vs. Success  Defined for Millennials Defined for Millennials  Not finding ones Not finding ones’  

passion  Not being true to  N  b i      

oneself  Compromising 



Claiming  ownership



Being close to  family and friends y

integrity

A valuable asset to your organization

The Millennial Employee The Millennial Employee      

Confident Hopeful Goal and achievement oriented Goal and achievement oriented Civic Minded Healthy Skepticism Healthy Skepticism Inclusive

as Assets Millennials as Assets St e gt s a e: Strengths are:  Multitasking  Setting Goals g  Maintaining a positive attitude  Working with technology g gy  Collaborating (working in  teams)  Being resourceful  Having a strong work ethic

Areas of Development Areas of Development  Distaste for menial work Di t t f i l k  Lack of skills for dealing with     

difficult people difficult people Impatience Lack of experience Lack of experience  Confidence Difficulty accepting criticism Difficulty accepting criticism

W d Mill i l We need Millennials e at o s t a ge e oug to t e gap e t by  Ge Generation X isn’t large enough to fill the gap left by  retiring baby boomers.   Gen X: 44 million, not enough to completely replace boomers  Millennials: 80 million, early promotion to compensate for gap left by Gen X. Millennials: 80 million early promotion to compensate for gap left by Gen X

 It costs a company 150% of an employees salary to replace 

them when they leave y  Forty percent of Millennial employees surveyed said that  they plan to stay at their current position for 0‐2 years

The inter‐generational workforce: From costly risk to Major opportunity; Vu H Pham, Ph.D. Spectrum Knowledge Inc.

Discussion  Who’s responsibility is it to adjust their 

communication and work style to accommodate the  y other? The Baby Boomer (boss) or Millennial (new  hire)?

Discussion  Do you have to pay your dues before moving up or 

do you move up due to displaying expertise in a  do you move up due to displaying expertise in a needed area?

Discussion  Are traditional 8 hour work days more effective than 

flexible work schedules? flexible work schedules?

Should the workplace adapt? Should the workplace adapt? 



Lower Productivity ‐ When coworkers’ work‐ p related values and role expectations do not  mesh, conflict, mistrust, and lower  productivity can result (Hill 2002). Mill Millennials develop commitment to  i l d l it tt individuals, especially supervisors with  whom they develop meaningful whom they develop meaningful  relationships 

A Healthy Workplace A Healthy Workplace When an employer creates the kind of culture in  which Millennials flourish – f ffast paced and  p energetic – all employees tend to benefit from that  environment. ‐ Joanne G. Sujansky

Working environments that engage Millennials

Job satisfaction depends on  communication Level of job satisfactio on

p f The importance of communication

Need‐to‐know  b i f basis for  communication

Millennials ‘ view of Communication

Casual, frequent,  Casual frequent positive  communication  where the  Frequent  communication,  Millennial ‘has a  voice’ but with little  strategic input  from Millennial from Millennial

Importance of effective communication A lack of informal communication in organizations is  f f g negatively related to member satisfaction (see Pace and  Faules 1994), and low levels of communicative support  from supervisors in particular is associated with job  turnover (Clampitt 2005).

Generations At Work – Case Study g Background  Two person department, you are the Manager (Baby  Boomer) and you have one Analyst (Generation X)  Low interaction between you and Analyst; Analyst is  h happy to be left alone and just get his work done b l f l dj hi kd  Annual feedback structure  Structured 8 – 5 working day  Both you and the Analyst are very content with this  Both you and the Analyst are very content with this arrangement  The department is growing. The Analyst will become a  Sr Analyst and you’re Sr. Analyst and you re hiring three new staff, all  hiring three new staff all Millennials Case Study Case Study  What potential changes should you consider?

Do’s for Managing Millennials

Do  Encourage them  Learn from them  Provide them with advanced tools Provide them with advanced tools  Offer flexible schedules  Create opportunities for on‐going 

    

trainingg Give short deadlines and clear  outcomes Implement recognition programs Coach instead of bossing  Provide regular feedback Design mentorship programs

D 't f M i Mill i l Don'ts for Managing Millennials Don Don’tt   Expect them to “pay their dues”  Throw a wet blanket on  enthusiasm  Interpret their expressing opinions  as a lack of respect  Fall short of meeting high  expectations p  Discount ideas because of lack of  experience  Allow negativity  Be harsh or say you are  B h h disappointed in them  Feel threatened by their technical  knowledge

Other Discussion Topics Other Discussion Topics  How is this information relevant to you as an educator? How is this information relevant to you as an educator?  Share your experiences working with or teaching 

Millennials What worked? What didn’t? Millennials. What worked? What didn t?

Inspirational Quote  “They combine the teamwork ethic of the Boomers 

with the can‐do attitude of the Veterans and the  technological‐savvy of the X‐er’s. At first glance, and  even at second glance, (Millennials) may be the ideal  work force – and ideal citizens. work force – and ideal citizens ” 

‐ Ron Zemke, Claire Raines and Bob Filipczak from  “Generations At Work”. 

Sources of research               

Five Myths About Younger Workers, Aaron Green, HR Center‐ On Staffing, boston.com, 2007 Millennials. (n) In Wikipedia online. Retrieved January 10, 2008, from http:// www.wikipedia.com  Mill i l ( ) I Wiki di li R t i d J 10 2008 f htt // iki di Millennials in the Workplace: R U Ready? Knowledge@ WP Carrey. March 26, 2008. Retrieved July 7, 2008 from  http://knowledge.wpcarey.asu.edu/article.cfm?articleid=1580 Raines, Claire (2002). Managing Millennials. This article is an excerpt from Connecting Generations: The Sourcebook by Claire Raines.  Retrieved on January 10,  2008, from http:// www.generationsatwork.com Rodriguez Robert Millennials have potential to reshape the workplace Fresno Bee May 5 2008 Rodriguez, Robert. Millennials have potential to reshape the workplace. Fresno Bee. May 5, 2008 Safer, Morley. The Millennials are Coming. 60 Minutes CBS News Video, Nov 11, 2007 Simanoff, Dave. Millennials Enter The Workplace. The Tampa Tribune. June 25, 2007. Stuart, Anna & Lyons, Sean. Millennials in the Workplace‐ Understanding and capitalizing on the connected  generation. Viewpoint. May 2008. www.robertsonsurrette.com Thielfoldt, Diane & Scheef, Devon. Generation X and The Millennials: What You Need to Know About Mentoring the  g N G New Generations. Law Practice Today. August 2004  ti L P ti T d A t 2004 Top 7 Keys to Managing Millennials in the Workplace; by Gretchen Neels. Retrieved July 7, 2008 from  http://top7business.com/?Top‐7‐Keys‐to‐Managing‐Millennials‐in‐the‐Workplace&id=3023 What do Millennials teach us about the future of the workplace? by Aaron Green; May 19, 2008. Retrieved July 7,  2008 from http://www.boston.com/jobs/on_staffing/051908.shtml Reaching and Teaching the Millennials: One cynical Gen‐Xer’s view; Stewart Brower, MLIS, AHIP, University at  Buffalo Health Sciences Library Retrieved March 25 2009 from Buffalo Health Sciences Library.  Retrieved March 25, 2009 from                                                 http://www.slideshare.net/smbrower/ncc‐millennials‐presenation The inter‐generational workforce: From costly risk to Major opportunity; Vu H Pham, Ph.D. ,Spectrum Knowledge  Inc. http://www.doitwell.ca/blog/wp‐content/uploads/Viewpoint_Millennials_in_the_workplace.pdf http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2868990/

Questions/Comments  Questions?  Sharnette Underdue‐ [email protected]  Frankie Velazquez – [email protected]