1. "Working with Millennials: myths, methods and management"
Anne Stevenson

2. Aim
To generate discussion around Gen Y/ Millennials

3. Millennials Generation of people born between c. 1980 - 2000
By 2025: c. 75% of global workforce
This

4. Research: The positives
Millennials
Want ethical employers and are themselves ethical
45% chose flexibility over pay
Opportunities for progression
57% intend to leave job within 1 – 2 years of joining
Good Work-Life Balance
Independent: resist micromanagement
Interesting work
Want feedback and coaching
Comfortable with technology and social networks
Creative and open-minded
Multiculturally aware
Confident
Collaborative
77% see formal management qualifications as most effective L & D intervention
Want to be entrepreneurs and prefer SMEs

5. Research: The challenges
Millennials
Lack global mindset
Strong sense of entitlement and over-confidence
Lack decision-making skills
Not great at communication, especially F 2 F
Poor sense of self-awareness and confidence
Low worth ethic
Working life skills poor – understanding what professional means
Poor business savvy and understanding client’s point of view

6. Question
Myth?
Fact?

7. Evidence: The easy ones
Ethical
Progression
Formal qualifications
Job turnover

8. Evidence: Multiculturally aware

9. Evidence: Collaborative

10. Evidence: Comfortable with IT and Social Networks

11. What are organisations doing to capitalise on the obvious
Question
What are organisations
doing to capitalise on the
obvious
strengths of Millennials?

12. Evidence: Flexibility v pay
What do we want/hate/like?
What motivates us?

13. Evidence: Flexibility v pay
£ £ £ £ £ £ £

14. Millennials and housing
Only another 8 – 10 years to go…

15. What are organisations doing to ensure there is
Question
What are organisations
doing to ensure there is
no ageism in their
reward policies?

16. Evidence: Lack global mindset
15:1

17. Evidence: Lacking working-life skills
Managing Director please…

18. Evidence: Poor business savvy
“Once upon a time, there was an organisation that was struggling financially…”

19. Evidence: Entitlement and Over-confidence

20. and industry be doing to develop the business and professional
Question
What should education
and industry be doing to
develop the business and
professional
skills claimed to be
lacking in millennials?

21. One Worldwide Millennial Generation?
Intra-generational gap?

22. Problems with the research

23. What they say about themselves
It’s not our fault!

24. Discussion
What are organisations doing to capitalise on the obvious strengths of Millennials?
What are organisations doing to ensure there is no ageism in their reward policies?
What should education and industry be doing to develop the business and professional skills claimed to be lacking in millennials?

25. Millennials v. Baby Boomers
Serve a higher purpose and obligation to society and environment
Explore their interests and passions
Have flexible working and good work-life balance
Teamwork, challenge, new experiences and recognition more important than £££

26. Millennials v. Baby Boomers
Serve a higher purpose and obligation to society and environment
Explore their interests and passions
Have flexible working and good work-life balance
Teamwork, challenge, new experiences and recognition more important than £££

27. Millennials v. Baby Boomers
Management (examples)
Serve a higher purpose and obligation to society and environment
Intergenerational mentoring; Joint CSR initiatives
Explore their interests and passions
Sound RTM practices
Have flexible working and good work-life balance
Rota design/ flexible working
Teamwork, challenge, new experiences and recognition more important than £££
Opportunities for collaboration; intergenerational team-working; praise and recognition

28. References and Bibliography
Buchanan, D. A. & Huczynski, A. A., (2017) Organizational Behaviour, 9th Ed. Harlow, England: Pearson.
Various dissertations and theses written by millennials, about millennials