Generational conflict—friction between two generations in the workplace—is a well-worn story. Even in the current era of three or even four generations in the workplace, making the dynamic more complicated, it’s nothing new. And if the past informs the future, we know that after some jostling and adjusting, the new kids figure out who’s in charge (that would be the older folks), settle in, and everyone gets back to work.
So the Millennial generation (those born between 1977 and 1997) should be no exception, right? Not so much. Millennials, who will account for 40% of the U.S. workforce by 2020, require more than their predecessors did in terms of investment in development on the part of their employers.
Why perpetuate this annoying idea that Millennials are somehow exceptional and require special consideration and treatment? Because it’s true. The argument that Millennials and the generation following them should be integrated into the workforce like all generations before them is illogical—if we take emotion out of it, this becomes clear. While some may be immovable in their disagreement with the notion that the Millennial generation is unique, there’s no argument that their circumstances indeed are.
The dominant factor setting Millennials apart, of course, is technology and their relationship with it. Sure, Baby Boomers (born between 1946 and 1964) encountered new technologies in the smoke-filled workplace of the 1980s. It came in the forms of the IBM Selectric III, word processors, and dot matrix printers. Technology didn’t dominate our lives. Stress was also a factor, but not relentlessly so.
Life before cellphones meant going home at the end of the day fully disconnected from work. There were no emails to check, no intrusive BlackBerrys buzzing during little league games. Computers were the size of walk-in freezers, so there were no laptops glowing from the other room while the rest of the family gathered around the TV. When veteran workers stand around the espresso machine and reminisce about stuff like this, Millennials have no idea what we’re talking about—it’s as if they’re hearing about life on another planet. In a way, they are.
Here’s the bottom line: The Millennial generation will never, ever experience work in the same way the previous generation did, including Gen X (born between 1965 and 1976). This reality requires rethinking the ways in which we develop up-and-coming leaders.
A recent study undertaken by i4cp in partnership with ASTD, Leadership Development for Millennials: Why it Matters, found that Millennials are entering the workforce without the skills and competencies they need to be successful. Even more alarming, they’re moving into management without sufficient preparation. Over half of the 600 business and learning professionals who participated in the survey said that they believe the Millennial generation requires specialized leadership development programs, yet just 15% reported that their companies are focused on developing Millennials to the degree that they've established programs to do so.
The good news is that Millennials are technologically adept and socially networked. They’re agile and open to risk-taking. But, participants in the study told us, they’re not necessarily socially savvy. They can be clumsy or even clueless when it comes to navigating the nuances of corporate culture, coming off as rude, arrogant, and entitled. They need to work on the development of soft skills, because all the technological acumen in the world will not help if our team members are unwittingly alienating co-workers or insulting customers.
Every new cohort entering the workforce faces challenges and enjoys advantages not presented to their predecessors. The Millennial generation is special. So here are a few things organizations can do about it:
Mentor. Offer Millennials opportunities to observe diplomacy in action. Set up reverse mentoring opportunities so there’s a quid-pro-quo proposition built into project work—the younger generation brings technological know-how to the table, and they are matched with seasoned colleagues equipped to model effective communication, listening, patience, and relationship-building skills—it’s a win-win.
Coach. Provide Millennials with performance coaching as well as coaching about the company culture, its customers, and the nuances of the markets it serves. Weekly or bimonthly meetings with coaches or mentors can achieve a great deal with high-potential Millennials whom the organization wants to develop.
Expose. Introduce Millennials to the leaders across the business, in various functional roles and business units. This will help them build relationships with key personnel as well as learn more about the culture of the organization.
If your organization’s leaders aren’t talking about strategy for recruiting, developing, and retaining Millennial talent, it’s time to sound the alarm. Companies that are invested in developing and preparing the Millennial generation to manage and lead effectively are in effect positioning themselves to lead the pack—with their Millennial talent out front—now and well into the future.
For more information about i4cp’s report, visit www.i4cp.com
You can further explore the topics discussed in this article at these AMA seminars:
Recruiting, Interviewing and Selecting Employees
Succession Planning: Developing Leaders from Within
Create a Respectful Workplace: Improve Morale, Increase Productivity and Achieve Business Goals