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Managing Millennials

• Have been enabled to mix work and play in very Millennials are influenced by:
different ways to previous generations; and • Reality television and celebrity culture;
• See Mobile phones, Twitter, Snapchat, YouTube, • Instant gratification, luxury and affluence;
Instagram, Facebook, Tinder and Google as • Distrust in government due to various failings;
common place. • Seeking straightforwardness;
• Global climate change and the frustration due
At work, Millennials: having to deal with the problem;
• Are characteristically hungry for career • The movement for ethical consumerism; and
progression; • The change in education and parenting has
• Also recognise the value of learning and given them an unrealistic view of what to expect
development; from organisations.
• Flourish on being mentored, trained and
developed; What can be done to change this
• Are becoming the most productive generation stigma?
with a “work wherever” attitude;
• Prefer a more open and transparent work The baton needs to be handed over
relationship; There has been a definite failure by some of the
• Want to know where their career is going with an previous generations to ensure generativity has
employer; occurred. Generativity is defined as “a need to
• Are not devoted to an organisation but rather nurture and direct the next generation”. This failure
loyal to their own careers; has created tension between the way it was done
• Long for the idea of a career and not just a job; and the way it is being done by this new generation.
• Are good at handling multiple responsibilities; Instead of defaulting to scorn and distrust, previous
• Demand constant feedback from organisations; generations should engage in nurturing and
• Are less willing to sacrifice personal time for their developing the next generation, and then, step back
careers; and yield power and control to the new generation.
• Work hard and feel strongly about wanting their Such generativity certainly benefits all generations.
work to be meaningful;
• Feel that as long as the work is completed, that is We need to stop being so rigid and open to
all that matters; change
• Find more ways to fit their lives into their work and The previous generation used to be this new
their work into their lives - the so-called career-life generation in the workplace and change is thus
fit; inevitable and should be embraced rather than
• Put greater importance on promotions; avoided. Millennials have the same drive and
• Leave a job because of the absence of career ambition as the previous generations had. Millennials
prospects; don’t necessarily want different things from previous
• Prefer working for smaller organisations; and generations, they simply expect things to happen at
• Are looking for organisations that provide more a quicker pace.
flexibility and that are open to their entrepreneurial
spirit. We must take responsibility and change our
own behaviour
When referring to relationships and As Millennials, we can’t expect to receive the hand
social interactions, Millennials: over on a silver platter. We have an instrumental
part to play in this. We must be ready to show that
• Are some of the most sheltered children in most Millennials have a lot to offer organisations and
history; that our contributions should not be overlooked.
• Are confident and almost come across as We should not play to the stereotypes that exist.
arrogant; Just because it has always been done in a certain
• Enjoy collaboration and teamwork; way, doesn’t mean that is the only way. Millennials
• Are principally driven by their strong sense of should help organisations transition into this new
community; and environment and foster a collaborative culture.
• Crave authenticity from people.
Worldviews that Millennials have: Deon Smit is the Reward and Systems Manager
• They want to change the world; at Capfin, capfin.co.za. He is a registered Global
• They want to feel they contribute and are doing Remuneration Professional (World at Work), a
the right thing; and Chartered Reward Specialist (SARA) and currently
• The “why” is just as important as the “what”. an EXCO member of SARA.

HR FUTURE · JUNE 2018 33