Should We Reinvent the Workplace for Millennials?

Millennials have been coddled all their lives and are indecisive because every important decision has been made for them. They are the most medicated youth in history because we’ve given a medical term to every trouble they can come up with. They have the shortest imaginable attention span as they, like crows, pursue the shiniest object that catches their attention. They are disloyal and will quit their job and move into their parents’ basement the moment they are critiqued at work; they also don’t believe in “putting in time” and think they should be promoted every year regardless of their performance. They believe they deserve endless learning opportunities – as if the workplace is just an extension of their education. And, they are so good with technology that they will probably waste most of their workday on social media.

Therefore, your organization should bend over backwards and turn all your existing talent management processes, work culture and schedules, benefits programs, etc., on their ear to accommodate them. Right?

So, go to it – set up a meeting to tell your managers about all the changes that are coming. Time is running out and they have a lot of re-inventing and accommodating to do! Some of them have kids; they’ll understand how important this is. Won’t they? Oh, and most of what these Millennials want from the workplace is the same as what the Boomers running your company wanted back in the 60s and 70s, but never got. However, I’m sure they’ll be happy to help these undeserving youngsters get it now. After all, they must be familiar with the concepts (if memory serves).

Okay, so you’ve probably determined that this would not be the best approach. And although it is greatly exaggerated, it reflects the feeling I got while watching an interview with one of the many Gen Y “gurus” recently. He was discussing the radical changes required to attract and retain Millennials. He insisted that you don’t recruit Gen Y - you “engage” them. And you don’t “supervise” them - you “collaborate” with them. And by the way, social networks will be the business “operating system” of the future. Perhaps these statements will all be true one day, but this kind of talk might not go over too well back at the office. It’s no wonder that some older employees feel resentment. Perhaps your colleagues don’t believe all of the nasty stereotypes I described above, but chances are that they entertain at least some of these thoughts.

Now I must confess: I have great admiration for this generation and I don’t pay much heed to the stereotypes I’ve recited in the first paragraph. I firmly believe that all of the highly-invested parenting, technological changes, multi-cultural experience, open access to information, engagement with elders, and social and political changes of the past 30 years have produced a generation of young employees with admirable work values. We also know that they are more generous with their time as volunteers and share a great concern for those less fortunate than themselves; they are concerned with the environment and being socially responsible; they are optimistic through trying times (9-11, the war on terror, and even the current recession); and, although they may be less engaged in formal politics, they are highly interested in improving the society we live in.

Although there are some small truths in the stereotypes I introduced this with, I believe that what this generation really wants from the workplace is both achievable and very appealing to the vast majority of workers of all ages. The challenge is in engaging your leaders and colleagues to embrace change and at the same time tap into the strengths of tomorrow’s workers. It can help to share with them the many reasons for recruiting new graduates – from demographics to talent shortages to the need integrate “digital natives”; but that will only take you so far in changing your co-workers’ attitudes.

Try this exercise: take out a piece of paper and make two columns with the headings: “Hate to have” on the left and “Love to have” on the right. Now put these concepts in the appropriate column based on your own interests: great people to work with; flexible work schedules; a supportive manager; interesting work; personal developmental opportunities; a clear career path; an opportunity to have a positive impact on others; and, job security. I’m guessing that the right hand column is pretty full. Now imagine a great employer (it doesn’t have to be your company) and ask yourself which of these things should be achievable. Put an “A” beside each of the items that should – one day – be the norm of a great employer.

You’ve probably guessed where I’m going with this. What you want, what your colleagues want, and what Millennials wants is very similar. The changes needed to attract and retain today’s young workers are the same changes that will make your workplace a great workplace for everyone. It’s also worth pointing out that the percentage of women in most workplaces is growing rapidly (as is the percentage of women graduating today). Chances are that the women in your workplace feel even more strongly about these changes.

So if you are having trouble convincing your organization to embrace change for the sake of Millennials, focus on getting them to embrace change for their own benefit. Once you’re on that track, you can introduce the positive aspects of engaging Millennials in your workplace – not for what the workplace offers Millennials, but for what Millennials can offer your people and your organization.