Hiring Millennials: 5 Questions to Ask a Millennial Job Candidate, and the Answers that May Surprise You

Millennials place different priorities on what they are looking for in a job. And its not always the priorities you would think.

They place a high value on professional development opportunities; they want to work for companies with values aligned with their own; they like to be trusted that the work will still get done, despite the flexible scheduling opportunities; and, they appreciate transparency, authenticity, and open-door policies in regards to communications and frequent feedback.

With these Millennial expectations and professional desires, it’s imperative that hiring managers ask the right questions to ensure the best fit for both the new Millennial employee and the company, and listen carefully for the answer they might not expect.

The following are some questions hiring managers should consider asking Millennials who are applying for jobs, and the answers they’re likely to get.

Questions to Ask a Potential Millennial Employee

1. What are your biggest motivators?

Millennials are motivated by more than salary.

While making enough to live comfortably, pay off student loans and save for a home and retirement is important, Millennials are also motivated by the opportunity to grow professionally. They seek out employers who offer well-defined challenges and guidance on meeting their goals. They appreciate mentorship programs and developing meaningful professional relationships. Plus, they are attracted to employers who make they feel like they’re part of something bigger and help them understand how they’re contributing to the greater good in the world.

1. Describe your ideal work environment.

Millennials may surprise you here. While the stereotype leans toward no dress code, ping-pong tables, free smoothies and lattes and the like, Millennials don’t need those things to be happy. For many Millennials, an ideal work environment goes back to the value they place on teamwork, open-door policies, and transparency and honesty from higher-ups.

1. What do you value in a job?

The best Millennial employees will tell you they want the things they value — again, teamwork, achievable and well-defined goals, structure and frequent feedback. All of those things loop back to professional development, which Millennials say is a key component in whether they stay with a company or leave.

1. How do you like to receive feedback?

The stereotype about Millennials is that they are digital addicts who shun in-person communication. But it’s not true. Studies have repeatedly shown that Millennials appreciate in-person communication and want up-front honesty from their colleagues and bosses. A Fortune/IBM study revealed that Millennials prefer face-to-face interaction and in-person coaching and mentoring when they are learning a new skill.

A common answer from a Millennial to this question might be “Frequently.” Companies that rate highly at attracting and keeping top Millennial talent are doing away with the traditional annual review and building feedback cycles into the workflow. (An MTV Millennials in the Workplace survey showed 80 percent of respondents said they liked to receive “real-time feedback” more than getting “more traditional” (often annual or semi-annual) performance reviews. From frequent testing in school to extracurricular activities, Millennials have grown accustomed to knowing how they’re doing at any given point and don’t like the uncertain feeling that comes from waiting for feedback.

1. What types of things do you want in a boss?

This is a key question. Millennials were raised by a community of parents, coaches, teachers and neighbors — who believed in them, cheered them on, gave them participation trophies and sometimes acted more like friends than authority figures. Millennials may expect a similar relationship with their bosses — friendly, approachable and caring. Millennials want their bosses to look out for their best interest they way their parents did.

Understanding what Millennials want from their professional relationship with their boss — and knowing how likely the boss is to meet that expectation — can go a long way toward ensuring a mutually good fit in the workplace.

Busting Myths: Millennials have No Loyalty in the Workplace

If you hire a Millennial, you can’t expect them to stay around long. At least, that’s what most employers think when they hire people who are in the early years of their career.

But it turns out that Millennials do not “job hop” any more than young people of previous generations. To the extent that they do “hop”, it is more about the younger employees’ search for their professional strengths, interests, and career paths, according to a study by the Bureau of Labor Statistics.

If you want your best Millennial employees to stick around, you need to understand that for Millennials, loyalty is a two-way street. If an employer is not investing in Millennials’ professional development and satisfaction, there’s a good chance they’ll say, “Adios, amigos.”

According to a survey done by Deloitte earlier this year, 44 percent of Millennials say, if given the choice, they would like to leave their current employers in the next two years — particularly if “there is a perceived lack of leadership-skill development.” More than six in 10 Millennials (63 percent) say their “leadership skills are not being fully developed” at work.

Other reasons for lack of loyalty in the workplace for Millennials are “feelings of being overlooked, compounded by larger issues around work/life balance, the desire for flexibility, and a conflict of values.”

How to Ensure Millennial Employee Loyalty

Fortunately as an employer, you can do things to ensure Millennial loyalty.

Companies should capitalize on aligning company values to the personal values of their top Millennial employees. More than 80 percent of Millennials who plan to stay with their company for at least another 5 years believe their personal values are shared by the organizations they work for, according to Deloitte. This is a strong indication that Millennials choose to work for and stay with employers whose values reflect their own.

Millennials would prioritize the sense of purpose around people rather than growth or profit maximization. This is one of the reasons that the three top fields for Millennials are education, environment and healthcare, research shows.

In broad terms, Millennials’ personal goals are more traditional. They seek a good work/life balance, they want to own their own homes, and they strive for financial security that allows them to save enough money for a comfortable retirement. The ambition to make positive contributions to their organizations’ success and/or to the world in general also rate highly. As an employer, assisting Millennial employees in reaching some of these goals can help engender loyalty.

The companies that are successfully keeping turnover down and instilling a long-lasting sense of loyalty in their Millennial employees seem to have common themes:

• Identifying, understanding, and aligning with Millennials’ values

• Supporting Millennials’ ambitions and professional development

• Having a mentor

The Deloitte survey shows that loyalty to an employer is driven by understanding and support of Millennials’ career and life ambitions, as well as providing opportunities to progress and become leaders. Having a mentor is incredibly powerful in this regard. Those intending to stay with their organization for more than five years are twice as likely to have a mentor (68 percent) than not (32 percent).

Like all generations, pay and financial benefits drive Millennials’ choice of organization more than anything else.

“But when salary or other financial benefits are removed from the equation, work/life balance and opportunities to progress or take on leadership roles stand out. Those factors are followed by flexible working arrangements, deriving a sense of meaning, and training programs that support professional development. An employer that can offer these is likely to be more successful than its rivals in securing the talents of the Millennial generation.”

Every incoming generation changes the shape of a workplace. Boomers brought long-hours and an almost devotional approach to work. GenXers brought work-life balance. Now Millennials are making their own footprint — a flexible, purpose-driven workplace that has lots of professional development opportunities.

5 Things Millennials are Thankful For

Being a Millennial isn’t easy.

More so than other generations, members of the Millennial generation are dealing with crushing levels of student debt. Forbes reported that 57 percent of Millennials “regret how much they borrowed” for education, and now it’s delaying Millennials’ ability to buy a home, get married or do other things they want to do.

Yet for all the education they have, their job prospects are perpetually uncertain. More than half of Millennials report being “underemployed,” according to an Accenture survey. Many Millennials are turning to “gig economy” jobs – cobbling together a series of part-time or contract jobs to make ends meet. It’s rare for these jobs to come with benefits for retirement savings or health insurance, which puts more even financial pressure on young professionals.

What keeps Millennials awake at night? Retirement, job security and debt, mostly, according to a study by Charles Schwab & Co.

But in honor of the Thanksgiving holiday, we would like to recognize that Millennials have much to be thankful for. Here are five of them:

Flexibility at Work

While gig economy jobs may not be ideal in some ways, they do afford Millennials a significant amount of flexibility. Millennials like the way being a full-time freelancer or contractor gives them freedom and independence, career development and learning opportunities they believe a more “traditional” 9-to-5 job wouldn’t.

Even within “traditional” jobs, employers are embracing the notion of a more flexible work schedule. Fully half of the U.S. workforce has a job that is compatible with at least some teleworking, according to Global Workplace Analytics.

Technology plays an important role in this dynamic. Thanks to near-ubiquitous wi-fi, the adoption of tablets, newer workplace communication tools like Asana and Slack and the proliferation of co-working spaces, being productive outside the office is entirely possible.

Technology

Thanks, technology! There’s no doubt Millennials have incorporated digital technology into many, many facets of their life. From driving directions to working remotely to staying in touch with friends and family, Millennials are definitely digital natives.

But don’t get confused – being a digital native does not make Millennials digital addicts. While they appreciate what technology allows them to do, they say it does not replace in-person conversations, particularly in the workplace.

Social Awareness

Millennials are the most socially aware generation to date. They put a priority on social responsibility in many areas of their life. When shopping, they are more willing to pay more for sustainable products and services, according to a Neilsen global study.

Companies are paying attention to this trend in the products and services they offer, and in their commitment to the community. More than 90 percent of Millennials want to work for socially responsible companies. And a Deloitte survey showed 70 percent of Millennials “listed their company’s commitment to the community as an influence on their decision to work there.”

Whether a company is seeking Millennials’ dollars or talent, corporate social responsibility is key and a trend Millennials are thankful for.

Understanding and Involved Parents

Financial stress from student loans and job uncertainty means a lot of Millennials are trying to save money on housing by moving back home with Mom and Dad. Some Millennials are using the money they save on rent to pay back student loans faster so they can move on with their adult lives.

Thank goodness for understanding parents! While there haven’t been many studies about how the parents actually feel about this, more than one-third of college seniors in 2016 planned to live at home for at least a year after graduation, according to the job website Indeed. Millennials grew up with parents who were highly involved in their children’s emotional and educational development and activities.

For employers who are looking to hire recent graduates, it’s likely that prospective Millennial hires’ parents are heavily involved in this process. That may mean answering questions from parents, inviting parents into the office and even reassuring parents that your company has their child’s best professional interests in mind.

Optimism and Drive

Millennials were raised with the belief that they could do anything and be anyone when they grew up. Witnessing the United States’ first black president and the first woman at the top of a major party ticket, as well as seeing Millennial successes like Mark Zuckerberg and Sheryl Sandberg, Millennials are ambitious, passionate – and optimistic.

Almost half (49 percent) of Millennials say the country’s best years are ahead of them, but just 42 percent of Generation X members and 44 percent of Baby Boomers say the same, according to Pew Research Center.

That sense of optimism will serve them well both personally and professionally. Optimism has been cited as the single most critical characteristic of successful entrepreneurs. Their optimism may also make them healthier in the long-term, as studies have shown a positive mental outlook has a good affect on cardiovascular health.

For those who are hiring Millennials in the new year, keeping in mind these five things that Millennials appreciate — flexibility, technology, social awareness, involved parents and optimism — will help with successful recruitment, hiring and long-term retention. Millennials will be thankful for managers who coach them, keep their professional goals in mind and allow Millennials the opportunity to be themselves.

4 More Millennial Traits

Last week, we wrote about how Millennials were raised by their parents to feel special, sheltered and confident. Those three Millennial traits mark that generation’s personality, shaped by their parents and the prevailing cultural influences of the times.

But there are four more traits of Millennials worth paying attention to: Team-oriented, Conventional, Achieving and Pressured.

Team-Oriented

There’s a reason why group fitness classes are more popular than ever before: Millennials are the most team sports-oriented generation in history, thanks to the rise of organized sports and parents who focused on group participation activities for their Millennial children. This started early for Millennials, in schools that emphasized group projects and team collaboration.

This team focused orientation set the stage for Millennials’ preference and expectation of working in teams in the workplace. It also sets the stage for managers to play more of a coaching role. The managers who want to attract and retain the best Millennial employees should consider taking on a “coach” role. This means:

• Building relationships is important, as Millennial employees want to feel like they belong to a team working toward a larger goal or the “greater good” in their career.

• Cross-generational mentorship is appreciated by Millennials, who want to feel connected to people in other departments, be coached by people with more experience and want to feel part of a community.

• Embracing open communication and frequent feedback will make Millennials feel welcome and like an important part of the workplace team.

Conventional

It is counter-intuitive to think that “youth” and “conventional” go together. The Baby Boomers led the way in their youth to be unconventional, anti-establishment, and counter-cultural. GenXers followed the Boomers lead by being non-conforming, but in a different, more rule-avoidance way. Millennials, on the other hand, are a truly conventional generation in may respects.

Gallup research revealed, “In addition to finding steady, engaging jobs, millennials want to have high levels of well-being, which means more than being physically fit. Yes, millennials want to be healthy, but they also want a purposeful life, active community and social ties, and financial stability.”

Millennials are waiting longer than their parents and grandparents to get married, have children and buy homes, but not because they don’t want to follow the conventional path of owning a home and raising a family. Millennials are delaying those things due to economic circumstances, i.e.–student loans and tenuous employment situations.

For employers, this means providing Millennials with predictable, stable opportunities to grow their skill set, and a clear career path. Millennials don’t like to “wing it”. They would rather have a plan that extends well into their future and know what to expect for their long-term development. Make sure you provide plenty of opportunity to explain benefits like health insurance, 401ks, and other benefits. Research has shown that Millennials tend be the most conservative when it comes to investing their money. They save at a higher rate than other generations, and are less likely to have their money in the equity market.

Achieving

Millennials want to achieve. Contrary to the common media narrative, they are an ambitious generation that wants to make a difference in their lives and the lives of others. As previously noted, Millennials’ parents were more involved and more positive in many ways when it came to how they were raised. Parents had high expectations for their Millennial children, that they can achieve anything they put their minds to and the sky is the limit

This was reinforced as they became older with historical markers that would have been improbable in the past, such as the first black president, the first female Presidential nominee of a major party ticket, and a wildly successful Millennial entrepreneur Mark Zuckerberg who transformed the way all generations communicate.

Another indication for this ethic of high achievement is their education level. “Millennials are on track to be the most-educated generation in history,” according to the Pew Research Center. In 2015, about 27 percent of Millennial women had a bachelor’s degree or higher by age 33, and 21 percent of men did. Those are higher percentages than Generation X, the Baby Boomers or the Silent generation by age 33.

So, how does an employer manage an achieving generation? First, never dumb down your message for Millennials. It is condescending and they will see right through it. Set high standards in performance in the work that they do. Be clear about benchmarks and reward them at each step of the process, not just upon completion of a goal. Remember—Millennials grew up in a 24/7 news cycle, texting and IMing. Speed and frequency is important.

Pressured

A lot of that high-achieving attitude Millennials have comes from the pressure they feel to achieve. A survey conducted by Inc.com revealed 67 percent of millennials said they felt “extreme” pressure to succeed, compared to 40 percent of Gen-Xers and 23 percent of Boomers.

In addition to having highly-involved parents and frequent “measurement” of their progress in school, Millennials feel pressured to succeed at a younger and younger age. “In a strange way, the fact that most millennials’ parents raised them thinking ‘the sky is the limit’ and ‘you can do anything you believe you can,’ then when they don’t immediately find success, they feel bad about themselves, and pressure to ramp it up,” wrote Dr. Rose Kumar.

In the workplace, this means recognizing the stress that they are feeling. A stable salary and clear expectations of their role goes a long way to reducing this stress, and can really improve performance, but smart companies are taking it up a notch. Wellness workplaces, programs that encourage physical exercise, a balanced diet, meditation, and a healthy social network are all part of a growing trend in the workplace that all generations can benefit from.

One common theme that runs through all four of these traits is the need for employers to set clear expectations. Research performed by Gallup found that one of the strongest correlations to workplace performance was an employees ability to understand what is expected of them.

Employers shouldn’t “wing it” when it comes to attracting and managing Millennials. Have a plan. Be clear. Think long-term.

3 Notable Traits of Millennials

Special, sheltered and confident — those three characteristics are among the major traits of Millennials.

Every generation has its own personality—attitudes, behaviors and traits that are shaped by experiences in their formative years. In a generation’s youth, the prevailing cultural, social, and economic environment creates a permanent imprint that lasts a lifetime. This imprint creates signature traits.

For Millennials, there are generally seven of these traits – three of which we’ll address here: special, sheltered and confident. (Watch for next week’s blog post for the other four.)

Special

Members of the Millennial generation were raised believing they are special and important by their parents who kept a close, watchful eye on them.

In addition, Millennials are used to constant or near-instantaneous feedback on their work, thanks to growing up in an era of testing, measuring and ever-faster technology. For managers, this means Millennials in the workplace want faster feedback cycles, more frequent communication on goals and an open-door policy on communication.

It also means mentorship programs are important to them and something they seek out. And companies are responding: A 2016 Deloitte Millennial Survey revealed that more than two-thirds (68 percent) of Millennials who had been with their job for 5 or more years had solid mentors in the workplace.

Sheltered

Thanks in part to the 24/7 news era, the parents of Millennials were constantly reminded of the dangers of the world. In response, many Millennials grew up more “sheltered” than previous generations.

With closer relationships to their parents than earlier generations, the economic realities of post-college life for Millennials often means moving back home — back to the place where they felt special, engaged with, wanted and important.

At the workplace, managers of Millennials may take on elements of parenting by taking a more hands-on approach to working with Millennials. Millennials will appreciate managers who give them reachable, incremental goals and rewards for meeting them. Plus, managers should realize that Millennials want to work for someone who “has their back” in the workplace and collaborates with them.

Confident

While Millennials like feeling protected and affirmed, they are also quite confident. Those same parents who raised Millennials to feel special and wanted also raised them to believe they could accomplish anything they put their minds to.

Growing up in an era of self-made billionaires (Mark Zuckerberg is a Millennial), participation trophies and the election (twice) of the first black president, Millennials were raised with the attitude that they can achieve anything they put their mind to.

For managers, that means striking a delicate balance between hand-holding and granting independence and leadership opportunities. It also means trusting them to make solid decisions and manage themselves with proper guidance.

Check out the second part in this series on Millennial traits next week.

Can the GOP Win Back Millennials Before 2020?

Millennials comprise the largest generation of eligible voters this fall. Nearly half of Millennials refuse to identify themselves as Republican or Democrat, but the majority of Millennials are planning to vote for Hillary Clinton on Nov. 8.

Will the GOP be able to recover the Millennial vote before 2020?

Representing 31 percent of the electorate (more than 69 million eligible voters), Millennials are more likely than older voters to favor strong communities, look for collaborative solutions and trust the government. Millennials willingly accept many social trends that some older voters may find threatening, and are more likely than older generations to be optimistic about America's long-term future.

The Millennial Vote: 2016 and 2020

The reality is that the Republican Party has lost the Millennial vote in 2016. “Millennials back Hillary Clinton over Donald Trump by more than 3-1, a new USA TODAY/Rock the Vote Poll finds, but enthusiasm about voting is dipping as a sharply negative campaign enters its final weeks,” USA Today reported this week.

Recovery by 2020 is still possible, but only if the GOP changes the party narrative and resolves its current identity crisis. Some Republican leaders argue Millennials agree with the GOP on certain issues and an appeal more toward individualism and away from divisive social issues will bring Millennials back into the Republican fold.

However, some argue this change is more of a fundamental shift in values. A 2015 Pew report revealed Millennials who identify themselves as Republicans are less conservative than GOP members of older generations.

Myth: Millennials are Digital Addicts and Avoid In-Person Communication

Millennials are digital addicts. They post Instagram photos from the dinner table, check Snapchat before they get out of bed in the morning and are more concerned about losing their phone than losing their wallet. Combine this with their inability to have a face-to-face conversation, and, well… the essence of humanity hangs in the balance.

Not so. Studies repeatedly have shown Millennials appreciate in-person engagement through their daily interactions, and in the workplace a strong majority prefer to interact with colleagues in person.

Millennials appreciate flexible schedules and the ability to work from anywhere, and they incorporate digital technology into almost every aspect of their life — but they say digital doesn’t outweigh the value of having a real conversation as part of building strong relationships. Communication for Millennials is not an either/or proposition with digital and in-person. It’s both.

Today, all generations are digitally dependent, but Millennials are the only generation that literally grew up with the internet, search engines, texting, and social media. This makes their interactions with technology more comfortable and seamless with their daily routine. They are indeed, “digital natives,” but it does not means they replace digital interaction at the expense of face-to-face interaction.

Millennials Don’t Always ‘Prefer’ Digital Communications

While Millennials are used to processing a lot of digital information and some seem to have the ability to multitask more efficiently than previous generations, they don’t always prefer digital communication. Studies from the Pew Research Center show that although Millennials send more text messages than members of other generations, their use of the telephone is the same as older adults. And when they can’t figure something out, they would rather talk to a person than get help online. “For many Millennials, person-to-person contact is still a reliable and effective solution to their problems — not something they fear or avoid,” Nielsen Norman Group reported.

This applies in the workplace, too. A Fortune/IBM study shows that when it comes to learning new professional skills, Millennials prefer face-to-face interaction and in-person coaching and mentoring.

Additionally, although many people characterize Millennials as a generation of over-sharers, that same Fortune/IBM study revealed Millennials are more likely to draw a firm line between professionalism and personal sharing than older generations.

Other Generations are Digital Addicts, Too

It’s not just Millennials who love technology. A Nielsen study found that older generations of adults are just as addicted to their mobile devices. Baby Boomers are more likely to use technology during a family meal than their Millennial or Homelander (sometimes called Generation Z) counterparts. More than half of Baby Boomers (52 percent) have admitted to using technology at the dinner table – 12 percent more than Millennials and 14 percent more than Homelanders.

Tips for Managers and Employers

What does all of this mean for the people who manage Millennial employees?

First, don’t assume that Millennials are less communicative than other generations — but be aware that it may be through different mediums at different times. Millennials will appreciate employers and managers who have found flexibility in integrating communications technology in the workplace.

Second, be open to Millennials’ suggestions to new communication tools that can help them (and you) communicate. Many Millennials are using systems like Slack or Asana in managing projects and messaging co-workers about project statuses.

Finally, nothing will replace in-person communication. It’s still key for all employees to have the opportunity to have in-person meetings, and for Millennials, in-person meetings are the best way to show that you care about them.

How to Coach Goal-Oriented Millennial Employees

It’s counterintuitive, but Millennials in the workplace are far more goal-oriented than their Boomer and GenX counterparts.

You may be thinking that Millennials are starry-eyed dreamers, but that was the Boomer generation when they were young. Or maybe you are thinking that Millennials are slackers, just drifting to and fro, but that was GenXers when they were young. Of the three generations currently in the workforce, Millennials are decidedly the most focused “on the prize.”

Like all generational traits, their heavily goal-oriented ways started with how they were raised. Millennials were measured and monitored relentlessly growing up by their parents and teachers with a focus on opportunities for growth and meeting their goals. From grades to test scores, credentials and certifications, trophies and rewards, Millennials are familiar with measurements of success against objective benchmarks. Goal attainment is their sweet spot.

In the workplace, it’s no different. Millennial employees crave frequent feedback and progress assessments. An MTV Millennials in the Workplace survey revealed 80 percent of respondents said they preferred “real-time feedback” over more traditional (often annual or semi-annual) performance reviews. Executives at many companies are adjusting to this Millennials mindset by offering more frequent reviews, more forward-looking feedback, and guidance and support to help ensure Millennials meet their professional goals.

There are discussions in some of the most respected companies to banish performance feedback reviews entirely, and replace that onerous process with live, real time feedback. In addition to offering faster feedback and review cycles, managers should establish clear benchmarks, objectively-based performance measurement, incremental goals and rewards for achievement. Providing Millennial employees with short-term goals that can be measured will improve their performance and help them remain professionally satisfied at work.

As digital natives, Millennials also respond well to using technology as a measurement device. Think about the fit-bit device for the workplace. Project management software and systems that introducing a ‘gaming’ element to the workplace (such as those that offer badges or points for achievement) can move Millennials forward at work.

A just-released white paper from Coaching Millennials provides six effective strategies every manager can use to attract, coach, and keep top Millennial talent. Along with helping Millennials focus on and achieve their professional and workplace goals, the white paper discusses the work environment, communication and much more. Taken together, these strategies can get any employer on the path to better performance from their young professionals.

Download the white paper (free) here.

Millennials Leading the Way to a Gig Economy

More than one-third of Millennials don’t have a “traditional,” full-time, 9-to-5 job with benefits. Instead, this generation is leading the rise of the “gig economy”. In this new post-recession environment, Millennials are trying to make ends meet and build a career through a variety of freelance and part-time contract jobs.

The term “gig economy” was first coined in reference to the days of 1920s jazz music, where musicians hopped from gig to gig, backing up singers and bands whenever they could to afford to keep playing music and stay on the road traveling. Today, it’s not just musicians performing gigs.

Why Gig?

Three main factors have pushed Millennials toward the gig economy: The economic/political climate, technology, and lifestyle preferences.

On the economic side, it’s all about the continued lack of job growth for Millennials. In the fourth quarter of 2015, Baby Boomers and older Gen-Xers were the ones that added the most jobs (around 378,000), while Millennials and younger Gen-Xers’ jobs shrunk by at least 35,000. Millennials were simply at the wrong place at the wrong time. To add insult to injury, many Baby Boomers are delaying retirement, which contributes to fewer jobs available for Millennials.

The Great Recession in the early 2000s occurred just as many Millennials were attempting to enter the workforce, which meant dismal job prospects and the delayed launch of Millennials’ careers. “The result has been a sizable population with no choice but to turn to whatever ‘gig’ comes their way in order to make ends meet,” according to a 2015 Fischer Phillips/Pew Research Center report.

A tiny bright-spot for Millennials was the passage of the Affordable Care Act, passed in 2010. This allowed Millennials to stay on their parents’ health plans till age 26. Sure, this is nice, but most Millennials would rather have a full time job and their own insurance, thank you very much.

Technology has also played a role in elevating the gig economy. Mobile connections and wifi have untethered workers from their desks, while social media and project management systems like Slack and Asana, online time tracking and remote desktops have made it easier to stay connected from afar. Combined with the growth of relatively new job markets like Upwork and Contently, which cater to freelancers and contract workers, it’s easier than even for Millennials to find remote work and be productive from anywhere. Millennials are quick adopters of new technology and are used to working from non-traditional offices and working on their own schedule.

Finally, for some Millennials, the lifestyle that a gig provides fits a type of lifestyle preference. Millennials famously value flexibility in their schedule and work environment — two things that gig economy jobs can provide. According to Millennials, the perks of being a full-time freelancer or relying on a series of contract jobs include freedom and independence that they believe a more traditional job may not provide, gaining a wide diversity of experience, having more chances to learn new skills on the job.

Why Not Gig

Despite the short-term benefits that a gig-job provides, most Millennials, given a choice, would rather have a full-time job with a salary, benefits, and an employer that invests in their personal and professional development. In fact, Millennials are more likely to prefer one employer that provides these benefits than start over every time with a new employer or gig. But for now, out of necessity, many Millennials are embracing the gig.

Busting Myths: Millennials are Lazy and Perpetually Late

100 million people known as Millennials are lazy and perpetually late. Values like promptness and industriousness have gone by the wayside with this generation. Civilization, as we know it is ending.

But wait, before you retreat to your fallout shelter waiting for the world to end, there is new research that proves otherwise. An increasing number of studies show Millennials are not slackers and, in fact, may have an unhealthy dedication to hard work.

Unlike previous generations, Millennials grew up in the digital age, where everything is on and available all the time. They live in a 24-hour news cycle where emails, texts, tweets and memes are calling out to them at all hours from a device that is never more than an arm’s length away — literally. A survey by Harris Poll finds that 93 percent of Millennials admit to using their phones in bed, 80 percent use their phones in the restroom and 43 percent are connected while sitting at red lights.

Part of the reason the “lazy” myth has perpetuated is due to a different way of working that Millennials embrace. Used to doing things on the go, work may include answering emails from the gym or a coffee shop. Millennials believe in working just as hard, but don’t feel the need to be anchored to a desk and show “face time” at the office – they can work anywhere.

While Millennials, like all of us, value time away from work, for many the workday does not have a traditional beginning and end. The 9-to-5 schedule only exists in theory for Millennials, 52 percent of whom believe it’s ok to check work emails during dinner compared to 22 percent of Boomers.

Further, Millennials are more likely than older workers to forfeit earned time off, even though they typically earn the fewest vacation days. According to research by GFK for Project Time Off, American workers take just 16 days of vacation per year in 2015 – down from more than 20 days per year between 1978 and 2000.

Millennials are work martyrs. They are more likely than members of other generations to want to show complete dedication. They do not want to be seen as replaceable at work, and they want to stay in consideration for that raise or promotion.

First impressions and professional reputations are particularly important to Millennial employees — even more so than older colleagues, according to research from Weber Shandwick. That research showed Millennials believe the top way to build their reputation at work is by doing a good job and being prompt. Almost half of Millennials surveyed said volunteering for or accepting extra work is a good way to improve their professional reputation.

For those who work with Millennials, understanding their desire for flexible scheduling is critical to helping them succeed and feel professionally satisfied. The majority of Millennials “believe that flexible work schedules make the workplace more productive for people their age.”

Without “face time” as an indicator of work, executives will have to adjust how they measure employee effectiveness. Millennials are keen on being given challenging but achievable goals, particularly if they come with proper support. Measuring their success, then, may include looking at their productivity, whether they are meeting goals and deadlines, how well they collaborate with co-workers, and the extent to which they contribute positively to the team or company.

Millennials’ desire for transparency and openness at work is a factor here, as well. Millennials want to work for companies where managers and executives are accessible and approachable, able to communicate effectively across platforms and follow up.

Managers may want to start getting used to text messaging their employees.

Busting Myths about Millennials: Job Hopping

The ongoing narrative is that Millennials are serial job-hoppers—ungrateful and unloyal. “Why bother hiring them,” managers say, “if they only stay 6 months?”

But new data from the Bureau of Labor Statistics suggests this narrative is just not true. It turns out that Millennials are no more likely to “hop” than previous generations when they were young.

The BLS study shows that the average job tenure for 20-somethings (many current Millennials) is the same today as it was in the 1980s, when the oldest members of Generation X were in their 20s, and that how long a young employee stays in a job is more a factor of youth than of generation.

An older study by BLS also revealed job-hopping is largely due to younger employees’ search for their professional strengths, interests and best career path. “Of course, there is significant job movement among young workers, both in terms of employers and types of work. Still, once they settle into a career path, employees become considerably more stable in terms of their work than is generally thought,” according to the study.

The same is true today. Overall, job-hopping tends to stabilize more after age 28 for the majority of workers—and job-hopping seems to happen less for those with higher levels of education, according to BLS data from 2016.

But consider this: For young professionals, job-hopping may have benefits. Trying different jobs at various companies can help them grow professionally, learn about themselves and attain new skills quickly. Further, studies show they may make more money moving from company to company than staying with one company long term: A job change can yield a 10 percent or more increase in salary, whereas the average annual raise is just 3 – 4.5 percent.

What Managers Can Do to Keep the Best Millennial Employees

Staying with one company for an entire professional career is not a “thing” now like it was for previous generations. It just doesn’t happen.

As a manager, it’s important to recognize that Millennials have no qualms about staying with a company long-term — they would just rather do so for a company that values their growth and development the way their parents did as these Millennials grew up.

To do this, managers should show a genuine interest in their younger employees’ career development and long-term goals.

In addition, cross-generational mentoring programs can keep Millennial’s engaged and provide a unique chance to learn more about career development at your company and envision themselves at that company well into the future.

Millennials are most interested in working for companies that help them see the “greater good” in what they do on a day-to-day basis. Managers who make it clear that the work the company does make a difference in people’s lives and makes the world a better place are more likely to have happy employees and lower turnover. Offering volunteer opportunities and community-oriented professional development is also key to keeping these valuable employees around.

Lastly, be transparent and be authentic. Millennials crave honesty and follow-through from their professional leadership on the health and well-being of the company, and the company’s mission, vision and goals. Fostering a culture of openness can help prevent Millennials from getting nervous and looking for new jobs based on false or incomplete information, as they fear layoffs just like their parents did.

Seven years after the great recession, the economy is still in recovery and morphing to a new economic paradigm called the “gig economy”, where Uber driver jobs might be plentiful, but meaningful work with benefits is scarce. If you are an employer that has meaningful work, can provide a growth and development plan, and an openness to skills that young professionals can bring, you have a good shot at stopping the hopping.

5 Ways to Get Millennials to Want to Work for You

Ping pong tables, latte machines, free kale smoothies, a nap room — sounds like a paradise workplace for Millennials, right? Maybe — but maybe not.

It turns out that “perks” like this do not make young professionals feel fulfilled at work for the long term.

The first Millennials were graduating college and entering the workforce just a few years after the dot-com bubble burst. Even after that economic collapse, however, many companies were trying to attract young, tech-savvy employees with Silicon Valley-style perks from free food to activities designed to make work “fun”. But these things aren’t what Millennial employees really want at work.

1. Millennials want to work for organizations that offer ways for them to feel engaged and emotionally connected to their jobs, according to research from Gallup. They want to feel good about the impact their role has on their workplace and on the community.

Managers can do this by talking more about why the company’s mission is meaningful to the community and the world at large, and by communicating how the employee fits into that mission. Volunteer opportunities can also make employees feel more connected and engaged at work. (See “3 Ways Millennials are Changing the Workplace” for more on this.)

2. Millennials want to work for companies that have an open and honest communication culture, including frequent check-ins, constructive feedback, defined responsibilities and goals that are achievable with proper support.

Managers can do this by focusing on being authentic, approachable coaches, being a role model and setting up Millennials with a structured and productive mentoring program.

3. Millennials want to work for companies that offer them professional challenges, opportunities for growth and show an interest in their short- and long-term success.

Managers can do this by talking about long-term goals, career path and development and future opportunities. “They want to get on the perfect career track right away, despite their job-hopping reputation, data show that most would prefer to stay with one company that will help them achieve their professional goals,” according to Neil Howe.

4. Millennials will be attracted to companies that integrate their work and their life. This does not mean they want to work 80 hours per week. They don’t want work to become their life, but they do like working hard and taking on professional challenges.

The way they do this is different than previous generations. For Millennials, being chained to a desk can be frustrating, and many Millennials want the flexibility to work outside the standard 9-to-5 schedule. “When Millennials say they want ‘balance,’ they don’t mean work less. They mean work differently and more flexibly. There’s a big difference,” mentioned Cali Williams Yost in a piece for Fast Company.

Managers can do this by allowing some telecommuting and alternative work schedules, while keeping expectations high and communication frequent.

5. Millennials will want to work for companies that offer stability and job security. The oldest members of the Millennial generation were just starting to look for their first full-time jobs when the Great Recession happened and they witnessed (and experienced) high unemployment rates.

Managers should emphasize the long-term prospects of the company’s success and the sustainability of their business model. Millennials have long-term horizons when thinking about their career goals. They would rather have a meaningful career with a sold, stable company, rather than hop from job to job. In fact, the idea that Millennial employees “job hop” more than previous generations is a myth. To the extent that they do job hop, it’s because they are working to gain skills to advance themselves in their career. You don’t want to be that company where they are gaining skills so they can move on to the next company. Managers should be clear that their company provides opportunities for professional growth and development.

Overall, Millennials are looking for good coaches in the workplace who are honest, say one thing and do that thing (not do another); they want CEOs who admit mistakes and are open about the company’s health; they want to understand their role with a company that is making a positive difference in the community and in the world.

The way to attract and keep the best Millennial employees is not with free food.

Millennials in the Workplace: Meeting Them Where They Are

Understanding any generation — and working with them effectively and productively — means knowing how they were raised. It is important to “put yourself in someone else’s shoes,” and consider Millennials’ upbringing, how they have been raised and what they value.

In leadership, you cannot fully utilize an individual team member’s strengths unless you really know them and know where they’re coming from. To develop Millennials professionally, it helps as a manager to communicate the way that they understand, taking into account their perspective.

There are certain hot buttons that can spur a Millennial to higher levels of engagement and activity.

• Members of the Millennial generation were raised to feel special by parents who engaged with them, made them feel wanted and important, and were actively involved in their lives. For employers, that means a more hands-on, self-affirming approach to management that visibly and positively rewards them for accomplishing their goals. Here is where a coaching model to managing really works. (And no, you don’t need to buy a box of trophies. A simple gift card to Starbucks for a job well done works just as well.)

• Millennials were raised with teamwork, collaboration and community-mindedness. They played team sports, worked on group projects in school and volunteer work was a routine part of their education.

• They grew up with rapidly developing technology and are comfortable communicating in new ways, across management levels and in an open and honest manner.

Employers should meet Millennials where they are. Here are three ways employers can to do that to encourage professional growth and commitment:

1. First impressions are everything. For example, you’ll never get their attention if your website is cluttered, difficult to navigate and uses outdated technology. The message that sends to Millennials is that your company isn’t forward-thinking and technologically savvy. Ensure your website is mobile-friendly, clean and has up-to-date content, in addition to addressing why the company’s mission matters and what the company does for its community and to better the world.By doing that, you’ll actually attract other generations, too! A great example is wsandco.com, the website of Woodruff Sawyer & Company, an independent insurance company whose website is both well-designed and speaks to the company’s role in the community and world.

2. Personalize outreach with high-tech and high-touch elements. Give Millennial candidates the chance to speak to both top executives and newly-hired employees.Millennials are keen on transparency and on open and honest communication across professional levels. Millennials are used to being able to reach colleagues and higher-ups through multiple, convenient channels and want to work for CEOs who follow through on promises.

3. During the recruitment process, give Millennials a chance to speak with not just with human resources staff and their direct potential manager, but with recently hired employees and top executives, too. Recruiters should maintain frequent communication with Millennial applicants, too, without sacrificing formal niceties.

In the onboarding process, schedule immersive orientations in order to build a network of trust among their new peers and foster a sense of community. Welcome Millennials like it’s a privilege to work with them.

A just-released white paper from Coaching Millennials goes over six simple strategies every employer can use to attract, manage, and retain the best Millennial talent. Along with meeting them where they are, the white paper discusses coaching millennials with feedback, creating a positive environment and more. Download the white paper (free) here.

How Many Generations are in the Workforce?

How many generations of people are in the workforce today? The answer may be fewer than you think.

It is often said there are four or even five generations of people in the full-time labor pool, but the answer hinges on the definition of generation and simple math.

A generation typically spans 18 to 22 years. Currently, 97 percent of the workforce in the United States is 18 to 73 years old, a 56-year spread, according to the U.S. Bureau of Labor Statistics.

That means it is unlikely you will have more than three generations in your place of business — at least legally — at any given time.

Right now, the generations in the workforce are Baby Boomers, the oldest of whom are in their early 70s, Generation X members, and Millennials, the youngest of whom are just entering their teen years. Generation Z members are barely old enough to stay home alone (see Busting Myths – Generation Z).

Although there are only three generations in the active, full-time workforce, the generational differences are significant. A survey of thousands of employees in the insurance industry, for example, revealed that three-quarters of respondents agreed that there are important generation differences, and those differences “sometimes” or “often” pose challenges in the workplace. (See more about this in “Why Generations Matter” from LifeCourse Associates.)

These differences include how members of each generation set goals for themselves and others, what members of each generation wants from their managers and coworkers, and even how they communicate. Learn more about how Millennials are changing the workplace here.

Busting Myths: Generation Z is Taking Over the Workforce

Watch out — Generation Z is coming! Or so the media would have you believe.

But the reality is this so-called “Generation Z” is not yet entering the workforce, and in fact, has barely reached puberty. Most social scientists who track generations say the first born from Gen Z was born between 2002 – 2005, making the oldest 14, and the youngest…not yet born. A generation, by definition, is about 20 to 22 years in length.

Alphabet Soup: What’s in a name?

Generation Z is a “default” name given to the generation that followed “Gen Y” (more widely recognized as the Millennials), which itself was a follow-on to Generation X. But the naming of generations was never meant to be an exercise in sequencing the alphabet.

This alphabet obsession started with Generation X, or “Gen X,” (1961 – 1981) so named not as a random letter, but because of their “anti-brand” ethic. “X” as in the non-brand, an appropriate mark for a generation that was described by their elders as “wasted, slackers that will amount to nothing”. They started with punk and ended with grunge, always in black t-shirts. They are “X” through and through.

The next generation to come up was called, by many people, Generation Y — named by an unimaginative but well-meaning writer at Ad Age — the next letter of the alphabet, and the predictable sequencing continued with Generation Z.

We call them “Homelanders”

We call the cohort born after Millennials, “Homelanders.” (2002 – ?) We call them this in part because they are literally at home more than previous generations. Studies show that this generation does not go outside and play as much as previous generations, instead playing video games and doing homework, staying safe under the watchful eye of their helicopter parents. Indeed, with a brief exception to play Pokémon Go, this generation is under near-constant supervision. Check out this interview in Forbes with Neil Howe on Homelanders.

Another reason we call them Homelanders is the geopolitical mood sweeping the globe right now. From Russia to China to right here in the U.S., there is more focus than ever on keeping the homeland safe and distancing ourselves from far-flung alliances. Homelanders will be growing up during a time when we are looking more inward and less likely to welcome outsiders. This is the generation that will be coming of age in a post-Brexit global environment.

Gen Z in the Workplace? Forget about it

Don’t believe the hype. You have plenty to worry about at work — don’t worry about this. With the oldest Homelanders barely old enough to mow the lawn, you won’t see them shaking up the workforce anytime soon. The fact is, it’s simply too early to be talking about their influence on our world in any significant way.

Most companies I talk to are still trying to master the Millennial mindset. Given that they represent over a third of the workforce, that should be the generation du jour.

3 Ways Millennials are Changing Your Workplace

Every generation that comes into the workplace brings cultural, environmental and other changes. But Millennials are changing modern workplaces in new and different ways that can be challenging to the people trying to manage members of this generation.

From teamwork to goals and feedback, here are the three C’s of how Millennials are changing your workplace.

Community. Millennials want this sense of community in their workplace. For managers, making Millennials feel like part of a larger team, developing a collaborative environment and culture, and emphasizing the “greater good” of a company’s mission the employees’ place in it, and providing volunteer opportunities related to their skills are all key to ensuring Millennials’ professional success and happiness.

Millennials have been raised with this sense of community. Members of the Millennial generation grew up completing group projects in school, playing organized team sports and participating in (often required) volunteer activities in school.

“From early childhood, Millennials have been encouraged by parents to work together and build important peer connections. As young adults, they are constantly connected to their friends and expect their leaders to take a stake in the well-being of the communities they hold dear,” according to a 2015 report from the Congressional Institute and LifeCourse Associates.

Seventy-one percent of respondents to an LBG Associates survey about corporate volunteerism “indicated that they felt more positive about their company as a result of these programs.”

A number of companies are taking big steps to incorporate volunteerism into their culture, including Deloitte, which offers unlimited paid time for volunteer projects. Novo Nordisk also provides significant paid time off to employees who volunteer, but also includes a community service component in most off-site meetings. The company also has an internal website to help employees find volunteer opportunities.

Confidence. Many Millennials crave an upbeat work environment that includes positive reinforcement from their peers and managers. This is because they were raised with a sense of optimism by parents who taught them to believe they can do anything if they put their mind to it.

Managers of Millennials can help them go far, do great work and achieve professional fulfillment by tapping into Millennials’ sense of optimism and confidence. Providing them with a organized support system is important as these Millennials look to take on new and interesting challenges in the workplace.

They crave frequent achievement that is measurable and attainable. In fact, one of the leading causes of low motivation among Millennials in the workforce is a lack of praise, according to Leadership IQ.

Because of this preference, many companies are moving away from the annual review in favor of project-based, monthly or even weekly review periods, frequent one-on-one meetings with managers and more collaboration on critical tasks. Cargill Inc. replaced its annual reviews with an “Everyday Performance Management” system that gives employees routine feedback. “Cargill says it’s seen measurable improvements after managers began giving constructive feedback that was forward-looking, instead of reviewing what had happened in the past,” FastCompany reported. Other companies building systems for routine and frequent feedback include Adobe, Accenture and Google.

In fact, 80 percent of Millennial employees who responded to an MTV Millennials in the workplace survey said they “would prefer real-time feedback over traditional performance reviews.”

Communication. While each generation has its own language, Millennials are communicating through different platforms than employees in prior decades.

In addition to the ways they communicate, managers should acknowledge that their language and tone are paramount to connecting with members of the Millennial generation. Millennials appreciate honesty and transparency from their managers and they crave feedback, but they also want to be heard. This will require a communication style that is conversational; managers of Millennials should keep their doors open and be approachable.

Millennials may tend to text and chat more and email less, but the real difference is in the now asynchronous nature of the way they communicate, which has changed the way they interact and work, according to Gallup. “With technology dominating every aspect of millennials lives, it’s perhaps not surprising that 41 percent say they prefer to communicate electronically at work than face to face or even over the telephone,” a PwC report revealed.

These three C’s — community, confidence and communication — will continue to mold the workplace of the future as Millennials gain footholds in senior management in the coming years.

6 Keys to Maximizing Millennial Performance

There are more than 100 million Millennials in United States today, and this growing group already makes up one-third of the workforce. With an increasing number of Millennials in the workplace, businesses are smart to ensure they are helping members of this generation perform at their highest levels.

A new white paper from Coaching Millennials tackles six ways to boost their productivity, engagement and leadership capabilities.

Millennials do their best work in environments and workplace cultures that are open and transparent, incorporate consistent feedback on short-term and long-term goals, and nurture teamwork.

Millennials gravitate toward positive environments, and research and experience have shown that a “tough love” approach to managing Millennials is not effective. This white paper, titled “Employer’s Guide to the Millennial Generation: Your Six Keys to Maximizing Millennial Performance,” provides insights and practical steps you can take to maximize your Millennial employee’s professional performance.

Boomers v. Millennials: Who had More Sex, Drugs, and Rock 'n Roll?

Just to set the record straight, the Guardian did a short piece on the reality of boomer behavior v. Millennial behavior. It might surprise you.

“Parents reminisce about how things were different back in their day – but how much has really changed? We asked millennials and their parents how they think attitudes to sex, drugs, jobs and living at home have shifted over the generations, then we dug into the data to see how big the differences really are”

What is A Generation Anyways?

Hi Everyone.

This is a youtube I did over a year ago and it received lots of hits. It is a one-minute primer on generations. I hear people talking about “Generation Z” as if they are starting in the workplace. The reality is that “Generation Z” , the generation after the Millennials, was born around 2004-2005, making the oldest about 11 years old. Marketers frequently try to split a generation in two so they can sell more consulting on a “new and different” generation. Remember– a generation spans about 20-years, which is about the length of a phase of life.

Its all written in the book called Generations by Neil Howe and William Strauss. BTW– They coined the term “Millennials” way back in 1990.

If you really want to geek out on generation theory, check out this: Strauss-Howe Generational Theory in Wiki.

Bye bye for now.

Warren

3 Ways to Effectively Onboard Millennials

On my website, CoachingMillennnials, you can find an overview video Neil Howe and I produced called Recruiting and On-boarding Millennials. This video will get you oriented about best practices for recruiting and on-boarding Millennials, but I also wanted to point out a really comprehensive article on the same topic published just recently by Saeculum Research.  Its called “Welcoming Millennials Onboard“. It is a great article because it provides actual, actionable ideas you can use to attract Millennials. Here’s a summary:

1. Invest in Swag. Show Millennials you care about them. This is easy, and it doesn’t cost a lot. LinkedIn welcomes employees with a swag bag of goodies that are customized to the person being hired. It’s simple swag– like include a personalized greeting card, copy of LinkedIn founder’s book, “The Start Up of You“, and a water bottle. It doesn’t need to be fancy, but ideally, should be personalized. Online care medical scheduling service provider ZocDoc invites new employees to dine out with the executive team for lunch.

2. Offer Professional Development. General Electric and Caterpillar have pro­fes­sional development programs that emphasize mentorship by top executives and senior management. NYU assigns each new hire a mentor-buddy for the first two months on the job. Millennials like to gain new skills, and are much more likely to stick around if you invest in their professional development.

3. Build Relationships Quickly. The faster a new hire bonds with his or her immediate co-workers, the more likely me or she is to stay and be a productive member of the team. As the article states, “Deloitte divides new hires into groups to play a board game that not only teaches newbies corporate policy, but also allows them to bond with their co-workers. Internet marketing company Bazaarvoice even sends new employees on a weeklong scavenger hunt to learn the ins and outs of the company. Although these practices are rather unconventional, they take advantage of Millennials’ team-oriented nature and facilitate stronger ties to the organization.”

One other key point the article makes to keep in mind when you are recruiting millennials… keep the parents involved! Boomer and Xer parents are with their Millennial kids at all the big milestone events, and their first job is no exception. And don’t think less of your Millennials because they want to involve their parents. Chances are, you have a very different relationship with your Millennial child than you did with your parents. The Army slogan is highly instructional as you think about including parents as part of your recruiting strategy: “You make them strong, we make them Army strong.”