Millennials are switched on. This is how to manage them in the workplace

I often coach experienced executives who want to improve their skills on how to manage people who ''just aren't motivated to work anymore''.

And 9 out of 10 times, the problem is with the manager and the organizational culture, and not the employees. When people lack motivation, the issue almost always lies in one of the five areas below:

• Hiring
• Vague goals
• The performance appraisal approach
• The rewards structure
• The manager's inability

A lot of employees lack motivation and drive at work because they see a weak relationship between their effort and performance, between performance and company rewards, and between the rewards they actually receive and the ones they want. Therefore if you want motivated workers, you need to do what is necessary to strengthen those relationships.

Millennials are individuals born between the years 1980 and 2000. Today, they are making their workplace debut in large numbers; thus making them the newest generation of workers you can find anywhere.

Managing and leading millennials are something all executives will sooner or later have to be trained to do because analysis predicts that within the next five years members of this age group will consist of around 75 percent of the total workforce. Now, to be successful with managing millennials, managers must be aware of some differences and understand how to use them to the organization's advantage.

In this article, I share several suggestions and tips that should make this easier.

Stop being the boss and start being a coach.

Millennials don't really like traditional structures of authority. They grew up in a more relaxed and tolerant society, and they respond badly to strict rules and power. Therefore, when managing millennials, avoid flexing authority and a top-down approach based on strict discipline. Learn to earn millennials’ respect by being consistent and showing that you are a professional in your field.

Provide them with a feeling that what they do matter.

According to research carried out by Cone Communications, 3 out of every 4 millennials are willing to accept a pay cut if they could work for a socially responsible organization. And 89 percent of them would like to be part of some or other activity at work that helps to protect the environment. Apart from benefiting the environment, such a program can make your millennial staff feel they are part of something that matters and this enhances their loyalty towards your company.

Learn to be flexible.

Millennials don’t really like a strictly structured work environment. It is therefore advisable to provide them with flexibility and smooth integration between their personal and work lives. According to a Gallup poll, as many as 48 percent of male millennials feel it’s very important to remain in touch with their personal lives while at work. They see nothing wrong with personal phone calls or using social media during business hours. If you can live with this, I have some good news for you: as many as 47 percent of millennials don’t mind handling work-related emails after hours. Consequently, and where possible, allow your millennial employees' members to work flexible hours and to telecommute. 

Set clear goals and celebrate small achievements.

Set goals clear and consistent, not only for individuals but also for teams. Engage your employees in establishing these goals, instead of simply having them assigned from the top. Communicate goals with corporate management, teams, and individuals on a regular basis. And make a point of celebrating all achievements, even the smallest one. People, not only millennials, are motivated by acknowledging and celebrating their accomplishments.

Embrace technology.

Companies should not stand in the way of social media and other technologies. Hence, try to benefit from it to build skills throughout the firm. Reverse mentoring programs could, for example, make it possible for older employees to improve their technological skills by working together with millennials. 

Develop them into Leaders.

Employers and organizations must find innovative ways to support these young employees, as they make their foray into leadership positions to become millennial leaders. Most millennials are self-assured and always ready for bigger challenges. They react better to positive support than to criticism. Therefore, encourage their ambitions. Show them that you have faith in their capabilities and allow them to lead whenever the opportunity occurs.

Be a good leader to them.

As a senior executive, it is not enough to simply coach millennials to be great leaders. Part of the work also requires being a good leader to them. With good leadership, millennials tend to work better in improving the image of their organization. However, to be a good leader to millennials, there are certain factors you need to focus on. Ask them good questions and listen to what they have to say, be professional but at the same time casual and approachable, give them the freedom to carry out their tasks.

How can organizations retain millennials?

Millennials are known for leaving organizations just as fast as they enter if they find that the company doesn’t suit their needs. As a result, they do not stay long enough to take on leadership roles. In other cases, millennials do not become leaders in organizations because they believe they don’t have the required leadership skills.

Millennials want to grow their careers fast and don’t plan on putting in years and years of time to get what they want. They are willing to put in effort when they know their role it’s getting them somewhere, and they feel their employer is devoted to growing them. The bad news is that means you need to stay on your toes as an employer. 

Therefore, if you want to increase the number of millennials in your organization, you should provide them with reasons to stay and develop them to be leaders. Creating an organization and culture that goes beyond financials and invests in coaching and developing employees will make a significant positive impact, both in the retention of its millennials as well as the impact its employees make.  

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