Workplaces are discovering that the new Millennial generation in the workplace is tough to keep happy and tough to keep in general. Attrition rates are at an all time high as workplaces scramble to figure out the magic equation for retention of this generation.
The millennial generation, born from 1982-2002, is now entering the doors of Canadian industry. There numbers are daunting—they are expected to be at eight million and may even grow to 10 million, which would make them the largest age cohort in Canadian history. The reason for their large size is a result of immigration increases and a resurgence in fertility rates. The millennials are ethnically diverse, as their school classrooms have portrayed the growing diverse population in Canada. Even their textbooks show examples with students’ names such as Mohammed, Indira and Miguel.
They have been described in the workplace as having a sense of entitlement and at the same time not willing to put in the time to demonstrate a strong work ethic. However, employers beware, as the millennials are far from slackers. They know how to work hard as they have been put to the test by their parents signing them up for every team imaginable from hockey to chess to even the school computer team. They understand competition and team dynamics since their early days. Even at two months old, many were at their music class with mom.
And speaking of mom, they like being with their parents and seek their parents out for advice more than previous generations. In fact, a recent study showed that 90% of Millennials report being close to their parents compared to 40% in 1974 saying they were better off without their parents. This strong child/parent bond is a result of baby boomer parents going overboard to the message of child psychologists in the early ‘80s telling them the key to a child’s happiness is a strong self esteem. This led to giving kids trophies for merely showing up at athletic events to asking their opinion on topics of what food to eat to where to go on vacation. The result was a generation of kids who are accustomed to being asked their opinion often and unaccustomed to hearing criticism of their actions. Now, of course, not every millennial will fit these trends, yet it provides a framework for employers to effectively engage them in the workplace.
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Research reports that 81% of young workers feel disconnected in the early days of their career. With that number feeling disconnected, it is only a matter of time before they walk out the door to find a better place for themselves. This raises an important question: what techniques to retain this new generation of worker will have an impact? The answer is an increased emphasis on mentoring will ensure a stronger connection to the organization and improve retention.
Effective mentoring builds on two elements millennials are comfortable with: close relationships with elders and positive reinforcement for work. The mentoring dyad is an effective tool to build loyalty and receive superior performance. Millennials are looking for guidance, direction and training. Smart organizations will gain competitive advantage in the talent wars by taking advantage of these workplace desires of millennials. The more organizations can do a better job of connecting to millennials, the more their recruitment costs will be an investment rather than a loss. That’s smart business sense in today’s uncertain economy.
Suggestions for effective mentoring that are time-friendly and cost-effective are:
Do…
• Model what you want mentees to internalize about the organization
• Link the mentees’ work to the core goals of the organization as a whole
• Leverage mentees’ strengths
• Give mentees the benefit of the doubt in difficult situations
• Demonstrate a non-judgmental attitude
• Force yourself out of your comfort zone
Don’t..
. • Address problems based on your experience alone
• Assume how mentees will feel in a given situation
• Breach confidentiality
• Feel threatened by mentees’ technological expertise
• Discount mentees’ ideas due to their limited experience
Judith Finer Freedman, M.Ed., is the Founder of The Balanced Worker Project, a research and training practice covering the dynamics of work/life effectiveness, generational diversity, mentoring and gender bias.
