engaged employees are valuable assets, yet organizations are having difficulty engaging the

fastest growing portion of the workforce, Millennials – employees born between 1980 and 2000.
Temkin Group’s 2014 survey of over 5,600 U.S. full-time employees – 33 percent of which were
Millennials – found that just over half of this generation were moderately or highly engaged,
putting them behind both Generation X and Baby Boomers.
Further research into this generation revealed the differences between Millennials and their older
colleagues is not as distinct when it comes to what they look for in a workplace or in their
bosses. While the following characteristics are not exclusive to this generation, our research
found Millennials are:

Group-oriented. Millennials prefer team-based, collaborative work. Relationships are
important to them and they interact with an extensive network of personal and
professional connections. Our research found that compared to other employees,
Millennials put greater importance on working with people they can learn from.

Progress-driven. This generation wants to make a difference at work right away. Our
research shows that compared to employees from other generations, Millennials favor
jobs with a boss who teaches them and helps them progress in their careers.

Socially conscious. Millennials seek meaningful work and will look to work for
employers whose principles align with their personal values. Despite the desire for
meaningful work, the study found that nearly 40 percent of Millennials do not understand
the overall mission of their company, making them the least mission-connected of the
three generations primarily represented in today’s workforce.

Autonomous. Millennials prefer choices over mandates. Compared to respondents from
other generations, Millennials seek jobs that have flexible work hours and that encourage
creativity, rather than bosses who provide specific directions for getting work done.

Companies are recognizing both the challenges and the opportunities associated with Millennials
and are using a variety of approaches to engage this generation with their work and employer.
We expect this focus to continue through 2015 and beyond as this generation continues to grow
in number and begin to become leaders themselves. To understand how to best capitalize on this
generation we interviewed a number of companies and identified five specific strategies that can
be integrated into a company’s existing employee engagement efforts:
Expand job descriptions. Millennials want opportunities to grow and showcase their skills in
meaningful ways, and they desire feedback confirming they are making valued contributions on
the job. Companies should clearly define performance expectations and what success looks like
and create a variety of opportunities for this generation to expand their knowledge and skills.

HR organizations should develop clear career paths that include more frequent milestones that emphasize individual skill development and that recognize growth even without formal promotions. including brand reputation and alignment of values. HR should reinforce the brand and company values and help new Millennial hires form meaningful internal relationships quickly. HR organizations should encourage managers to provide more frequent feedback. organizational levels and functional roles. Develop Millennial leaders. Millennials are ambitious and have high expectations about how they will progress within their organizations. Branding stories should center on “employees like me” and highlight how Millennials are making an impact at the organization. Make work more flexible. then their primary employee-focused programs need to adapt. particularly in the digital/social realm. and train them on how to offer clear and specific coaching that recognizes both the good and the bad. To appease their need for advancement. To keep pace. culture and causes employees care about. Millennials have grown up in a world that affords them many opportunities to choose where. HR organizations should have a welldefined company brand and communicate that brand through the channels that Millennials naturally gravitate toward. Training and development. train and expect work to be done. learn and complete their assignments. It’s important that organizations help this generation connect to the company’s values. special projects and formalized coaching or mentoring programs. This generation is used to working on teams and collaborating with others. companies should foster network building within and across generational lines. Thus. especially for Millennials who want to make a difference in their company and in the world at large. Millennials evaluate potential employers across many dimensions. They actively seek opportunities to form relationships both inside and outside of their organization. Here’s a primer for HR groups that want to make an impact on the Millennial generation: Hiring and onboarding. organizations need to demonstrate adaptability in how they communicate. They look for very clear success criteria and want to see the path ahead of them. Meaningfulness is a powerful intrinsic motivator. HR must facilitate growth and development outside of the classroom through stretch assignments. when and how they communicate.Create connections. Most Millennials are used to more interactive forms of learning. Make work matter. During the onboarding process. Savvy companies need to help managers and leaders across the organization understand generational differences so that each group evolves its approaches and processes that touch employees. HR must step up If organizations want to actively engage Millennials. HR organizations need to incorporate technology-based training and collaboration tools into their Millennial learning plans. To fulfill Millennials’ need to build relationships. This also means that . So while traditional classroom-based programs might be the norm today. Performance management.

Recognition and incentives.html#sthash. otherwise these young employees may leave the organization to find opportunities elsewhere.UXlAtmSt. HR should also examine its formal incentive programs and incorporate rewards for demonstrating the company’s values and for exceptional team performance – both workplace elements that are important to Millennials.HR must help managers let go and allow Millennials to take new jobs inside the company. HR organizations should establish non-monetary recognition programs that encourage managers and peers to find Millennials who are demonstrating the behaviors required for success. . and in the workplace this translates into a desire to know how they are measured and a need to receive recurring validation and approval that they are on track. like generations before them. Millennials are accustomed to structure and regular praise.See more at: file:///C:/Users/NEEPCO/Desktop/research/literature%20review/Strategies%20for %20engaging%20Millennials%20in%20the%20workplace%20_%20Research%20Careers %20Blog.dpuf . want to hear that they are doing a good job – they just want to hear it more frequently. Millennials.