What Makes Millennials Different

Have you noticed the mainstream media gravitates towards stories that divide people?

My guess is you’ve read numerous articles discussing how generations differ and the dysfunction
the supposed differences cause. Instead of thinking the differences are negative, let’s leverage the
unique traits to uplift people, construct stronger teams, and create more productive organizations.

There are five generations in the workplace today — Traditionalists (born 1925 – 1945), Baby
Boomers (1946 – 1964), Generation X (1965 – 1980), Millennials (1980 – 2000), and Generation
Z (after 2000). I encourage you to move beyond the labels and focus on what you can do to
maximize the happiness, engagement, and productivity of the Millennials on your team. The
Deloitte University Press estimates the Millennial generation numbers 66 million persons in
America today. A recent Fortune article forecasts they’ll be 75% of the workforce by 2025. (Saya
mendorong Anda untuk melampaui label dan fokus pada apa yang dapat Anda lakukan untuk memaksimalkan
kebahagiaan, keterlibatan, dan produktivitas generasi Millenial di tim Anda. The Deloitte University Press
memperkirakan jumlah generasi milenium 66 juta orang di Amerika saat ini. Artikel Fortune baru-baru ini
memperkirakan mereka akan menjadi 75% dari tenaga kerja pada tahun 2025).

That is undeniably significant… for myriad reasons.

The Millennials’ aspirations for a meaningful life are not that different from that of Gen X, Baby
Boomers, or Traditionalists. Read Retiring the Generation Gap by Jennifer J. Deal for more.
Instead of assuming Millennials are somehow detrimental to the status quo (which may be a good
thing, actually), it is more fair to assess their personal attributes as they compare to prevailing
socio-economic conditions. Consider the following Millennial traits, that may be different from
previous generations, and then consider what you can do to coach/mentor them to deliver higher
levels of organizational results. (Aspirasi Millennial untuk kehidupan yang bermakna tidak jauh berbeda dari
Gen X, Baby Boomers, atau Tradisionalis. Baca Retiring the Generation Gap oleh Jennifer J. Deal untuk lebih lanjut.
Alih-alih mengasumsikan bahwa kaum Millenial entah bagaimana merugikan status quo (yang sebenarnya
merupakan hal yang baik), lebih adil untuk menilai atribut pribadi mereka dibandingkan dengan kondisi sosial
ekonomi yang berlaku. Pertimbangkan sifat-sifat Milenial berikut, yang mungkin berbeda dari generasi sebelumnya,
dan kemudian pertimbangkan apa yang dapat Anda lakukan untuk melatih / membimbing mereka untuk memberikan
hasil organisasi yang lebih tinggi).

1. Anxiety – Because of increased stressors at work – longer work hours, corporate

downsizing, lack of job security, work overload, and job ambiguity — Millennials have
higher levels of anxiety and depression according to the Journal of Managerial Psychology.
2. External Locus of Control – The same Journal also found Millennial college students
tend to blame others more, are less likely to take responsibility, and are taking a more
passive role in life. They often view themselves as powerless and want to be pushed and
encouraged by their families, bosses, and mentors. Continual feedback is critical.
3. Conformity – Compared to prior generations, Millennials tend to have less respect for rank
and more respect for ability and accomplishment. The Kucera Companies found they
equate job satisfaction with a positive work climate, flexibility, and the opportunity to learn
and grow. Rather than conforming to 20th century norms, Millennials will disrupt the status
quo.
 4. Societal Impact – Millennials prefer to work for employers who focus on the triple bottom
line — people, planet and profit. They want intellectual challenge, need to succeed,
measure their own results often, and strive to make a difference locally and globally.
(Generasi Millenial lebih suka bekerja untuk pengusaha yang fokus pada triple bottom line - manusia, planet,
dan laba. Mereka menginginkan tantangan intelektual, perlu berhasil, mengukur hasil mereka sendiri sering,
dan berusaha untuk membuat perbedaan secara lokal dan global).
5. Expectations – Expectations of themselves and of their employers are higher than previous
generations. Because they have access to more information and greater technological skills,
the Journal of Managerial Psychology found that Millennials have a high level of optimism,
dislike slowness, favor an inclusive style of management, and desire instant feedback.
(Harapan mereka dan majikan mereka lebih tinggi dari generasi sebelumnya. Karena mereka memiliki akses
ke lebih banyak informasi dan keterampilan teknologi yang lebih besar, Jurnal Psikologi Manajerial
menemukan bahwa kaum Millenial memiliki tingkat optimisme yang tinggi, tidak menyukai kelambatan,
menyukai gaya manajemen yang inklusif, dan menginginkan umpan balik instan).
6. Self-Regard – Prior generations have said Millennials are selfish, narcissistic, and crave
admiration. As parents, previous generations may have given the Millennials an inflated
sense of self and taught them to believe they can achieve anything, making them the most
confident generation in the workplace. Helping them understand humble self promotion
will be important.
7. Personalized Careers – Although it appears to happen more frequently, Millennials’ rate
of job change is not substantially different from that of prior generations. Most of the
evidence for perceived higher Millennial turnover rates may be a misinterpretation of age
effects. Young people today tend to switch jobs more often than experienced workers, but
prior generations followed a similar pattern when they were in their younger years as well.
The Deloitte University Press also pointed out that Millennials are both entering the labor
market and forming households later than their predecessors did.

Recognize these minor points of differentiation, the value they bring to any team, and consider
what you can do to generate value for the Millennials in your life. Because they have a worldview
that is hallmarked by constant change, they desire to have an impact on society as much (if not
more than) as any other generation, and they have little patience with slower-moving, information-
hiding, conformist organizations.

A work atmosphere that includes work-life balance, transparent company culture, frequent 360-
degree feedback, continuing education, opportunity for social connectedness, mentorship and
reverse mentorship, and anything else that develops Millennials is not proving to be a cave-in to
youthful demands but rather a buy-in to a support system designed to produce tomorrow’s leaders
capable of navigating an ever-changing global economy.

Instead of dividing people, let’s find ways to celebrate the generations’ differences, understand
them at a deep level, and help one another be the best possible versions of ourselves.