Managing Millennials at Workplace

Dr. Vivi Gusrini R.P., MSc., MA., Psikolog

Fakultas Psikologi USU, Medan
June, 11, 2022 for APIO-Webinar (Road to Congress XIV) 2022
  The VUCA World
 Millennials' Disruption : Multiple
generations at workplace
 Millennials at Workplace
Overview  Work Engagement
 Managing People
 Engaging Leadership
 Conclusions

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The
era
we
live
in
Millennials
Disruption
Millennials
(GEnMe)

• Overly self-confident and self absorbed

• Look at Me generation
• Lacking in loyalty & work ethic
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Things You Thought Were True
About Managing Millennials
 They’re completely
different from “us”
at that age. False.
(cognitive bias,
stereotyping)
 Millennials need
special treatment at
work. False.
 Millennials want
more purpose at
work. False.
Source: Harvard Business Review 12
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  Communication/ interaction/Technology
 Expectations
Millennials in the  Socialization/ Team Relationship
workplace  Adversity
 Leader Aspiration

Myers, K. K., & Sadaghiani, K. (2010). Millennials in the Workplace: A

Communication Perspective on Millennials' Organizational Relationships and
Performance. Journal of business and psychology, 25(2), 225–238.

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 Millennials in the  Communication/ Membership Negotiation
workplace

Millennials as the new comer: value

differences and negotiation

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 Millennials in the  Socialization/ Team Relationship
workplace

Open communication from the senior employees

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 Millennials in the  Interaction/ Technology
workplace

Millennials are the first generation to have been born into households
with computers and to have grown up surrounded by digital media
(Gorman et al. 2004; Raines 2002).
Many Millennials are entering workplaces that include virtual teams and
telework (Hertel et al. 2005)

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Millennials in the  Expectation/ Adversity
workplace
Millennials’ high expectations and achievement orientation: they
expect to find work that is well paying and meaningful, and even to
become famous, according
Needs for affirmation

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 Millennials in the  Leader Aspiration
workplace

1. Millennials expect close relationships and frequent

feedback from supervisors (Society for Human
Resource Management [SHRM] 2009).
2. Enhanced interaction may lead to closer supervisor-
subordinate working relationships, which also may be
important for Millennials’ long-term relationship with the
organization

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 Millennials are likely to be acutely affected by
Millennials in the globalization, communication and information
workplace technologies, economics, and socialization by
very involved parents.

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 Managing people
based solely on their
age is biased.
 People have lots of
qualities that make
them distinct: race,
gender, background.
 Don’t stereotype.
So how to manage them?
 Instead of assuming
that the Millennials on
your team need
special treatment, get Managing
to know each person
individually.
Diversity
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 Managing Multigenerational-Team

Create an inclusive decision-

Respect boundaries (social Challenges harmful
making process that
issues, taboo) stereotyping
encourages open dialogue.
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 The Future Workplace 2021
HR Sentiment survey found
that 68% of senior HR leaders
(of which 40% were CHROs)
rated employee well-being and
mental health as a top priority
-Forbes, 2021-

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Work Engagement

• Research and practices of work engagement are

growing since it has a positive impact on
employees as well as organizations.

• —a positive affective-motivational and work-

related psychological state characterized by
vigor (high levels of energy and perseverance),
dedication (a sense of significance and
involvement) and absorption (being focused
and engrossed in one’s work)—(Schaufeli, Salanova,
González-Romá, & Bakker, 2002)

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Engaging Leadership
(Schaufeli, 2015;
Rahmadani et al, 2020)

The basic concept of engaging leadership is that engaging leaders fulfill employees’ basic
psychological needs, which, in their turn, foster work engagement.

• Empowering
• Strengthening
• Connecting
• Inspiring
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 Servant Leadership and group cohesion
increase millennials commitment (Salsabil &
Rahmadani, 2022)
 Engaging leadership and its implication for
work engagement and job outcomes at the
individual and team level: A multi-level
longitudinal study. VG Rahmadani, WB
Schaufeli, J Stouten, Z Zhang, Z Zulkarnain.
2020. International journal of environmental
research and public health 17 (3), 776 Previous Research
 Basic psychological need satisfaction mediates
the relationship between engaging leadership
and work engagement: A cross‐national study.
VG Rahmadani, WB Schaufeli, TY Ivanova, EN
Osin. 2019. Human Resource Development
Quarterly 30 (4), 453-471
 Engaging leadership and work engagement as
moderated by “diuwongke”: an Indonesian
study. VG Rahmadani, WB Schaufeli. 2020.
The International Journal of Human Resource
Management 33 (7), 1267-1295
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Conclusions

Avoid stereotyping Each of generation To be engaged,

The world we are
based on age has characteristics, GenMe expects
living now is change
(multigeneration at study all of them certain qualities of
(VUCA) (managing diversity) their leaders
workplace)

Build trust, open,

Soft skills: communication, People-oriented leadership: the needs/
engaged and
collaboration, connection well-being (such as engaging leadership, collaborative
(people skills) servant leadership) culture.

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 LinkedIn
/vivi_gusrini_
rahmadani

Thank You
Email
vivi@usu.ac.id

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