Roar Of Millenial

Millennials can be defining in different views as employees, people, and consumers as it endorses and flings some myths about this particular generation (Harvard Business Review (HBR), 2016). According to, Tupper form the MarketingWeek article stated that 50% of global workforce and the corporations by 2020 will be represented by Millennials generation who will be establish and success (2016). HBR states that Millennials are great job

Currently the Millennial generation comprises between an estimated 10-17% of the Controller’s Office, when defining a millennial as someone between the ages of 18 to 34 (Pynes, 2004, p. 28). In the chart below (Figure 1), you can see the breakdown of the office’s age groups. As the 60-65 year olds leave the workforce it will be important to recruit individuals within the younger generations to develop a visionary workplace

Many employers are challenged with handling the millennial due to the lack of proper understanding of this generation since there is plenty of myths, propagated through anecdotes and assumptions. However the separation of the myths and the facts is important for an organization so as

Upon reflecting on the three main generations that comprise the workplace today, a few differences emerge. “Baby Boomers” grew up in a time when movements were prominent, the Vietnam War occurred, key figures were assassinated, the Watergate Scandal occurred, and television was introduced (Twenge et al., 2010; Schullery, 2013). Overall, “Baby Boomers” seem to exhibit a distrust of authority, value hard work, and want to enjoy their achievements (Robbins & Judge, 2015; Twenge et al., 2010). As such, they are results driven and give their utmost effort (Robbins & Judge, 2015). “Generation X” grew up in a time of computers, divorce, two career parents, MTV, and economic uncertainty (Twenge et al., 2010; Robbins & Judge, 2015). For the most part, they seem to exhibit the workplace behaviors of independence and a lack of commitment to employers (Twenge et al., 2010). They value a balance between work and life and place more focus on extrinsic rewards such as monetary compensation (Twenge et al., 2010). “Millennials” grew up in prosperous times with technology dominating the era and over-protective parents (Robbins & Judge, 2015; Schullery, 2013). Generally, they seem to place a greater value on employee benefits, leisure time, teamwork, and open communication (Society of Human Resource Management, 2004; Twenge, 2010; Myers & Sadaghiani, 2010). In addition, they have also been given the labels of “self-centered” and “entitled” (Myers & Sadaghiani, 2010).

Impatience also creates disillusionment among the millennial populace. Disillusionment created feelings of depression and lack of interest in their jobs as well as in their own lives. Simon brings a solution to the Millennials disillusionment, which is for companies and corporation to build the confidence of the Millennials and to retrain them in social interactions; and i disagree with this solution because it forces corporations to address a problem that they want to solve. Obviously, the main focus of a company is, itself, which means that if someone is not being productive than they are fired. This model of business has not been changed because it is effective towards increasing a company’s profit, which means that the only reason that a company would want to boost the confidence of a Millennials or retrain them is to boost profits; but is counterintuitive since Millennials have the urge to quit if they do not feel impactful. Besides, it is not the company’s responsibility to re-culture and reeducate an entire generation; the responsibility falls upon the individual

There are many challenges facing managers and leaders in current workforce. The variety of cultures, races and generations in today’s environment is making work harder. “Managing will also get even more difficult because of globalization, multi-generational workforce, dependency on technology, unethical behaviors and practices.” (Kaifi,2013,pg.217). In this paper I will talk about the three generations that we have had over the past sixty years – the Baby Boomer Generation, Generation X and the current Generation Y, known as Millennials. This rich mix of generations in the workforce can be attributed primarily to labor shortages experienced in many industries and the rising average age of retirement.

Before we look at any issue, any good psychologist will first evaluate their own bias. Although it is impossible to eliminate bias from any situation, it is important to, at the very least, identify the source of said bias. So before this essay considers the question of millennials in the workplace, let it first be known that the authors are, if not millennials, riding very closely behind millennials’ coattails.

Fulfilling my career with the Cleveland Cavaliers organization, under the genius direction of Dan Gilbert has been an educational and adventurous ride. The leaders under him do a great job of leading in his physical absence; however, Gilbert’s leadership and self-established organizational –isms are embedded in the culture of the company. The fact is that the leaders are knowledgeable in acquiring and sustaining a diverse staff. Subsequently, the truth, which is to be confronted, is concerning the millennial generation. The millennial generation feels entitled and seeks instant promotion rather than dominating their current role. According to Time magazine, millennial’s expect to get rewarded for things they should already be doing, and have

As successive generations enter the workforce business leaders and managers continually face one challenge, “how do we motivate the next generation of employees?” The transition from Baby Boomer to Generation X, was considered a minor shift for businesses since they’re classified as the “me” and “individualist” generations. The Boomers and Generation X respected both authority and the traditional hierarchal structure, compared to the Generation Y more commonly known as Millennials are considered individuals who respect yet challenge authority and the traditional hierarchal structures. Within this article we’ll review “Gen X Is From Mars, Gen Y Is From Venus: A Primer On How To Motivates A Millennial” by Rob Asghar and “7 Surprising Ways To Motivate Millennial Workers” by Jenna Goudreau, two articles published by Forbes Magazine. After reviewing what Forbes’ Professional writers have to say about Millennials, we’ll hear what Millennial’s have to say about Forbes. While Generation X Lives to work, Generation Y works to live is the driving theme behind Rob Asghar’s article, he uses four mains point to explain what this means. He covers how Millennial’s concept of authority vastly differs from previous generations since Millennials were raised in an environment where their opinions mattered. Asghar discusses how the shift away from Generation X’s individualistic characteristic to Millennials global sense of community affects their motivation. In the second half of his article

In a work environment everybody wants to climb the totem pole. For Millennials, they want to rise to leadership without working too hard for it. They are trying to reach the leadership positions as fast as they can and at times they are unprepared for the position they enter because they have not experienced enough along the way. Where Millennials are too fast to rise to leadership, people considered to be Generation X, who are known for their hard work ethic and experience are often complacent in the workplace. Though they gained their experience (unlike Millennials) by working their way up the chain of command and gradually paying their dues and though they also do not expect to be handed a higher position, like Millennials who feel entitled to higher positions in the workplace, they are also not as motivated as Millennials. (Bresman)

Generational evolution, the difference from one generation to the next, does not give right to either generation to behave in certain ways. However, in order to bridge the generational gap, each generation needs to learn and understand the other one. In his statement regarding millennial retention at a certain company, Jeff Fromm expresses that the millennial generation does not stay long at a certain job. The question we must ask ourselves is not if they are loyal, but if there is an underlying problem that causes loyalty to be lost. In his article why millennials leave organizations and 3 keys to solve it, Ryan Jenkins makes an argument which could explain why millennials leave the workplace as fast as they do. He states, “63% of Millennials believe their leadership skills are not being fully developed; and yet the #1 most important driver for Millennials to evaluate job opportunities is the ability to progress and take on leadership roles” (2). One could argue that every workplace has their own way of rank progression and millennials just have to accept this as it has always been. Analyzing the statement it shows that the reasons millennials choose to leave an organization cannot truly be seen as solely a generational trait which cannot be overcome, because within the statement, a possible solution to the millennial retention problem is

“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.

Many changes are happening in the workforce today. Our labor environment consists of multiple generations, which creates fundamentally differing approaches to everything from work ethics, business management, and co-worker cooperation. The most recent generation, commonly known as “Generation Y” or the “Millennial” generation, is slowly taking over the workforce. Because they bring with them a radically new mindset and opinion of labor, the global business infrastructure should be modified to not only accommodate “Millennials,” but also to remain sympathetic to the business practices characteristic of previous generations. Doing so will provide more harmony and productivity among co-workers of different generational backgrounds.

X, and Generation Y, AKA the millennials. There is a shift in the demographics of the workforce as the Baby Boomers, roughly 1946-1964, are gradually starting to retire. Millennials, broadly defined as those born after 1980 and up to around 2000 (The Denver Post 1), will be expected to take up to three fourths of the “workforce within 10 years”(The Denver Post 1). With the increased numbers of the “younger generation” entering jobs, there will be new challenges. They regard career choices in how the job fits them, instead of them fitting the job. Other generations deem this as arrogant, self-absorbed, and having a sense of entitlement. One could say that this has likewise been true with previous generations as well when they entered the workforce. Hasn’t each group has made changes to the business environment in order to make it more gratifying to go to work? Millennials are no different in that aspect, they are bringing new concepts to the conference table. In order to retain the influx of a newer generation, companies will have to adapt along with the “older” generations. The millennial generation is precipitating new change for business. In this change, millennial employees perceive their ideal workplace as collaborative, flexible, and creative.

When it comes to Millennials, there is nothing that screams “business as usual.” Consequently, savvy leaders who want to remain successful in the global business arena, must concede their current method of attracting, engaging, developing and retaining Millennials as future global leaders is ineffective. Therefore, today’s leaders must develop a more compelling strategy to entice Millennials into leadership. Failure to use strategic foresight to recognize trends regarding future organizational trends and take timely actions to change their tried and true, old school philosophy regarding developing and retaining talented employees will result in losing the competitive edge, which is driven by technology-laden Millennial’s who are poised to innovation.