Millennials and Leadership--Madeline Welch
Frequently Asked Questions on Managing Millenials:
How do my millennial employees differ from my employees from later generations? What do they
look for from a job?
While millennials enter the workforce with a different background, different aspirations, and differentexpectations from their employers, they are still humans with basic needs. However, for millennials,
those needs and expectations have expanded beyond Maslow’s traditional hierarchy of needs.
Millennials are looking for deeper meaning in their work. They want to know what they are working
towards, why they are working towards it, and what that means for the triple bottom line, people, profit,
and planet. Millennials, while still oriented around details, scrutinize and question the data more than
preceding generations, asking how this affects others and looking for tangible good and results from the
work they do. This being said, their ultimate needs are still base human needs, after all they are human
(Krell).
So, what does this mean for managers with millennials reporting to them? Do millennials have
special needs that must be addressed?
For managers with millennials reporting to them, there has been a paradigm shift in the workplace that
needs to be addressed. Many arguments that millennials need special attention and more personalized
feedback is actually being reassessed and even rejected by evidence-based studies and assessments.
However, millennials are causing significant changes in the workplace, from how they communicate
and technological implementation to high ethical standards and corporate social responsibility. Studies
are finding that, when faced with the changes that millennials present in the workplace, embracing and
working to better and progress their organization could be extremely beneficial (Stewart 47), instead of
continuing common dislike for younger generations that hinders progress and perpetuates myths that
damage an organization instead of benefiting it. In the future, the workplace will likely be run by a
majority of millennials, so denying change and progress will only delay the inevitable (49).
needs to be addressed. Many arguments that millennials need special attention and more personalized
feedback is actually being reassessed and even rejected by evidence-based studies and assessments.
However, millennials are causing significant changes in the workplace, from how they communicate
and technological implementation to high ethical standards and corporate social responsibility. Studies
are finding that, when faced with the changes that millennials present in the workplace, embracing and
working to better and progress their organization could be extremely beneficial (Stewart 47), instead of
continuing common dislike for younger generations that hinders progress and perpetuates myths that
damage an organization instead of benefiting it. In the future, the workplace will likely be run by a
majority of millennials, so denying change and progress will only delay the inevitable (49).
The following graph covers very effectively what millennials are looking for in a job, and therefore what
they expect from their employers. Perhaps most telling is their desire for expanded training and
development. Millennials want to see their employers investing in their education and have much of the
same drive and desire to learn if not more so than Gen X and Baby Boomers. Millennials also are
reportedly the most educated generation in the workforce. The below graph shows a comparison between
the generations still populating the work force and demonstrate the commitment to betterment that
millennials strive for.
they expect from their employers. Perhaps most telling is their desire for expanded training and
development. Millennials want to see their employers investing in their education and have much of the
same drive and desire to learn if not more so than Gen X and Baby Boomers. Millennials also are
reportedly the most educated generation in the workforce. The below graph shows a comparison between
the generations still populating the work force and demonstrate the commitment to betterment that
millennials strive for.
I have a tried and true management style, does hiring new millennials effect the ways in which I
motivate and incentivize my employees?
In a short amount of time, millennials will be the predominant majority generation leading businesses and
the marketplace. Denying this and staying stubborn in one's ways will not change this reality. So,
effectively, yes, there has to be change in management styles. Already we know many traditional models
of incentivization do not work. Instead, the management styles that are proven to work by and large line
up with millennial expectations for motivating through inspiration, through appealing to someone's values
and their higher sense of purpose.
the marketplace. Denying this and staying stubborn in one's ways will not change this reality. So,
effectively, yes, there has to be change in management styles. Already we know many traditional models
of incentivization do not work. Instead, the management styles that are proven to work by and large line
up with millennial expectations for motivating through inspiration, through appealing to someone's values
and their higher sense of purpose.
To accept and address these changes and expectations, as well as address a series of issues that millennials
pose in the workplace, such as retention issues and a disconnect with an overall corporate culture,
managers of millennials must reach across the divide. The workplace is changing and evolving and the
disconnect between millennials and older generations, as well as the paradigm shift millennials posit in
the workplace, must be addressed as a cross-functional effort between all generations. Negative
stereotypes will only serve to further entrench poor behavior and corporate division. Instead, an analysis
from McDaniel College in Maryland encourages, “modifying workplace culture and the performance
appraisal process can create an environment in which millennials can thrive and display a different type
of organizational commitment” (Stewart 50).
pose in the workplace, such as retention issues and a disconnect with an overall corporate culture,
managers of millennials must reach across the divide. The workplace is changing and evolving and the
disconnect between millennials and older generations, as well as the paradigm shift millennials posit in
the workplace, must be addressed as a cross-functional effort between all generations. Negative
stereotypes will only serve to further entrench poor behavior and corporate division. Instead, an analysis
from McDaniel College in Maryland encourages, “modifying workplace culture and the performance
appraisal process can create an environment in which millennials can thrive and display a different type
of organizational commitment” (Stewart 50).
What tips can you give to effectively lead millennials?
Millennials are questioning a lot of things, analyzing everything, and want to make a change. Managers
should support this, understanding that their millennial employees have opinions and ideas and they want
their voice to be heard. This is not egotism, but eagerness to contribute and work for a cause they believe
in. Organizations that support millennial voices and contributions are progressive, innovative place to
work and are already have stronger talent and retention than other organizations that don’t provide a
platform for millennials to grow (Carter 4).
Millennials are questioning a lot of things, analyzing everything, and want to make a change. Managers
should support this, understanding that their millennial employees have opinions and ideas and they want
their voice to be heard. This is not egotism, but eagerness to contribute and work for a cause they believe
in. Organizations that support millennial voices and contributions are progressive, innovative place to
work and are already have stronger talent and retention than other organizations that don’t provide a
platform for millennials to grow (Carter 4).
Along with millennials desire to contribute, they also respect and desire feedback that is detail-oriented
and allows them for growth and education in their job. Managers, then, that invest time in mentoring and
working with key hard-working millennial employees will find themselves with a strong, competent team
built on trust, collaboration, and innovation. Building a continuous trusting relationship between
managers and millennial employees is critical for business success in a workplace that will be made up of
50% or more millennials within a year (4-5).
and allows them for growth and education in their job. Managers, then, that invest time in mentoring and
working with key hard-working millennial employees will find themselves with a strong, competent team
built on trust, collaboration, and innovation. Building a continuous trusting relationship between
managers and millennial employees is critical for business success in a workplace that will be made up of
50% or more millennials within a year (4-5).
What are key factors for millennial employee retention?
Millennials reportedly are challenging traditional hierarchical leadership structures at their organization,
wanting instead relationships with their managers that are mutually beneficial, from the mentorship a
manager provides to the growth and hard work of an employee. The Journal for Government Financial
Management defines the relationship between the change-agent manager and the millennial employee as
“talent stays for talented leaders” and elaborates, “For employee retention, then, it is important to
understand that the formality of an organizational chart and the “boss–employee” relationship holds less
value for this generation. Millennials want more personal relationships, built on trust, to allow for an
open flow of communication and candid feedback, which, in turn, makes a direct impact on overall
performance and investment (Carter 5).
wanting instead relationships with their managers that are mutually beneficial, from the mentorship a
manager provides to the growth and hard work of an employee. The Journal for Government Financial
Management defines the relationship between the change-agent manager and the millennial employee as
“talent stays for talented leaders” and elaborates, “For employee retention, then, it is important to
understand that the formality of an organizational chart and the “boss–employee” relationship holds less
value for this generation. Millennials want more personal relationships, built on trust, to allow for an
open flow of communication and candid feedback, which, in turn, makes a direct impact on overall
performance and investment (Carter 5).
The Ted Talk below elaborates on the concept of millennial employee retention by discussing what
millennials really need from their employer:
millennials really need from their employer:
Works Cited
Carter, Tara D., and W.Donald Walker III. “Retaining, Cultivating, and Investing: Strategies for
Leading Millennial Managers.” Journal of Government Financial Management, vol. 67,
no. 2, Summer 2018, pp. 20–25. EBSCOhost,
search.ebscohost.com/login.aspx?direct=true&db=bth&AN=135976403&
site=eds-live&scope=site.
site=eds-live&scope=site.
Espinoza, Chip. “Managing the millennials: discover the core competencies for managing today's
workforce”, Vol. 54, Issue 1. (Sept. 2016) p90. Word Count: 221. FromLiterature
Resource Center.
Krell, Eric. “Managing Millennials Is a Lot Like Managing Humans.” Baylor Business Review,
Spring 2017, pp. 4–7. EBSCOhost, search.ebscohost.com/login.aspx?direct=true&
db=bth&AN=123711976&site=eds-live&scope=site
db=bth&AN=123711976&site=eds-live&scope=site
Stewart, Jeanine S, et al. “Managing Millennials: Embracing Generational Differences.”
Elsevier, Kelley School of Business at Indiana University, 21 Sept. 2016, www.sciencedirect.
com/science/article/pii/S000768131630088X.
com/science/article/pii/S000768131630088X.
Weber, James. “Discovering the Millennials’ Personal Values Orientation: A Comparison to Two
Managerial Populations.” Journal of Business Ethics, vol. 143, no. 3, July 2017, pp.
517–529. EBSCOhost,
search.ebscohost.com/login.aspx?direct=true&db=phl&AN=PHL2355820&
site=eds-live&scope=site.
site=eds-live&scope=site.
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