The Millenials
Are traditional management strategies appropriate for Generations
X, Y and Z? On one hand, the post-Baby Boomer generations represent
a new breeding in techno-savvy and creativity, the cornerstone
of the notorious “Talent Wars.” On the other hand,
the ability to reign-in, retain, and direct these so-called young
super-stars provokes new strategies in management structures.
New business management and human resource structures
are not isolated phenomenon directed just to the young person.
New strategies offer innovative ideas for the overall flow of
business in the new millennium, regardless of generational paradigms.
Several variables distinguish current trends in the business environment,
such as transnationalism, information technology and production out-sourcing.
New management strategies look at the totality of global business activity
as well as the set experience of Generations X, Y and Z in order to address
productivity within the office on a more human level. For a large part
of the 20th century production and business were associated with the Fordist
model characterized on the Ford assembly line. Stepping back from the idea
of a workforce as machinery, we see the concepts “intellectual property” and “cultural
capital” take shape.
Knowing the Workforce
Recent studies render contradictory results over the attitudes
of the millennial generations. The common millennial stereotype is that
of cocky stimulus-junkies with excessive education and fierce independence.
Gen X, Y and Z came of age (and are coming of age) during fluctuating
recession, monetary inflation, high cost of education and high cost of
living. They are expected have copious amounts education, creativity
and techno-savvy. The ability to draw, write, or create is no longer
valued unless it is transferable to computer technology. At the same
time Gen X, Y and Z are workers that experienced an educational environment
that promoted team activity, interdisciplinary studies, and creative
learning tools. The millennials, Gen Y and most definitely Gen Z, are
the first generations that are not only born with a remote in their hands,
but were bred to be individual thinkers across cultural race, class,
and gender divides. And, not only do they use new technology as a way
of life, they are the generation that is synthesizing the new technology
and producing “ideas.”
In designing management, models there are key elements to consider: age
demographics, cultural experience and team compatibility. The key for a
well-balanced workforce is to understand how this workforce ticks. Paychecks
and benefits are no longer sufficient means to maintaining an idealistic
workforce always in search of something better. Gen Xers in particular
have adopted the “free agent” mentality whereby circumventing
a fierce work pool. A shortage of job prospects in the 1990s meant that
Xers simply started making jobs for themselves.
Human Relationship Management
Transforming interpersonal relationships seems to be the key to
reaching the millennials. Jean-Louis Mutte, professor of Human Resources
at the University of Lille in France, suggests that treating employees
as customers, what relates to 'Customer Relationship Management,’ will
help build ties between the generational divide. For example, Bruce Tulgan,
author of Winning the Talent Wars, believes that the employee/employer
relationship is dependent on both parties being amenable. Instead the
arbitrary ‘pleasing the boss,’ mentality, management must
contend with a flexible work environment that is purposeful and open.
Tulgan aptly calls the new transformation as one that moves away from
a “feudal market driven system.”
Personal growth and development rather than management, concepts like
mentoring and coaching need to fit into the equation. By recognizing individual
talent and rewarding that talent, managers are more likely to reach the
skeptical millennials. The following list is an example of a management “to
do” list, specifically designed for the Generation X, Y and Z workforce,
from Eric Chester’s “Generation Why?” website:
1. Let them know that what they do matters.
2. Tell them the truth.
3. Explain why you are asking them to do it.
4. Learn their language.
5. Be on the look out for rewarding opportunities.
6. Praise them in public.
7. Make the workplace fun.
8. Give them the tools to do the job.
For more information on Generations X, Y and Z and the workplace
go to
Eric Chester’s website: “Generation Why?” http://www.generationwhy.com/
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