Millennials are shaking up some established work norms, and leaders should be ready to change. According to the U.S. Bureau of Labor Statistics, in 2016, millennials surpassed baby boomers and Generation X as the nation’s largest living generation, with 75.4 million members.
Much is written about the millennial population, who will outnumber baby boomers and Gen Xers in the workplace by 2018. There is not always complete agreement about this demographic’s discernable characteristics, and it is important for leaders to distinguish between fact and fiction as they attempt to engage with millennials and earn their commitment.
The typical millennial worldview was shaped by experiences from previous generations and is impacting organizational cultures and norms. Three generations with varying worldviews are working together in the same workplace, which is affecting the sense-making process in unusual ways. Very simply, for millennials, having a valued voice drives job satisfaction. Increased job satisfaction is correlated with steady to increased productivity as well as reduced absenteeism and turnover. Millennials are unencumbered by the trappings of wealth that are associated with previous generations. They also don’t have to stay in an unsatisfying job to make a mortgage payment, as millennials are putting off buying homes to avoid the huge debt of home ownership.
According to 2015 research by Deloitte, this demographic wants to work in a culture that encourages voice, work-life balance and flexibility; develops their leadership skills; offers mentoring support; and demonstrates core values aligned with their own. Organizations that can successfully shape and sustain a collaborative, developmental culture of voice will have the highest likelihood of retaining millennials.
Creating a Culture of Voice
It’s hard to fake an interest in what others say. If you don’t believe your employees have anything significant to contribute, don’t try to fake it. On the other hand, if you believe you can learn from others, here are five practices leaders can demonstrate to show they are listening to and interested in hearing what their employees have to say.
Encourage voice and interaction by:
- Building up ideas and never tear them down, even if they seem half-baked
- Strengthening your tolerance for divergent thinking and looking for and encouraging different viewpoints at every opportunity
Minimize the silence phenomenon by:
- Never putting down ideas or suggestions in public
- Never ignoring an employee’s ideas or recommendations; they may not seem significant to you, but they are most likely important to the employee
- Paying close attention to even the slightest non-verbal language that sends the message, “That is ridiculous”
Shaping a culture of voice is every manager’s daily work.
