MILLENNIALS IN THE WORK PLACE
Millennials In The Work Place
MILLENNIALS IN THE WORK PLACE
By Abbey Morrow Counsel On Call abbey . morrow @ counseloncall . com
The Millennial generation , sometimes referred to as “ Gen Y ,” are poised to comprise half of the workforce by 2020 . In addition to working as law firm associates and junior partners , they are also now starting to take on roles as counsel for corporate legal departments . Attorneys are also encountering Millennials as clients and as internal business unit leaders in departments such as marketing , sales , finance , and information technology . As such , employers are seeking ways to prepare for the oncoming shift in the workforce and to embrace the differences between the working generations .
“ Millennials are looking for lifestyle . They want flexibility , self-regulation and autonomy . They are not lazy .”
Jane S . Goldner , Ph . D ., President & CEO , The Goldner Group addressed considerations driving Millennials in the workplace , “ Millennials are looking for lifestyle . They want flexibility , selfregulation and autonomy . They are not lazy .” She has advised employers of Millennials to be clear about expectations and to allow them to work without micromanagement . Millennials are less concerned with facetime and more focused on the end goal , she noted ; whereas Baby Boomers and Gen X have adopted a “ work hard , play hard mentality .” Millennials want to work hard and play hard at the same time . Managers who are more insistent on facetime than flexibility should challenge themselves to be less resistant to change , Goldner noted . “ We need to acknowledge there are different ways to do things ” and adapt to different work styles , she said . is really amazing ,” said Hundley . “ They can analyze data and risk .” To that end , corporations are asking Millennials for their feedback to help improve training modules and support in influencing their departments .
As generational shifts occur in the workplace , employers are adjusting to the reality that their workforce may not stay in one place over the course of their career . Companies like General Electric and Cox are spearheading various initiatives to make more immediate incentives to motivate their employees . Cox completed a survey around Millennials ’ hierarchy of needs and found they most wanted key development opportunities , more flexibility to work remotely , mentoring circles instead of one-on-one mentor relationships , and annual summits to engage and look at innovative ways to improve the workplace . General Electric has adopted a flexible work policy , permissive vacation policies instead of set time off , and a performance management culture with real-time evaluations replacing the staid annual review .
“ I don ’ t see Millennials as problematic ,” Hundley said , dismissing an oft-cited concern that Millennials are a detriment . “ I see how we train and develop new talent as problematic . We must also look at existing policies and procedures , and consider changes where needed .”
Anne Whitaker , Vice President , Counsel On Call , offered best practices and core competencies for struggling managers . “ Millennials want to be heard and to know the ‘ why ’ behind something that is asked of them ,” she said . “ There are different delivery mechanisms to get your message across and managers can take a proactive approach by listening actively and being self-aware .”
Lissiah Hundley , Executive Director , Diversity & Inclusion , Corporate HR-People Services , Cox Communications , Inc ., spends a lot of time ensuring all generations feel included and valued . Millennials are being recruited for and adjusting to a work culture with other generations who differ in workstyle . Technology is one such area where most millennials excel and she encourages employers to embrace their junior workforce . “ The Millennial [ generation ’ s ] use of technology
“ I have had clients tell me they would like to just fire all [ of their Millennial employees ],” Whitaker said . “ Obviously , law firms and corporate legal departments can ’ t take that approach . We must figure out how to work together and learn from each other .”
The four predominant generations found in the workplace , and particularly within law firms and corporate legal departments
18 THE ATLANTA LAWYER January 2016 The Official News Publication of the Atlanta Bar Association