Millennials Workforce: A Case Study

Millennials (named also generation “Y”) Workforce has lately become one of the top topics considering organizations with diverse group of generations workforce especially if the population of this generation is remarkable in the organization and offer it significant achievements.
Some demographers and researchers consider Millennials, born between the early 1979 to the mid-1990s, as magical generation with common characteristics that have a unique influence across organizations and industries (Shih Yung Chou, 2012). On the other hand, Espinoza and Ukleja define Millennials as a generation born between 1982 to 2001 with high desire for autonomous work-life balance, high sense on recognition and rewards, self-expressive, high self-expectation,

From this perspective, one can expect that Millennials, as co-workers, will utilize a two-way communication approach and emphasize the importance of having mutual relationships with workmates and are willing to share information. Moreover, according to previous research, Millennials expect to communicate with their supervisor openly and frequently (Gursoy et al., 2008; Martin, 2005) and to maintain strong relationships with supervisors (Jokisaari & Nurmi 2009; Martin 2005). According to Ng et al., Millennials value feedback from their supervisors, as this is not only indicating of praising the good job delivered, but it also enables them to hear about how they can make it even better (Ng et al.,

Hence, the access and interpretation of any information would be handled smartly. For example, according to many researchers, Millennials are improbable to accept organizational policies and information on a ‘‘need-to-know basis”, Millennial feel that they are required to be kept in the loop of information (George 2008). To stress on this point, Debevec has stated in his research that Millennials grew up in the era of information revolution (Debevec et al.,2013). Hence, Technology has shaped the way Millennials gather information, obtain knowledge and socialize (Debevec et al., 2013; Taylor & Keeter, 2010). On the other hand, Millennials also value the information shared by either their supervisors or teammates in terms of development, training, and mentoring. Holt, et al. have highlighted that Millennials were brought up valuing structure, direction, explanation, and engagement and these elements could be incorporated into mentor/mentee relationships to help develop and retain Millennials (Holt et al, 2012). Beside the mentorship and coaching, Millennials are willing to learn also through job exposure and challenge situations. As stated by Hershatter & Epstein, Millennials are keen to put in the extra effort and work hard in their role if they feel that they are cared for and being challenged in their role (Hershatter & Epstein, 2010).