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The challenge of integrating Millennials

“Millennials don't want to be managed, they like to be led, coached and mentored. This generation is on fire and ready to go."  (Farshad Asl).

Our organisations often undergo change we don’t even plan for, for example political and economic swings can take us by surprise.  One of the biggest ongoing changes we face is the composition of the workforce; the Millennials generation is even larger than the “baby boom” generation according to some. The question is, does it matter?

According to a report from PWC (“Millennials at Work: Reshaping the Workplace”), Millennials already form 25% of the workforce in the U.S. and account for over half of the population in India. By 2020, Millennials will form 50% of the global workforce. As well as changing the cultural tone of the organisations they work with, they are critical as a generation because they will be the economic support for an increasingly larger older generation as life expectancy increases. Integrating Millennials effectively is becoming a crucial aim for many organisations.

Attraction and retention of this age group is more of a challenge as their underpinning  value system show indications of being different from older generations. Hence Millennials may be looking for something different from the traditional factors looked for in a good employer. The last thing we want in our organisations is an increased turnover rate from employees unhappy with their role and looking for alternatives. Not only does this churn cost a huge amount of money, it disrupts teams, departments, and even whole cultures. Clearly, we all want a happy stable workforce.

integrating millennials

Millennials bring a fresh perspective to many of our traditional organisations. Fresh can be challenging, and fresh can be good.


So, there is the sobering side of the situation. There is a brighter side too.

I have had the privilege of working on several major bids for Construction and Facilities Management work in both the public and private sectors, and the marked change over recent times has been the growing demand for suppliers to demonstrate clear evidence of social involvement and robust Corporate & Social Responsibilities (CSR) policies. Winning contracts is increasingly dependant on showing an evidence based social conscience. In the way that showing evidence of insurance, or recruitment and training policies, has become the norm, evidence of social impact is likely to become a prerequisite even in smaller contracts across a whole host of industries.

integrating millennials

Mark Miller is MD of Goodfoot, and author of 'Hamsters Can't Dance' -  a tongue in cheek look at management challenges.

I have personally found that the Millennials generation is much more comfortable with this demand, and evidence from values surveys seems to suggest that Millennials tend to look for a large element of social responsibility ethics in organisations they join. If a key element of their value system is social involvement, then incorporating Millennials in activities which can then support work-winning could be quite a boom for organisations starting to face this demand from their prospective clients. Perhaps CEOs could think of appointing Millennials to help run CSR activities right from the point they join the organisation?

This arena of social contribution could be something that Millennials could significantly help us all with. In the next blog I’ll cover areas that experienced folk in our organisations can help Millennials with, in the meantime feel free to download our free e-book on Millennials using the link below.


Click  here for your free Millennials video & e-book