• David Singh

    Great piece Carina. I don’t think the work life balance component is just a Gen-Y issue.

    Feedback is another critical component to managing gen-Y. Their comfort and constant use of social networks makes them used to constant feedback.

    David Singh – VP Strategy & Operations at http://www.kiratalent.com

  • Scott Span

    Good points. As a GenY, I agree. Most of what you mention is also contained in our Top 10 Ways to Engage Millennials checklist ( http://goo.gl/gZCX0 ), including David’s point on feedback. I also agree that many of the things this generation “expects” are not that insane and are not just related to GenY and Millennials (1978-present).

  • John Bushfield

    Carina – You hit the essentials necessary to create a millennial friendly work environment. However, your observation that “Building trust with Millennials doesn’t have to be difficult when you understand what’s important to them and build a culture that dovetails with their view of work” strikes me as naive.

    Trying to implement even a few of those initiatives on a systemic level will be extraordinarily difficult in most organizational settings. Autonomy; recognition; interesting work; encouragement; career progression; work/life balance; most, if not all, companies are struggling with one or more of these cultural ingredients today, and thus far the results are far from positive. And this is in the context of the existing workforce; adding the millennial factor will probably polarize whatever adoption process that may have begun.

    The root cause of this reality isn’t all that mysterious, and can be summarized in one word: Resistance. It manifests itself in any number of ways, and trying to deal with it in a linear fashion will feel exactly like whack-a-mole.

    Underestimating the degree of difficulty associated with the Millennial invasion can result in devastating consequences. It requires a level of commitment and communication that very few, if any, organizations have understood and planned for.

    The good news for HR is the tremendous functional opportunity, for adding real value and demonstrating true organizational leadership, presented by this state of affairs. Smart practitioners who grasp the significance associated with this cultural change, which will impact every facet of business as we know it, will be in a position to make the kind of contribution that will guarantee them the kind of rewards and recognition many only dream of today..