There are currently 83.1 million members of the millennial generation living in the United States.  They are the largest American generation in history making up a quarter of the population (Bureau 1).  In recent years, millennials have made quite the splash when entering the workforce by evoking differing opinions of the work ethic, ambition, and entitlement of their generation.  Many have opposing views of the generation, but it is undeniable that job hungry millennials are here are not going anywhere.  Generational differences are no mystery to company leadership; the differences are usually addressed by the traditional expectation that new employees should assimilate to the norms of the workplace.  However, what if a generation is unwilling or unable to succumb to the traditional worker bee mold? More and more companies are discovering the answer to that question every day and they seem to mostly come to the same conclusion. The majority of US college graduate millennials thrive and succeed in the workforce when companies slightly adjust their management styles and accommodate to the unorthodox traits of millennials.

Stop. Give me a chance. Yes, I am a millennial and I think my generation is unique and needs attention in the work place.  I know the stereotypes surrounding millennials and their so called entitlement must be racing through your mind.  That said, I am asking you to open your mind to my claim because it affects you more than you may realize.  If you are currently in the United States work force, millennials are already working side by side with you.  Would it not make life easier for everyone if the new young employees conducted their work smoothly and productively? 

Before I delve into the characteristics of millennials, I must define the subset of interest.  The exact years of birth that classify one a millennial are not consistent between sources. However, this essay will define anyone born between the years 1990 and 2000 a member of the millennial generation. As a disclaimer, only about 25.7 million millennials possess the characteristics discussed in this essay because of the 83.1 million only 31% have a “bachelor degree or higher” (Levenson 3).    The reason we are focusing on this specific group of this generation is because they require additional attention. 

Due to the abundance of surveys conducted on social norms in recent times, researchers like Andrea Hershatter and Molly Epstein who are esteemed professors at Emory university, are able to assess if businesses need to address the generational differences of millennials. Hershatter’s and Espein’s published an article in The Journal of Business and Psychology where they provide “a framework for understanding the most compelling issues organizations face in their efforts to effectively incorporate the generation currently entering the work” (Hersshatter 2).  “Drawing on” their “experience as educators,” research, and surveys, Hershatter and Epstein concluded that if millennials are approached properly businesses will have the “ability to tap into” millennials “many abilities and talents” (Hershatter 3).  Furthermore, they were not the only researchers to find the millennial generation unique.

At the turn of the century, Karen Wey Smola and Charlotte D. Sut, researchers from Troy State University and Auburn University, also were curious about millennials. They conducted a study that collected data from over 250 surveyed individuals.  The Researchers then compared their findings to “similar study conducted in 1974” (Smola 1).  The study concluded that “generational work values do differ” (Smola 1). The generational differences between millennials and prior generations could potentially hinder productivity in the work place. The characteristics of the 25.7 million millennials are quite intriguing. 

There are a handful of characteristic that are generally accepted when describing millennials.  The most prevalent is their resistance to “social notions that they consider outdated in favor of progressive and innovative approaches” (Maull 1).  Some business management considers this a positive attribute and others a negative.  If the management style is based on linear systematic procedures to compete tasks, then progressive and innovative attitudes can cause problems.  On the contrary, if a manager views innovation as an increase in productivity, then an ambitions millennial may be the answer. 

An example of a company embracing the progressive innovation of millennials is General Motors.  In an interview, Senior Manager, Mark McKeen, explained why GM taps into millennials knack for innovation. He states that “everyone recognizes that we need innovative thinkers at every level of the business. That need for innovation has a tendency to create a startup-like culture” at GM.  McKeen has seen the benefits of the millennial’s innovation simply through how they have turned a car into an internet connected computer.  It is important to consider that GM would never benefited from the young employees if they had not allowed them to think freely and change the automotive industry forever.

Millennials crave constant feedback, praise, and reassurance.  They are the generation of instant gratification; if they know they succeeded in any level of task they expect to be recognized for the accomplishment.  Everyone likes to be recognized but “what is different is that according to popular literature and empirical research, Millennials expect communication with supervisors to be more frequent, more positive, and more affirming than has been the case with employees of prior generations” (Myers 5).  This need for constant communication causes some supervisors to feel as though they are codling their new young employees.  However, some companies have discovered how to use this characteristic to its advantage.

ShoppersChoice.com is ab online retail store for outdoor patio equipment and accessories.  CEO of the company, Corey Tsidale, has embraced millennials and currently 80% of his employees are millennials.  An article published this January provides insight to an interview with Tisdale.  He explains that the key is to “bring them into the process and involve them.” Is important to “make sure they understand what they do makes an impact,” then “they get excited, and when they get excited, they do good work” (Ourso 1).  Millennials look at their managers and bosses as coaches rather than dictators; this is different than many prior generations and allows room for constructive criticism.  

Millennials greatly value work-life balance and are attracted to companies that possess similar values to their own.  The central characteristic is that they “place a high value on their nonwork time, and thus are willing to sacrifice economic opportunity to preserve time away from work” (Levenson 7).  Evidence from studies started in the 1980s on work-life balance prove that employee’s attitudes are effective by how they view their work-life balance (Levenson 7).  Therefore, if companies cater to the work-life balance expectations of millennials, millennials with have a more positive attitude at work and produce improved results. 

A company that has realizes the benefits of providing a solid work-life balance to its millennial employees is an outdoors company called The Backpacker.  The Backpacker sees how it has attracts employees who value time in the outdoors.  In order to increase the goodwill of its employees, The Backpacker provides a nearly ideal work-life balance. The company tries to incorporate what its employees love to do into every day work and to wants its employees to “see The Backpacker as an extension of who they are” (Ourso 1).  For example, the company offers “opportunities to work outside the store, like giving kayak lessons” (Ourso 1).  In return, the company retains passionate employees who love what they do. 

  Millennials are ambitions and unarguably self-confident.  Surprisingly, those that possess these characteristics are often classified as entitled and self-centered.  Maybe there is some truth behind this claim.  Would it be so bad if millennials occasionally thought they deserve more?  Imagine a typical sales or marketing office where it is the first week for a 25-year-old worker; the young ambitions employee decides he wants to win back a huge client.  Therefore, he approaches his manager and explains that if he gets certain resources he can resign the client.  The millennial’s manager might instantly want to deny the request because the kid has to credibility. But if the manager ignores the outdated workplace norms and helps his new employee, then the confidence and drive of the 25-year-old may just make up for his lack of experience.  I know you are rolling your eyes right now because this situation is completely hypothetical. However, a centuries old university offers some validation.

Bentley University first opened its doors in 1917.  For several years now, Bentley has been looking for answers on the millennial generation through a project called PreparedU (PreparedU 1).  PreparedU is “a major initiative designed to shed light on” if millennials are prepared for the workplace “through market research” (PreparedU 1).  They have found that today’s work place looks “dramatically different” than it did three years ago because businesses are staring to learn how to optimize millennials.  PreparedU’s data shows that “if you sit down and talk to millennials, you can begin to understand that they actually just want to get better at what they’re doing” (PreparedU 1).  They are not entitled; they are hungry for success.  That said, the manager in my hypothetical situation has so much to gain if he lends a helping hand to his new employee.  

In the United States, College graduate millennials succeed when companies approach them differently and cater to their unique qualities.  Some may argue that the differences are just caused by the age gap between generations.  However countless research has confirmed that they are different and they have potential.  Businesses that have embraced new aspects of the workplace are reaping the benefits generated by the young generation.  Yes, change is scary. But if business leaders are truly dedicated to run a profitable business then they will all eventually see how impact full the young professionals can be.
