Generational Engagement Drivers, Part 3 of 3 – Millennials

After years of doing more work with fewer resources and rewards, a record number of employees are disengaged from their jobs. Companies are now implementing strategies to improve engagement, but most neglect to take generational differences into account. This costly mistake contributes to increased employee attrition and revenue loss. 

I have provided a three-part series that outlines the core engagement drivers specific to each generation. The first in the series offered strategies for engaging Baby Boomers. The second provided strategies for engaging Generation X. This last one covers the Millennial Generation. 

Millennials (born ca. 1982-2000) experienced educational and parental systems rich in praise. They are accustomed to and expect frequent encouragement and acknowledgement. Having grown up in a 24/7 world of global events and communication, they are motivated to solve large-scale problems and see blurred boundaries between work and the rest of their lives. 

To improve engagement in this generation, focus on strengthening Millennial attitudes toward:
  • Feedback & Growth – Do they perceive their supervisors as mentors who actively support and guide them in their careers?
  • Meaningful Brands & Work – Are they enthusiastic about their employer's impact on the world and the opportunities available to solve "real" problems?
  • Flexible Work – Does their work arrangement allow them to manage their professional and personal obligations fluidly?
For additional insight and strategies on this topic, register for my free September 19 webcast, Keeping High Potentials Engaged, hosted by the Human Capital Institute.

Amy Hirsh Robinson, Principal, 
Interchange Group
Workforce Strategies for the New Economy