5 Things Millennials Want

It’s not surprising. HBR just noted that Millennials want the same thing other employees want -- the ability to work flexibly is in their top 5 criteria for a boss, a company and a learning experience. What do Millennials want? In a boss – one who is comfortable with a flex schedule. In a company – one that allows a blend of work and the rest of their life. In terms of what they can learn -- ‘self-management and personal productivity’. Together these are a 360 picture of the essence of flexible work: people can work in the way they work best – not at the expense of the rest of their lives, manage themselves, and managers are aligned with that approach.
 
"The makeup of the global workforce is undergoing a seismic shift. In four years, Millennials — people born between 1977 and 1997 — will account for nearly half the employees in the world." Jeanne C. Meister and Karie Willyard, writing in the Harvard Business Review ("Mentoring Millennials," May 2010) share the five characteristics Millennials want....

In their bosses:

  • Will help me navigate my career path
  • Will give me straight feedback
  • Will mentor and coach me
  • Will sponsor me for formal development programs
  • Is comfortable with flexible schedules

In their company:

  • Will develop my skills for the future
  • Has strong values
  • Offers customizable options in my benefits package
  • Allows me to blend work with the rest of my life
  • Offers a clear career path

To learn:

  • Technical skills in my aread of expertise
  • Self-management and personal productivity
  • Leadership
  • Industry of functional knowledge
  • Creativity and innovation

What the article also says is that Millennials have high expectations for their employers (we knew that) and that they set high standards for themselves. So their preference for flexible work is not about doing less, but about contributing a more efficiently and effectively. They have a ‘mobile lifestyle’. “Keep them engaged and they will be happy to overachieve for you.” (HBR, May 2010)

 
 

 

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