The Pittsburgh Tribune-Review
'Millennial Generation' won't be much like baby
boomers
By Mary Pickels
TRIBUNE-REVIEW
Thursday, March 8, 2007
The days of loyalty to one employer, 60-hour work weeks and a willingness to pay some dues
before advancing may be coming to an end as baby boomers retire.
As employees born between 1943 and 1964 begin planning their exit from the work force, many
of their successors will come from the generation of 81 million born between 1982 and 2002.
Adept at multitasking -- often using iPods, Blackberries and laptops simultaneously -- the new
breed is used to moving at a fast pace.
In the workplace, they are going to expect responsibility, independence, creativity and respect.
They may express a preference for working in teams. Most expect to hold four to six jobs in their
lifetime.
They will want a voice in things that affect them, and they may request job sharing and
telecommuting opportunities.
And the onus will be on employers to satisfy -- or lose -- them.
"A lot of the way we have things set up in business does not work for this generation," Dr. Terri
Manning said.
Manning is associate vice president for institutional research at Central Piedmont Community
College, Charlotte, N.C. She also serves as director of the college's Center for Applied Research.
On Wednesday, she addressed the topic "The Millennial Generation: Blessing or Curse for the
Work Force" to an audience of area business people at Westmoreland County Community
College.
"The real challenge for business and industry," Manning said, "is managing a work force with
multiple generations, keeping them challenged and retaining the under-25s in a work force whose
structure and practices were based on baby boomer values."
Manning undertook the study of the millennial generation as the Central Piedmont Community
College's first research project, and has presented her program at dozens of national meetings,
businesses and community colleges.
"The millennials will pose new challenges and great opportunities for the work force," she said.
"Businesses that plan for and embrace them will reap great rewards."
Manning's words made sense to Jim Hodge, vice president of human resources at Redstone
Highlands, which offers a variety of housing choices for older adults.
Its three facilities employ hundreds, Hodge said, in various age groups and from entry level to
management.
One consideration is how to make entry-level positions more interesting, he said. Another idea is
development of a program enabling employees to try other career options within the Christian
nonprofit organization.
"We're looking more at life balance and lifelong learning," he said.
More job flexibility might be considered, Hodge said.
"Job sharing might be something we need to explore," he said.
This younger generation, Manning said, will likely average six to eight career changes.
With a "zero tolerance for delay," she said, they may be frustrated if a company's infrastructure
does not meet their expectations.
"Boomers saw the Web as a tool," Manning said. "For millennials, it's pretty much oxygen. ...
They never shut it down."
And whereas an older generation may have taken a supervisor's silence for approval, the
millennial generation will expect regular feedback.
They are also used to negotiating with parents and teachers, something employers may see as
arguing.
A "that's the way we've always done it" philosophy will not fly, Manning said.
A human resources professional for 30 years, Hodge said the younger generation does not lack a
work ethic.
"It's just different from mine," he said. "I need to respect that and understand it."
In the past, he said, a resume that included four jobs in a year and a half might have set off "job
jumper" bells.
Today, he said, it's not uncommon and may reflect a candidate who is moving around until he
finds something he likes.
Providing that opportunity, Hodge said, may help with employee retention.
Mary Pickels can be reached at mpickels@tribweb.com or 724-836-5401.