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They might seem like the young and carefree crowd because they range in age from 18 to 34, but millennials are actually settling down with careers and homes and families these days. In fact, this age group is already starting to have a really overwhelming presence in the job market. Within the next five years, the people we call millennials who were born between the years 1980 and 2000 will make up three-quarters of the world’s working nation. 

 

This is a substantial number and worth paying attention to. As older employees retire or get intimidated by technology, younger employees will become more and more prominent, which means that employers will need to be aware of the best ways to manage and motivate them in order to keep their companies current and profitable.

 

Just like every generation that came before them, millennials have specific cultural proclivities that directly influence what motivates them in the workforce. To get the best performance from millennial-age staff, managers need to acknowledge this and adjust their expectations and their management approaches accordingly.

 

If they are known for anything, millennials are known for being the type of people who are confident, ambitious go-getters. This means that any job they take will need to provide a clear path and direction so they aren’t just staying stagnant in the same job forever. Nothing is less attractive to a millennial than the idea of not moving ahead. Encourage advancement in the workplace by promoting from within and offering training in new positions. 

 

Growing up with computers and the internet means millennials have very little patience because they haven’t had to wait for their information or entertainment. It’s just a way of life, they are used to accessing things on the spot. This means short-terms goals with visible outcomes are very appealing to them, but that doesn’t mean they don’t still need guidance or a gentle push in the right direction. 

 

Having ambition and talent is not the same as knowing what field you want to pursue. It is the manager’s job to see the best in each of their employees and then maximize that potential, helping them excel as well as getting the most out of each person. It’s a win-win. In addition, being a mentor means helping future generations of managers to carry on good work habits.

 

Trusting and empowering millennial employees is far more favorable than being a micromanager. If you want your employees to stick around, then set a good example, explain clearly what your wishes are for a project, and then step back to let them take it from there. Show them you trust their judgment and work ethic if they give you no reason not to. 

 

People need to feel validated and empowered so they can have continued confidence to succeed. Provide regular feedback so they know how they’re doing and have regular check-ins so you are on the same wavelength. In addition, you should always make sure people can come to you with new ideas and then give them recognition if you decide to use them. 

 

Millennials look at work culture and benefits very closely and eagerly research online company reviews from both the former and current employees’ points of view. In addition to having a worthwhile compensation package, it helps to have added perks like flexible hours and various relaxation spaces for employees to take breaks.