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            We have hundreds of articles to help you become more successful in your workplace. Below are the most popular topics. For even more go to the articles main page


            What's So Different About Managing Millennials?

            Check out the book on the British Amazon site Check out amazon for complete information on the print edition In Canada? You can get this from within the country via amazon.ca The Kindle version can save you tons of money, and you can read it on almost any device with the free reader software Buy the PDF from us and save BIG. And, yes you can print it out or view it on a screen.

            Managing Millennials Different Than Managing Employees From Other Generations?

            It's easy to stereotype generations, because it makes some intuitive sense that people born in different time chunks would have different skills, experiences and attitudes.

            The common wisdom about generations suggests that the different generations - gen-x, gen-y and the malignly generation are different, and thus need to be managed differently.

            Is that true? Let's look at some of the suggestions offered up by so and so, about how to manage employees from the malignly generation.

            Advice Offered Up On Millennials

            Susan Heathfield, in an article entitled 11 Tips for Managing Millennials, puts forth eleven supposedly actionable suggestions to get the most out of our at the moment, youngest workforce generation.

            And, as you'll see, they sound good. Then if you go through them one by one, and think a bit, you might notice that the tips are in fact applicable to any generation. Let's look.

            Provide structure

            No employee can operate without structure, regardless of age or generation. Structure involves understanding the parameters of one's job, how it fits in to the greater scheme of things, and knowing what one is supposed to do, and when.

            Provide leadership and guidance

            Long before millennials were born, the importance of leadership, and the role of leaders to guide those that follow has been both discussed and ana lysed. Certainly, nothing here specific to millennials

            Encourage their self-assuredness, "can-do" attitude, and positive personal self-image

            We've known forever that undermining the confidence of employees -- any employees, and creating a "can't do" attitude will destroy employee performance. It doesn't matter if it's for generation x, generation y, or any other generation.

            Take advantage of the their comfort level with teams and encourage them to join

            Over the last thirty years (again, since before millennials were born) we've moved to workplaces where employees are inter-twined and inter-dependent. In fact, being a "team player" has been on many job recruitment and job descriptions for many more decades than there have been millennials

            Listen to them

            Right. It's only millennial employees who need to be listened to and heard?

            Provide a challenge and change

            Again, there's nothing new, or at least not much. Understand that having challenges to combat work boredom is important across the board. It IS more important now, because our society has changed, and not because millennials prefer challenges and change more than any other generation.

            Allow them to multi-task, and work on several projects at once

            This is more of a stereotypic approach than anything else, but there IS some value in understanding that as one gets older (this is age related, rather than generation related), our cognitive ability to do multiple things gets worse. But then again, consider that the current research on multi-tasking says that brains don't do it. And they don't.

            Take advantage of their computer, cell phone, and electronic literacy

            Well, true, but hardly earthshaking. One might as well say that we should take advantage of each employee's strengths, since individuals differ. Isn't that the basic principle of managing anyone?

            Capitalize on their affinity for networking

            Maybe that is a characteristic of millennials. But are there introverts and extroverts in the malignly generation, just as there are in any other generation? Do all millennials love to network?

            Provide a life-work balanced workplace

            As compared to working employees from other generations into the ground? In fact, the work environment has changed, and people from all generations would LOVE to have a better work-life balance. But the truth is that we're losing the battle anyway, again for all employees, who are now expected to be technologically available, if not 24/7, close to it.

            Provide a fun, employee-centered workplace

            So, let's provide a boring, authoritarian work environment for the gen-x's and gen-y's? Of course not.

            Conclusion: Managing Millennials Not Much Different Than Managing Other Generations

            Susan's "tips" aren't bad at all. The fact that they are presented in a way that suggests they are specific to one generation is a bit problematic, because it perpetuates a stereotype that helps us think that different generations need to be managed differently.

            Good management works across generations, and here's the bottom line.

            Forget about generations. Manage each employee based on his or her strengths and weaknesses, and stop trying to categorize your employees into boxes. After all, you don't manage millennials. You manage people -- individuals like Tom, and Sally, and George, who come with their own individual attitudes and skills.

            About Company

            Bacal & Associates was founded in 1992. Since then Robert has trained thousands of employees to deal with angry, hostile, abusive and potentially violent customers. He has authored over 20 books on various subjects, many published by McGraw-Hill.

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            Robert Bacal

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            • Training sessions should ALWAYS be customized to fit YOUR context.
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            • Fees should be reasonable, fair, and flexible to fit different budgets.
            • The only way to further success is to challenge the existing "wisdom" through critical thinking and basing our services and books on a complex reality.

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