INDEX
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A
Accountability, of teams, 176
Advancement. See Promotion
Advice, of teammates, 161
Alternative job prospects. See also Turnover
awareness of, 147–148
Application process, parental involvement in, 43
Appreciation
for doing boring work, 69
need to feel appreciated and, 123
recognition and, 54
Attraction, dimensions helping to achieve, 169–170
Authenticity, of managers, 178–179
Authority
trust and, 60–62
unwillingness to defer to, 19–23, 57. See also Independence
Autonomy. See Independence
B
Baby Boomers. See Older workers
Belonging, to community at work, 157–158
Best, Millennials’ demand for, 27, 159
Boring work. See Repetitive work
Business cycle risk, retirement security and, 204
C
Career plans
face-to-face communication about, 112–113, 129–130
motivation and fulfillment of, 30, 31
Careers
communication about. See Communication
development and. See Development
earnings and. See Compensation; Earnings
flexible, 212–213
starting during a recession, 202–203
Children
by country, 221
in single-parent households, 213
timing of having, 211
Clubs, 173
Coaching. See Mentoring
Mentoring. See also See Feedback
Commitment, 133–167
leaving in spite of, reasons for, 140–145
leveling up and. See Leveling up
loyalty vs., 170–171
of older workers, 135–136, 159–160
reasons for, 134–135
relationships in workplace and, 157
wish to move up in organization and, 138–139
wish to stay with current organization and, 136–137, 199
Communication. See also Feedback
about career plans, 112–113, 129–130
about compensation, 46–47, 85, 86, 113, 129, 224
about development, 129
about performance appraisal, 20, 21, 112, 127, 129
authenticity of, 70–71, 178–179
breakdown of, 58–59
control over work assignments and, 58–59, 70
face-to-face, helping Millennials to see value of, 126–127, 191–192
face-to-face, Millennials’ preference for, 110–116, 191
nonverbal, importance of, 110–111, 112
open communication environment and, 19
proper methods of, 126–127, 191–192
two-way, 190
Community
contribution to. See Social responsibility
larger, connection with, 124–125
supporting building of, 173
at work, 157–158. See also Friends; Team
Compensation, 195–198. See also Earnings
adequate, 98–99
components of, 197–198
discussing with coworkers, 224
discussing with parents, 46–48
face-to-face communication about, 113, 129
financial concerns and, 89–93
information sources about, 85, 145, 195, 197
leveling up to improve, 146–149
managers and, 97
as measure of value and self-worth, 196–197
older workers and, 160
parental involvement in negotiations regarding, 44
paying the bills and, 89, 96, 188, 195, 196
as reason to leave organization, 144–145
retirement concerns and, 93–95
social responsibility and, 82–83
unacceptable, 144–145
underpaying or overworking and, 197
work demands and, 196
Competence, writing skills and, 32–33
Competencies, viii
Connections
with bosses, 122–123
face-to-face vs. through technology, 110
of managers with Millennial staff as people, 129
with organization as a whole, 124–125
with team members, 120–122
Connectivity
constant, 150
mobility and, 214
Continuous improvement, 28, 66, 150–151
Contribution
to community. See Social responsibility
extra work as, 35
of ideas, 19–20, 23, 39–40, 190–191
managers’ acceptance of, 39–40
to organization, Millennials’ desire to make, 33–35
Control. See also Independence
Millennials’ desire for, 57–59, 70, 184
overload and, 142
Councils, 173
Country differences
in belief that promotions should be based on tenure, 153, 154
in belief that quality of life will be higher than that of parents, 87, 88
in belief that standard of living will be higher than that of parents, 87
in concern about financial stability during retirement, 93–94
in contacting coworkers via social networking sites, 118–119
in desire to have overseas assignments, 80, 81
in disagreeing with supervisors, 20–22, 222–223
in discussing compensation with coworkers, 85, 86, 224
in effect of debt on career decisions, 90, 91
in expectation of working 9 or more years for one organization, 136–137
in interaction with friends via cyberspace, 106–107
in job levels, 219
in knowledge of viable career opportunities at other organizations, 146, 147
in living arrangements, 48–49
in marital status and children, 221
in Millennials’ gender, 220
in preference for working with a group vs. alone, 120, 121
in satisfaction with meeting goals for advancement, 154, 155
in sharing compensation information with parents, 46, 47
in support for parents receiving a copy of the offer letter, 44–45
Coworkers. See also Teams
discussing compensation with, 224
preferred manner of communicating with, 114
Criticizing supervisors, 19, 20–22, 223
Cultural change, in acceptability of expressing opinions to people higher up, 19–20
Cultural factors, living arrangements and, 48
Cyberspace. See Technology
D
Debt. See also Financial concerns
compensation and, 90–92
housing costs and, 90–92
student loans and, 90, 92, 99, 206
Dependence. See Neediness
Development
desire for, 66
formal plan for, 193
growing in position and, 151, 152–157
on the job, desire for, 28
leveling up to improve opportunities for, 150–151
manager’s face-to-face communication about, 129
motivation and, 30
opportunities for, providing, 162–163, 164–165, 181–182, 192–195
Disagreeing with supervisors, 20, 33, 222–223
Discussion. See Communication
Diversity, mentoring and, 174
Doing good. See Social responsibility
Doing well. See Compensation; Earnings
Drudgery. See Repetitive work
E
Earnings. See also Compensation
differences in, 205–206
starting a career during a recession and, 202–203
Echo Boomers, 2
Economic conditions. See also Financial concerns
decision to stay in current job and, 158
long-term effects of hardship on Millennials, 83–84
sabbaticals and, 195
starting a career during a recession and, 202–203
Economic development, living arrangements and, 48
Efficiency, technology and, 102–105
E-mail. See Technology
Engagement, dimensions helping to achieve, 169–170
Entitlement, sense of, 2, 11–40
desire to learn and develop and, 28
dislike of repetitive work and, 23–27
of older workers, 27
to say what they want, 18–23
work-life balance and, 12, 13–18
Exercise, lack of, 209–210
Expectations
of managers, clarity of, 27–28, 33
workplace, Millennials’ lack of concern about, 12
Extra work, as contribution, 35
F
Facebook. See Technology
Face time
interacting through cyberspace vs., 107, 110–116, 126–127
working off-site vs., 185–186
Families. See also Parents
delaying formation of, 211–212
flexibility and, 15, 80, 186–187, 214–215
keeping in touch with via technology, 105
single-parent, 213
two-career, 213
women and, 214
Feedback. See also Mentoring
desire for, 53–56
immediate, 55
manner of providing, 189
Financial concerns. See also Debt; Economic conditions
compensation and, 89–93, 195, 196
help with, from managers, 99–100, 199
housing costs and, 48, 49, 90–92, 99
stress due to, 210–211
Financial hardship, 2
Flexibility
debt as constraint on, 92
face time vs. working off site and, 16–17
families and, 15, 80, 186–187, 214–215
independence and, 64–66
sabbaticals and, 194–195
at work, 31–32, 36, 59, 62, 64–65, 92, 150, 185, 211–215
working off site and, 16–18
Flexible careers, 186–187
Friends, 172–173
coworkers as, 117–119, 157–158
importance of, 105–106, 110, 117–119, 127, 130, 135, 136, 172
keeping in touch with via technology, 105, 126–127
opportunities to make, provided by managers, 130, 172–173
Fulfilling work. See Work-life balance
G
Gender. See also Women
by country, 220
social responsibility and, 75
wish to move up in organization and, 138
Generalizations, 6–7
Generation Z, 215–216
Gen Xers. See Older workers
Gen Y, 2
Global assignments, 79–81, 97, 98
connection with organization and, 124–125
Goal orientation, 66
Goal setting, by managers, 178
Good corporate citizens. See Social responsibility
Grammar, 32–33
Great Recession of 2007-2009. See Recessions
H
Happiness
of Millennials vs. older workers, 56
Hard work, 16
Headhunters, contact from, 147–148
Health trends, 207–211
Helping team members, 121–122, 174–176
High performing employees, 32, 178
High tech. See Technology
Hiring process, parental involvement in, 44–46
Hobby groups, 130
Home life. See Work-life balance
Hours of work, 28–30. See also Work-life balance
entitled feeling and, 11–12
feeling overworked and, 29
long, willingness to work, 15–16, 28–30, 37, 39, 120, 160, 186–187
older workers’ expectations for, 159
parents’ complaints about, 44
work-life balance and, 29–30
Housing costs, 99
compensation and, 90–92
living arrangements and, 48, 49
I
iGen, 215–216
Improving work processes. See Work processes
desire for control and, 57–59, 70
flexibility and, 64–66
goal orientation and, 66
interest in work and, 24
neediness and, 57
trust in organization and, 59–63
Instagram. See Technology
Instant messaging (IM). See Technology
Interest groups, 173
J
Job levels, by country, 219
Job search, parental involvement in, 43
L
Learning, development and. See Development
to achieve better work-life balance, 149–150
for better compensation, 146–149
for better development opportunities, 150–151
for better promotion opportunities, 152–157
to find a community at work, 157–158
Life outside work. See Work-life balance
Loans. See Debt
Lower level employees, speaking up by. See Communication
Loyalty, commitment vs., 170–171
M
Management
improving quality of, 161–162
Managers. See also Supervisors
acceptance of employees’ expressing opinions, 23, 39–40, 190–191
adequate compensation and, 98–99
allowing Millennials to use preferred technology and, 128–129
appreciation shown by, 38, 69, 177–178
attitude toward flexibility, 16–18
authenticity of, 178–179
balancing workplace demands and employee capacity and, 38
clarity of expectations of, 27–28, 33
clearly stating what you can and cannot do for employees and, 166
coaching by. See Feedback; Mentoring
communication by. See Communication
compensation and, 97
connecting with Millennial staff as people, 129
connections with, 122–123
discrepancy between what Millennials want and experience and, 123–124
emerging technology and, 182
encouragement of mentoring by, 173–174
face-to-face communication with Millennials, 129–130, 191
feedback from. See Feedback; Mentoring
goal setting by, 178
good, Millennials’ idea of, 122, 223
helping Millennials to see value of face-to-face communication and, 126–127, 191–192
help with financial concerns from, 99–100
impact on direct reports, 177
improvement of processes by, 38
improvement of work-life balance by, 184–188
improving quality of management and, 161–162
inability to offer a promotion, 156
making work meaningful and, 183–184
mentoring from. See Mentoring
Millennials’ expectations of, 16
minimization of repetitive work by, 38
opportunities for development provided by, 162–163, 164–165, 181–182, 192–195
opportunities to engage outside the workplace provided by, 97–98, 181–182
opportunities to make friends provided by, 130, 172–173
parental involvement and, 68–69
provision of interesting and stimulating work by, 180–182
reasons to be concerned about employees’ stress and, 141–142
social responsibility and, 76, 97
support and independence and, 69–70
supporting effective teams, 174–176
technology to reduce drudgery and, 105
trustworthiness of, 70–71, 144, 178
workload spikes created by, 187–188
Marital status, by country, 221
Meaningful work, 183–184
diversity and, 174
encouragement by managers, 173–174
formal programs for, 173–174
by teammates, 161
Millennials, definition of, 2
Mission, belief in, 77
Mobility, connectivity and, 214
Money. See Compensation; Earnings; Economic conditions; Financial concerns; Housing cost
Motivation
compensation and, 84–85
intrinsic, to work, 84
reasons for, 30–31
routine work and, 26
social comparison and, 84–88
N
Neediness, 41–71. See also Entitlement
desire for frequent feedback and, 53–56
desire for mentoring and support and, 51–52
goal orientation and, 66
independence and, 57–59
parental involvement in Millennials’ work life and, 42–51
NetGen, 2
Obesity, 207–209
Older workers, 4
commitment of, 135–136, 159–160
discussion of compensation with others by, 47, 95–96
entitlement sense of, 27
expectations for hours of work, 159
expression of opinions to people higher up by, 20
flexibility and, 65
greater breadth of experience of, 96, 159
happiness of, 56
perception of differences from Millennials, 36–37
retirement savings of, 204
routine work and, 24
similarity to Millennials, 7–8
socializing with coworkers and, 118
technology use by, 108–110, 127
wish to move up in organization, 139
writing skills and, 32
The One Minute Manager (Blanchard and Johnson), 55
Opportunities, 188–198. See also Development; Promotions
attraction, engagement, and retention and, 169–170
connection with organization and, 124
for feedback and communication, providing, 189–192
as reason for leaving organization, 158–159
Organizational level
routine work and, 24–26
socializing with coworkers and, 118
Organizational politics
Millennials’ perception of, 226
minimizing, 161–162
as reason to leave organization, 143
Organizations
hierarchies in, 22
social responsibility of, 75, 77–78
team as, 120
trust in, 59–63
Outsourcing, 180–181
Overload
control and, 142
as reason to leave organization, 141–142
reducing to enhance retention, 163–164
P
Parents
involvement in Millennials’ work life, 42–51, 67, 68–69
Millennials living with, 48–50
social comparison with, 87–88
Pay. See Compensation; Earnings
People. See also Coworkers; Families; Friends; Managers; Older workers; Parents; Relationships; Supervisors; Teams
attraction, engagement, and retention and, 169–170
Performance appraisal
face-to-face communication about, 112, 127, 129
parental involvement in, 46
of soft skills, 17
willingness to discuss with supervisor, 20, 21, 222
Personal interests, time for. See Work-life balance
Politics. See Organizational politics
Post-Millennials, 215–216
Profession, feeling of belonging to, 157
Progress. See Promotions
Promotions
desire to move up and, 33–34, 36, 138–139, 192
escaping current position and, 140–145. See also Leveling up
inability to offer, 156
leveling up and. See Leveling up
merit and, 153
moving on to next position and, 194
speed of attaining, 154–156
time as prerequisite for, 152–154
wish to stay with current organization and, 136–137
Punctuation, 32–33
R
Recessions
long-term effects on Millennials, 83–84
retirement savings and, 204
starting a career during, 202–203
Recognition and rewards. See also Appreciation
importance of, 124
Recommendations, contributing to the organization, 33–34
Relationships. See also Coworkers; Family; Friends; Managers; Parents; Supervisors
with coworkers, 117–119
medium for, older workers vs. Millennials and, 126–127
mentoring. See Mentoring
recognizing that managers and employees can learn from one another and, 68, 128
social, technology and, 105–108
with team, 120–122
Repetitive work
appreciation for, 69
clarifying business reasons for, 180
dislike of, 23–27
eliminating or reducing, 37
minimizing, 179–180
outsourcing, 180–181
reducing by using technology, 102–105
Retention
compensation and, 197
development opportunities to improve, 163, 164–165
dimensions helping to achieve, 169–170
providing conditions facilitating, 163
reasons for turnover and, 140–145
repetitive work and, 24
Retirement, 99
concern about, 93–95
reduced economic security in, 203–205
Retiring the Generation Gap (Deal), 51
Rewards. See Appreciation; Recognition and rewards
Routine work, 24–26. See also Repetitive work
S
Sabbaticals, 194–195
Salary. See Compensation; Earnings
Saving the planet. See Social responsibility
Saying whatever they like. See Entitlement, sense of
Sedentary lifestyles, 209–210
Shared values, between Millennials and organization, 124, 199
Singleness, career flexibility and, 212–213
Skepticism, about organizations, 2
Skype. See Technology
Smartphones. See Technology
Social comparison, motivation and, 84–88
Social networking. See Technology
Social outcomes, positive, 183. See also Social responsibility
Social responsibility, 73–100
compensation and, 82–83
connecting work to, 183–184
teams and, 96
volunteering and, 74–75, 183–184
Societal shifts, 211–215
Soft skills, evaluation of, 17
Spelling, 32–33
Stereotypes of Millennials, 2, 3
Stress
financial, providing help for, 99–100
future increase anticipated in, 210–211
reasons to be concerned about, 141–142
workload and, 164
Student loans, 90, 92, 99, 206
Study respondents, 3–5
Supervision, of teams, 175
Supervisors. See also Managers
concern for employees’ well being, 123, 135, 136, 143–144
disagreeing with, 20, 33, 222–223
mentoring by. See Mentoring
Millennials wish to move up in organization and, 138
preferred manner of communicating with, 114–115
support from, 52
willingness to discuss performance appraisal with, 20, 21, 222
Support
desire for, 51–52
of independent action, 68
lack of, from bosses, 123–124
from team, 120
in teams, improving, 175–176
Survey data, 3–4
T
Tablets. See Technology
Teams. See also Coworkers
accountability of, 176
advice and mentoring from teammates and, 161
alignment of, 175
connecting with, 120–122
improving trust and support in, 175–176
making recommendations to, 33
mentoring and feedback and, 67–68
as organization, 120
providing resources needed by, 176
self-leadership of, 175
social responsibility and, 96
trust and support in, 175–176
working together to eliminate or reduce repetitive work, 37
working together to find solution to feeling overburdened, 37–38
Technology, 101–110
connectivity in personal lives and, 214
emerging, allowing use of, 182
face time vs. flexibility and, 16–17
feedback availability and, 53
latest, Millennials’ desire for, 102
new, advantages of using, 128–129
new, proficiency with, 2
newfangled, 114–115
older workers’ use of, 108–110
over-reliance on, 108–110, 127
preferred, allowing Millennials to use, 128–129
reduction of drudgery and saving of time by using, 102–105
shifting of workload to others by use of, 103–104
social comparison using, 85, 87
socializing using, 105–108
work during personal time and, 29
Texting. See Technology
Time
as basis for promotions, 152–154
insufficient, for development, 151
saving by using technology, 102–105
Trust
earning of, by managers, 61–62
of employees by managers, 178
feeling trusted and, 178
managers’ trustworthiness and, 70–71, 144, 178
in organization, 59–63
outside the workplace, 63
of people with authority, 61–62
in teams, improving, 175–176
Turnover. See also Alternative job prospects
U
Unemployment, long-term, Great Recession of 2007-2009 and, 83
Uninteresting work. See Repetitive work
Unnecessary work. See Repetitive work
V
Values, shared, between Millennials and organization, 124, 199
Video games. See Technology
Volunteering, company sponsored, 74–75, 183–184
W
Women. See also Gender
Millennial, 214
Work
hours of. See Hours of work
interesting and stimulating, 31, 179–182
interruption of life by, 15–16, 18, 164
making meaningful, 183–184
repetitive. See Repetitive work
Work assignments
attraction, engagement, and retention and, 169–170
Work demands, compensation and, 197
Work-life balance
entitlement sense and, 13–18
face time vs. flexibility and, 16–18
feeling of entitlement to, 12
improving to enhance retention, 163–164
leveling up to improve, 149–150
managers’ contribution to, 39, 184–188
organizationally sponsored programs for, reluctance to make use of, 18
as reason to leave organization, 141
variation across countries, 14–15
Workload, smoothing out spikes in, 187–188
Workplace expectations, Millennials’ lack of concern about, 12
Work processes
encouraging improvement by Millennials, 180, 181
improvement by managers, 38
World Leadership Survey, 2
World outside the office. See Global assignments; Social responsibility
Writing skills, 32–33