By Marjorie Clifton
"Millennial" has become a buzzword, but do its users really know what it means?
The issues we face in the workplace are less about the generations and more about the use of technology for communication. The behavioral differences are principally determined
by one defining factor: whether or not someone has used Web-based technology for communication since childhood.
This definitive difference has been astounding in the way it has affected the attitudes and expectations of a young generation of employees. These young professionals have
never known days without instant news or Google. Some have never sent a handwritten letter by mail. How can they learn to connect with their supervisors and clients when they are
not only using different modes of communication, but are culturally speaking a different language?
In my previous article (see PRN 12-10-07) I posed a simple business dilemma: Change or die. Businesses must learn to communicate to young employees and consumers. But in almost
all industries, there is still tremendous value that comes from traditional ways of communicating, and a lot can be lost in technology translation. This means that leadership in
most organizations must find a way to relate to and manage this young group. Adaptation must also occur on the part of the young.
Successful organizations will be those that have redefined their office culture so that it crosses the generational barriers. Here are some issues to consider:
1. Lack of Professionalism: Social media and instant communication channels have created a new language of acronyms and slang that imitate casual conversation style. These
forums have also created a false sense of familiarity that alter the way we engage with those who would otherwise be distant acquaintances. In addition, the wave of business
casual attire in the workplace has furthered this relaxed environment. I have seen flip-flops at professional networking events and witnessed interviewees telling stories of their
worst hangovers. The younger generations don't always have a clear picture of the line between personal life and professional life.
Questions: Is the trend in casual work environments creating less professional workplace behavior? Is it setting the desired tone and example for your company image?
2. Overconfidence: There is no question that the young entering the workforce bring a new level of new media knowledge. This puts them at a tremendous advantage in the age of
cyberspace business and earns merit very quickly in the workforce. But there is a danger in believing that advanced skills in one area translate to skills in all areas. Knowing
what you don't know is often as powerful a tool as knowing what you do know. Under-promising and over-delivering is a far more effective tactic than falling short because you are
in over your head.
Questions: Are you clearly defining the roles and expectations of your young professionals? Are experienced professionals taking the time to share the lessons they have learned
over time in the field?
3. Appropriateness: The irreverent humor of today's TV shows (even the mainstream media) has created a new precedent for the ways we talk about issues and what is acceptable
subject matter. How does this irreverence apply in a professional setting? There are professional and legal implications--especially in an age in which all of our communication is
documented with technology.
Questions: Does the leadership of your organization set and follow protocol as it pertains to appropriateness of content and behavior? Is your staff educated on the legalities
surrounding information exchange?
4. Need for Constant Feedback: In the old days, professional critique came from managers in the form of an annual or biannual review. This is not enough for a group accustomed
to everything being automatic. I lose my log-in and password for a Web site? No problem--one e-mail and I have regained access in under a minute. I want a price estimate on my
used car? Fill out a questionnaire and receive an instant rating and price. Why shouldn't it be the same in the ambiguous workplace? Maybe employers are getting what they need
from the younger generations--if that is the case, say so.
Question: Is there consistent mentoring and coaching in the workplace that gives employees direction and defines success in their jobs?
5. Unrealistic expectations: Flex time, fringe benefits, working remotely, lunch breaks at the gym and six-figure salaries--we would all love the promise of a perfect job, but
any career is going to have its positives and negatives. In a recent interview, a newly graduated job candidate stated that she didn't expect to stay in any position very long.
She would keep moving until she found the ideal job. When I asked her to define "ideal job," she responded, "a very high salary and anything that fulfills my every interest in
life and allows me to work on my own schedule." Funny, wouldn't we all like that position? There's a reason we call our professional lives "work."
Question: Are we showing appreciation for employees' work/life balance and setting realistic expectations for their job performance?
6. Poor Interpersonal Communication Skills: I frequently hear stories of issues that have been elevated or misread in e-mail or online, when a simple face-to-face discussion
would have saved hours or days of repair work. Before technology, business was done in person. This fostered stronger connection between individuals. By communicating solely
through technology, Millennials are missing the opportunity to connect on a deeper level with others. In the workplace, they are not fully expressing their ideas or making a
memorable impression by being physically seen and heard.
Question: Are we teaching young people the values and skills needed to be effective communicators offline? PRN
CONTACT:
Marjorie Clifton is a senior communications consultant. She can be reached at [email protected].