Challenges in Hiring and Retaining Millennial Employees: Strategies for Success

Challenges of Hiring and Retaining Millennials

Hiring managers are going to have to work very hard to convince Millennials that the organization will provide chal-lenging assignments, surround them with fellow Millennials,offer helpful and constant feedback, treat them with the utmost respect, give them the flexibility to be with their families on important occasions and nurture them in an environment filled with increasingly diversified opportunities designed to help them succeed. This is no small task.

Most workplaces, quite frankly, are not designed to integrate the needs and preconceptions of successive generations of employees, each of which acts quite differently from its predeces- sors. The more wedded the workplace is to traditional organi-zation models (with their rigid vertical hierarchies) and training programs (with their school solutions to every problem), thetougher the task will be.

We have seen that large hospital organizations have a better track record in giving the appropriate level of gratification and additional training because this is close to their traditional cul-ture. However, the medical group practice organizations have  ot been as successful in making this transition. This is because those types of organizations are flat from an organizational perspective and are not terribly giving when it comes to additional training and education, which is why they experience a higher degree of turnover.

Among the newest generation, superficial issues such as tat-toos and overly suggestive attire are the most easily handled provided some rationale is offered as to why some forms of dress may be inappropriate in the presence of customers or clients. The bigger challenge is how to harness the skills, energy,attitudes and enthusiasm of entry-level Millennials for the good of the organization as well as the world.

Unfortunately, Millennials always want to start off as the president of the company and are not terribly patient when it comes to getting recognition. Further, they have no patience with fellow employees who in their mind are causing problems because they lack technical knowledge or are ignorant about new methods or ideas.With recent economic changes we have seen a stabilization
of Millennials. However, once we recover from our current eco-nomic issues, I believe we will again see movement with these individuals. One suggestion, offered by a number of training and development experts, is the use of “reverse mentoring” in which the young employees coach the old in the finer points of computer technology, viral marketing, cutting-edge design, ecosensitivity and the like. That approach not only takes advantage of Millennials’ unique skills, but also helps them become a contributor from day one. Reverse mentoring, in fact, can help turn “you-nique” into unique.

• Millennials require new orientation. The more firmly the organization is wedded to the rigid vertical hierarchies and training programs (with old school solutions), the tougher it will be to hire these techno-savvy people.
• They will need to be coached on team-building skills and will need mentoring on the importance of persuasion
in order to get organizational results.
• Millennials will need to be convinced that the organiza- tion will continue to progress in the technology arena and will offer them the chance to participate.
• It’s important to offer Millennials flexibility and respect in the work environment. Sometimes they are different in character, and older workers may need coaching in how to adapt to this new brand of employee.
• Millennials also require structure and challenges because they were raised in structured and scheduled environments.
• They are quick to move if they don’t feel they’re receiving enough organizational support. However, they can be very loyal if they feel the organization is trying to work with their perceived beliefs and challenges.