1. Introduction
Managing in the 21st century has become more challenging than ever. In recent years, there has been an increasing focus on managing Millennials. By the year 2020, it has been estimated that Millennials would comprise of half the global workforce (PricewaterhouseCoopers, 2011). However, two of every three Millennials are expected to leave their current organisation by the year 2020 (Deloitte, 2016). Hence, it is crucial for managers to overcome the challenge of managing Millennials and retaining them to build a skilled workforce in their organisations.
It can be hypothesized that managers could do more to motivate and retain Millennials in their workplace. In this report, we will be investigating the above hypothesis based …show more content…
Managing Millennials Theoretical Evidence
2.1 Management Challenge in Managing Millennials
Tammy Erickson highlighted 10 talent-management challenges in the 21st century. One of them is designing talent management practices to attract and retain Millennials. Managers that successfully motivate the Millennials would have a higher likelihood of retaining them. Hence, it is important to understand Millennials and their work values to motivate them accordingly.
2.2 Understanding Millennials as a …show more content…
3. Managing Millennials Interview Findings
3.1 Interview with a Millennial Manager
The first interviewee is Li Zhen who is an Assistant Vice President (AVP) working in one of the local banks. As requested, we will be keeping her organisation confidential.
Li Zhen perceives Millennials to be loud and straightforward. She also feels they need more guidance at work and may shirk responsibility when things go wrong. Nevertheless, she mentioned that Millennials in her team are very willing to work overtime up to late hours. However, she pointed out that the motivation behind them working overtime could be either due to sheer dedication or monetary incentives. Other traits about Millennials that she highlighted include inexperience, high adaptability and need for visibility by management.
Li Zhen highlighted that her department has extremely motivated Millennials and unmotivated ones. Li Zhen shared that she helps and motivates the motivated Millennials more. On the contrary, she admitted due to biasness, she does not do the same to the unmotivated
Managing in the 21st century has become more challenging than ever. In recent years, there has been an increasing focus on managing Millennials. By the year 2020, it has been estimated that Millennials would comprise of half the global workforce (PricewaterhouseCoopers, 2011). However, two of every three Millennials are expected to leave their current organisation by the year 2020 (Deloitte, 2016). Hence, it is crucial for managers to overcome the challenge of managing Millennials and retaining them to build a skilled workforce in their organisations.
It can be hypothesized that managers could do more to motivate and retain Millennials in their workplace. In this report, we will be investigating the above hypothesis based …show more content…
Managing Millennials Theoretical Evidence
2.1 Management Challenge in Managing Millennials
Tammy Erickson highlighted 10 talent-management challenges in the 21st century. One of them is designing talent management practices to attract and retain Millennials. Managers that successfully motivate the Millennials would have a higher likelihood of retaining them. Hence, it is important to understand Millennials and their work values to motivate them accordingly.
2.2 Understanding Millennials as a …show more content…
3. Managing Millennials Interview Findings
3.1 Interview with a Millennial Manager
The first interviewee is Li Zhen who is an Assistant Vice President (AVP) working in one of the local banks. As requested, we will be keeping her organisation confidential.
Li Zhen perceives Millennials to be loud and straightforward. She also feels they need more guidance at work and may shirk responsibility when things go wrong. Nevertheless, she mentioned that Millennials in her team are very willing to work overtime up to late hours. However, she pointed out that the motivation behind them working overtime could be either due to sheer dedication or monetary incentives. Other traits about Millennials that she highlighted include inexperience, high adaptability and need for visibility by management.
Li Zhen highlighted that her department has extremely motivated Millennials and unmotivated ones. Li Zhen shared that she helps and motivates the motivated Millennials more. On the contrary, she admitted due to biasness, she does not do the same to the unmotivated