PROFESSIONAL DEVELOPMENT
tasks must have deadlines set by both the manager and the employee together. Meetings should have agendas and minutes. Certain activities are scheduled every day and goals are clearly stated with progress assessed. Defi ne assignments and success factors and clearly defi ne the expected working hours including some after hours and weekend responsibilities.
Provide leadership and guidance: Millennials want to look up to you, learn from you and receive daily feedback from you. The democratic leadership style is still very eff ective. They want to be informed and know the company status. Plan to spend a lot of time teaching and coaching and be aware of this commitment to millennials when you hire them. They want your best investment of time toward their success.
Encourage the millennials’ self-assuredness attitude: Millennials are ready to take on the world. Their parents told them they can do it and they believe it. Encourage them. Do not squash them or contain them. Give them more responsibilities but with guidance.
Take advantage of the millennials’ comfort level with teams: They have been working in groups and teams since they were very young and they have experienced team success. Millennials choose to gather in groups in their personal lives, too.
Listen to the millennial employees: Your millennial employees are used to loving parents who have scheduled their lives around the activities and events of their children. They are used to being the centers of attention. These young adults have ideas and opinions, and they don’t take kindly to having their thoughts ignored. They will appreciate and respect the managers who are willing to listen.
Millennial employees thrive on challenge and change: Boring is bad for millennials. They seek ever-changing tasks within their work. They want new and exciting tasks. Fast- paced tasks are also good for them. Don’t bore them, ignore them or trivialize their contribution.
Millennial employees are incredible multi-taskers: Multiple tasks don’t phase them. In fact, they love having more than one thing to do — talking on the phone while composing an e-mail, listening to music while concentrating on a project and answering multiple instant messages. This is a way of life that they have grown up with. Without many diff erent tasks and goals to pursue within the week, the millennials will likely experience boredom.
Take advantage of your millennial employees’ electronic literacy: If you are a baby boomer or even an early Gen-Xer, the electronic capabilities of these millennial employees will amaze you. “Old timers” call and leave a
message on the phone and wait for a response. You can have your millennial text message a person and you will get an immediate response. Use their skills to your advantage.
Capitalize on the millennials’ ability for networking: Not just comfortable with teams and group activities, your millennial employees like to network around the world electronically. Keep this in mind because they are able to post their resumes electronically as well on Web job boards viewed by millions of employers. Millennial employees can also praise or criticize their employer worldwide.
Provide a life-work balanced workplace: Millennials are used to fi lling their lives with multiple activities. They might play on sports teams, walk for multiple causes, attend sporting events or concerts, and spend lots of time with family and friends. They work hard, but they are not into the 60-hour work week as defi ned by the baby boomers. Home, family and quality of life are priorities. Don’t lose sight of this. The balancing of work with enjoyable activities is important to these millennial employees. Because of this, fl ex time at their workplace works very well for them.
Provide a fun, employee-centered workplace: Millennials want to enjoy their work and workplace. They want to make friends in their workplace. You need to worry if your millennial employees aren’t laughing, going out with workplace friends for lunch, and helping plan the next company event or committee. Help your long-term employees make room for the Millennials.
SIMPLY MANAGING MILLENNIALS Managing millennials is actually simple if you remember the top three motivators and use them every day. It is fi ne to set your standards and expectations high. Millennials will appre- ciate the high standards and see them as a challenge. However, it must be clearly communicated and understood by them from the beginning with routine reminders. Millennials want to be happy and successful. All we need to do is help them by coaching and giving them the proper guidance they need. Have the right attitude about them. After all, millennials are our future.
JD McHenry is the president/CEO of Global Jet Services. He has been involved in numerous aviation maintenance and fl ight operation programs for over 37 years. McHenry holds A&P, IA, Pilot, and Doctorate of Business Management. Global Jet Services is the leader in on-site maintenance training providing high quality, fl exibility and cost
eff ectiveness. The maintenance customers are its #1 priority. Both JD’s and Global Jet Services goal is to lead the way in aviation maintenance training standards.
10 2014 34
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