Millennials and Their Managers: The Great Generational Tussle
Ah, the office. A delightful menagerie where ambition meets ennui, and it seems, where old-school managers are grappling with the wonders of the new generation of workers. According to a recent study by Odoxa/Baker Tilly, conducted for the Think Forward festival in Nantes—where, spoiler alert, nobody seems to be thinking forward—the general consensus among decision-makers is that today’s youth are, how shall we put it, a tough nut to crack. They’ve got about as much respect for traditional management techniques as you have for Brussels sprouts when you were a kid! Almost 80% of these decision-makers believe that supervising the 18-34 demographic is like herding cats, only these cats are on TikTok, posting videos of themselves sleeping.
Gaël Sliman, the president of Odoxa, hits the nail on the head when he mentions these managers are practically forced to adapt their management styles. Why? Because young people are no longer buying into the classic ‘climb the corporate ladder’ spiel. They’d much prefer a blend of long-term motivation, work-life balance, and personal development—essentially, anything that doesn’t involve watching grass grow in a cubicle for eight hours a day. Otherwise what? Well, Sliman warns, “Phew… the young people would give up the company in one breath!” And I suppose if one breath is all it takes… that breath better come with a decent severance package and a “thank you for your service” cupcake!
Attachment Issues
Now, let’s talk about loyalty—or rather, the apparent lack of it. A staggering 85% of these managers perceive young folks as less attached to their companies—seemingly, they’d swipe right on a new job faster than you’d swipe left on a bad date. Picture it: “Hey there, great salary, but do you offer bean bags and a free smoothie bar?” Young people seem to be popping in and out of positions like it’s a revolving door at a trendy nightclub. It poses quite the conundrum for employers: how do you convince someone to stick around when their Insta feed is all about living their best life, one job hop at a time?
Work and Passion—Say What?
But here’s the kicker: a significant chunk of these youngsters don’t see work as the be-all and end-all. In fact, only a third of them consider work to be essential for personal development. Ready for the twist? 56% think that pursuing a job they’re passionate about is as essential as finding a parking spot on a busy weekday—nice, but not necessary! It’s almost like they’ve got this fatalistic approach to passion, as if saying, “If my job won’t fund my love for Netflix marathons, what’s even the point?”
In the wise words of Antoine Foucher from his work titled Getting out of a job that no longer pays, today’s workforce is the first generation since 1945 facing the stark reality that they might work just as hard, if not harder, than their parents, yet won’t reap the same rewards. Talk about a plot twist! After all, who wouldn’t be a little disenchanted when you realize that your dreams of grandeur might take a detour at the local fast-food joint?
What Makes the New Generation Tick?
So what motivates the youngsters? Apparently, it’s not job security—that only scooped 9% of their concern. Nope, for them, it’s all about the bling-bling (40% remuneration) and the self-improvement (35% personal development). And what’s their ideal company size? Anything under 50 employees! How quaint! They want the intimacy of a small family business, where they can share long lunches discussing existential crises instead of just being a cog in the corporate machine.
Time to Adapt or Hit the Road
These findings shine a spotlight on a monumental generational divide. Companies expecting to woo young talent better brace themselves for a major overhaul of their management practices! Listen, if you’re still trying to run the office like it’s Mad Men, you might want to bord the reality train. Young people aren’t just looking for a paycheck; they want a place that listens to their individual aspirations while fostering a sense of collective purpose. Otherwise, they might just ride off into the sunset… on their electric scooters!
So as we gear up for the Think Forward 2024 festival, remember this: the workplace is evolving faster than your uncle’s conspiracy theories at Thanksgiving dinner. It’s not just about adapting; it’s about thriving in a new workplace landscape that values well-being over the hamster wheel of endless work hours.
The perspective of managers, who are responsible for hiring and supervising employees within organizations, presents a notably critical view of the new generations. According to a recent study conducted by Odoxa/Baker Tilly for the Think Forward festival held on Tuesday, November 12, in Nantes, approximately 80% of decision-makers express the belief that younger workers aged 18 to 34 are more challenging to manage than their older counterparts. “They are forced to adapt their management to meet the specific expectations of 18-34 year olds, particularly in terms of long-term motivation, work-life balance, and personal development,” notes Gaël Sliman, president of Odoxa. Otherwise, what awaits them? “Phew… the young people would give up the company in one breath,” Sliman adds, emphasizing the urgency of the situation.
In fact, an overwhelming 85% of the managers surveyed perceive young employees as less committed to their organizations, viewing them as individuals prone to swift job changes. This perception underscores a significant challenge for employers who are striving to achieve stability in their workforce: how to effectively attract and retain young talent while ensuring the sustainability of long-term projects.
A loyalty in question
Young individuals have not become, far from it, averse to the concept of work. In reality, over a third of the respondents in the same survey assert that they consider employment essential for their personal development. However, they are skeptical about the notion of ‘work as a passion’; 56% of them believe that engaging in a job they are enthusiastic about is, at best, an unnecessary bonus (39%) or, at worst, an irrelevant pursuit.
These findings point to a significant shift in values and expectations held by younger generations, as articulated by Gaël Sliman: “Young people are looking more for life balance and meaning in their professional activities, rather than a simple upward career path.” In his work, *Getting out of a job that no longer pays* (Éditions de l’aube), social issues expert Antoine Foucher remarks that “today’s working population is the first generation since 1945 who will work as much, or even more, than their parents, and without having the hope of living much better than them.”
According to the Odoxa study, the primary drivers of motivation at work for young people are, in order, remuneration (40%) and personal development (35%). Job security ranks quite low on their list of priorities, with only 9% rating it as important. Furthermore, there is a consensus among them regarding the ideal size of their workplace: they prefer companies that employ fewer than 50 people, valuing a more intimate and human-sized environment.
Towards a necessary adaptation of businesses
The results of the study highlight a pronounced generational gap. To successfully attract and keep young employees, companies will need to reevaluate their managerial strategies and align them with the aspirations of these new generations. This involves promoting individual listening and fostering a culture where collective values are prioritized. The Think Forward 2024 festival, organized by OPA and Ouest-France/API, will delve into these critical matters, exploring the future of the professional landscape.
**Interview with Gaël Sliman, President of Odoxa, on Millennials and Work Dynamics**
**Editor:** Thank you for joining us, Gaël. Your recent study for the Think Forward festival sheds light on some intriguing insights about the millennial workforce. Can you summarize what the core findings reveal about how millennial employees view work differently from older generations?
**Gaël Sliman:** Thank you for having me! Our study highlights a significant shift in the mindset of younger workers—especially those aged 18 to 34. Unlike previous generations who often prioritized job security and a clear career ladder, millennials are focused more on work-life balance, personal development, and finding meaning in their work. They’re looking for environments that offer flexibility, a sense of community, and the opportunity to grow—not just in terms of their roles, but also as individuals.
**Editor:** That certainly seems like a challenge for managers accustomed to traditional methods. You mentioned that 80% of decision-makers feel that managing millennials is akin to “herding cats.” What does this imply for management styles moving forward?
**Gaël Sliman:** Absolutely! This comparison really illustrates the disconnect between traditional management practices and younger employees’ expectations. Managers today are being urged to adapt their leadership styles—moving from a command-and-control approach toward one that emphasizes collaboration, empathy, and responsiveness. If they fail to do so, they risk alienating this talent pool, which can swiftly lead to high turnover rates.
**Editor:** The study also indicates that 85% of managers view millennials as less committed to their companies. What do you think is fueling this perception, and how do companies address it?
**Gaël Sliman:** The perception of decreased loyalty stems from millennials’ willingness to seek out new opportunities that better align with their values and lifestyle. The rapid job changes that some exhibit can often be misinterpreted as a lack of commitment, but in reality, it’s about finding the right fit. Companies need to create a compelling narrative around their culture and values, offer competitive compensation, and ensure employees feel heard and valued. Otherwise, they risk losing out to organizations that do.
**Editor:** You also mentioned that only a third of millennials view work as essential for personal development. How do organizations respond to this and shift their focus to what truly motivates this generation?
**Gaël Sliman:** It’s crucial for organizations to recognize that while work is a means to an end for many millennials, it doesn’t have to be the be-all and end-all. Companies should highlight opportunities for personal growth within the workplace—not just career advancement but also skill development and passion projects. That could mean flexible work arrangements, mentorship programs, or task variations that cater to employees’ personal interests and strengths.
**Editor:** As we move towards the 2024 Think Forward festival, what advice would you give to managers looking to better connect with this younger demographic?
**Gaël Sliman:** My key advice would be to foster a culture of open communication and feedback. It’s essential for managers to not only listen to the aspirations of their millennial employees but to actively involve them in shaping their roles and the organizational direction. They want to feel that they belong and contribute to a purpose greater than themselves. Essentially, companies need to reevaluate their workplace practices and prioritize the well-being of their employees. This evolution is not just about surviving changes, it’s about thriving in a new landscape.
**Editor:** Thank you, Gaël! It seems clear that adapting to the expectations of millennials will require a comprehensive shift in management practices. Your insights are invaluable as we navigate this generational tussle in the workplace.
**Gaël Sliman:** Thank you! I hope these insights spark important conversations among leaders as we strive to create more inclusive and dynamic work environments.