The Millennial Paradox

The times are a-changing. BobDylan may have uttered this

sentiment in regards to socialrevolution, but the same can besaid of our rapidly transitioning

workplace. As baby boomersexit the job market and

millennials enter the workforce,companies are finding

themselves facing questions ofleadership, questions of

training, and questions asseemingly fundamental as even

how to approachaforementioned questions. Inthe face of uncertainty, one

thing can be said asincontrovertible truth.

Millennials are not theirparents.

Placing emphasis on things likecorporate social responsibility, an

employer brand, and rapid leadershipascension while neglecting things like

loyalty, training, and traditionalcorporate structure, millennials pose

an interesting case study for thefuture. What is the best way to

harness the potential of this emergingworkforce? How do we capitalize on

the best talent of the upcominggeneration? How do we best groom this

generation for leadership roles?

The truth is, of course, there is no “right”answer; but there is certainly a variety ofanswers nonetheless. Seb O’Connell, the

executive vice president and managing directorfor Europe at Cielo, believes that an impactful

gap of skills could develop in the relatively nearfuture. In response to this potentially

detrimental, although currently hypothetical,situation, O’Connell claims businesses shouldmake an effort to identify Millennials with a

high capacity for corporate success. Onidentification, then said business can begin toimplement the proper training and metrics toput the respective millennial employee on the

track to efficient leadership.

However, this theory of identification and subsequent devotion of trainingresources hits a snag in regards to loyalty. In fact, a 2016 Deloitte surveyconcluded that two of every three Millennials plan to leave their current

position by 2020. So within four years, well over half of the current millennialworkforce plan to be employed elsewhere. Naturally the question arises: “Why

devote these resources in the first place?” But there is no universal answer.Each company’s situation is unique and so there is a different reply for every

set of circumstances. Regardless, this question remains as pertinent as ever inselecting Millennials to hire.

Lisa Mullen of Halogen Softwarethinks the answer to attaining and

retaining top millennial talent isto integrate “ongoing performancemanagement” as part of the daily

routine. In this way, employeesregarded as prospective leaders

would have access to seniormanagement wisdom, thus

effectively grooming them formore prominent positions in thefuture. That said, a measly 7% of

companies “offer millennialcoaching, mentoring, and

dedicated time with their chiefexecutive and other senior

leaders.” So while certainly agreat idea in theory, it does not

seem many companies areimplementing this approach.

Maybe senior executives’ time canbe better spent elsewhere nottutoring entry-level positions.

Regardless, something should bedone to ensure the skills gap

mentioned previously does notcome to fruition.

Millennials pose unique obstacles in the workforce today as well as tomorrow. Theycrave rapid promotional ascension, yet simultaneously aren’t receiving the

leadership training required for such promotions. They look for a respectablecorporate brand that resonates with their own perspective of the world, yet largelyplan to leave their current employer within four years. Perhaps such contradictions

are indicative of a pervasive naïveté that envelops the younger generation. Butperhaps not. Perhaps it is indicative of something better, of not settling for less, of

making the world a better place. Perhaps, capitalism is evolving.