Millennials are quickly changing workplaces in the U.S. and worldwide. For those of us in the IT sector, how can we effectively manage and motivate this growing group?
Business leaders are keenly focused on millennials, who are currently between 22 and 40 years old. One reason could be their significant buying power, but their large presence in the workforce is another. Since 2015, millennials have been the largest segment of the U.S. workforce, with more than one in three American workers being a millennial, according to Pew Research. This large presence means millennials are rapidly reshaping workplaces globally. For those of us in IT, where change is constant, this growing millennial workforce could be seen as either a challenge or an opportunity. Which is it?
To find out, I spoke with Richard Lord, the Global Head of Enterprise Applications at Publicis Groupe, the third largest marketing and communications company in the world. With tech teams on nearly every continent, Lord has a global perspective on what it takes to effectively manage and motivate today’s millennial workforce. His insights might surprise you.
Q: Is managing millennial tech talent very different from managing other generations?
For a long time, my job has been to manage emerging generations within organizations, and I’ve noticed the differences firsthand. The biggest change I’ve seen is the nature of the unwritten contract between employers and employees, which is now very different from what it was for my generation or my parents’ generation.
The old unwritten contract implied that a good job at a solid company would provide predictability—a clear path to skill growth, job advancement, steady pay increases, and a solid retirement. That contract is rare today. For millennials, there are no longer clear or simple paths forward. Today’s millennials have to manage their careers in an entirely different context. Their path forward is up to them. This is why I think I’m not as hard on millennials as others might be.
People say millennials are all “about me,” but employers have unintentionally encouraged this by stepping back from career mapping and long-term employment. What millennials ask for—advancement, pay increases, training—are things every generation has wanted. They may ask more quickly and confidently because the employment contract has changed. Loyalty is no longer guaranteed to be rewarded, so work has become more transactional on both sides. This understanding shapes my approach when engaging millennial talent. The open and frank discussions millennials are willing to have about their careers make sense when viewed in this context.
Q: Do you find millennials have unrealistic expectations?
Many times, when a millennial employee asks for a promotion, they don’t fully understand what a promotion entails in terms of workload and responsibilities. The best way to discuss a promotion opportunity with millennials is to ask, “Why do you think now is the right time for this promotion?” This question prompts both the employer and the employee to reflect. Often, I find that the employee seeks the prestige of a new title or higher pay without understanding the added responsibilities and stress. Helping them understand the balance of reward and responsibility is key. They might realize they’re not ready, or they might make a strong case for why they are. Either way, these conversations help younger workers understand what it takes to achieve a promotion and lay the groundwork for success when promotions are given.
Q: You work with companies around the world. What traits do millennials share globally, and where do you see major differences?
I have teams in Hong Kong, China, Thailand, Malaysia, the Philippines, India, Spain, France, the UK, Latin America, the US, Canada, and the Middle East and Africa. Culture and societal conventions shape these markets uniquely, so employees express their wants and needs differently from one region to another. However, employees worldwide have access to global media, which increasingly aligns their expectations. Information on opportunities, employers, and job markets is widely available, making global influences more significant than local ones in shaping employment dialogue.
Q: What millennial traits or behaviors surprise you and your fellow managers the most?
Millennials tend to be more self-starting. They don’t always wait to be taught a skill or solve an issue. This is true in their work and careers. Many millennials identify a need and address it themselves rather than waiting for someone else to solve the problem. This can mean changing career directions to find a better path or jumping in to solve a customer challenge or acquire a specific skill.
Managers need to be aware of this dynamic quality. The best advice I can give is to avoid dealing in absolutes. If you find talented younger people in the wrong roles, help them find something that’s a better fit. Millennials are willing to adapt and pivot, choosing opportunities and challenges that align with their goals. This self-selecting spirit means that when millennials find the right place to grow, they are genuinely passionate about their work. This strengthens their commitment and performance, which is what you want to see in your teams.
At Harvey Nash, we have found millennials to be an invaluable asset and welcome them on our teams. They are creative, passionate, and tech-savvy, with instincts often lacking in their older counterparts. In the face of a skilled talent shortage, I encourage us to actively recruit and invest in nurturing millennial talent.
