This document provides information on managing and motivating millennials in the workplace. It discusses the characteristics of millennials and how they differ from other generations in areas such as leadership, feedback, and work-life balance. Tips are provided on managing millennials effectively, such as providing strong management, connecting work to a higher purpose, making recognition impactful, making work challenging and engaging, and leveraging technology. The document also discusses how millennials are entering management roles and the differences and similarities between millennials and the new Gen Z workers.

1. Managing & Motivating
MILLENNIALS
www.humanikaconsulting.com

2. Seta A. Wicaksana, M.Psi., Psikolog
0811 19 53 43
seta.wicaksana@gmail.com
• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS)
Dewan Pengawas BPJS Ketenagakerjaan
• Pembina Yayasan Humanika Edukasi Indonesia
• Pendiri dan Direktur Humanika Consulting
• Penulis Buku “SOBAT” Elexmedia Gramedia 2016
• Trainer, Psikolog, Konselor Karir dan Assessor di Humanika Consulting
• Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi
HITS dan HABIT
• Narasumber di Radio DFM 103,4FM
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM
• Lulusan Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Lulusan sekolah ikatan dinas Akademi Sandi Negara

4. Objectives
• Identify characteristics and
gain a better understanding
of the Millennials
• Improve communications
and team work
• Accept personal
responsibility in working
together
• Provide tips and suggestions
for Managing and motivating
millennials

5. Yesterday and today The future
The War For Talent
Recruit Retain OR Boomerang
Company culture is your competitive advantage!

7. Millennials
• Born 1982 to 2000
• 75 million
• Attended day care, very
involved “helicopter” parents
• Prosperity has increased over
their lifetime
• “Live, then Work!”
• Achievement oriented
• Prefer instant or text
messaging
• Want to build parallel careers –
experts in multitasking

8. Common Values
• Millennials
– Optimistic
– Civic duty
– Confident
– Achievement
oriented
– Respect for diversity
– Informal
– Tenacious
– Social consciousness

9. Millennials in
the Workplace
• Task oriented
• Want options & choices
• Expect attention
• Expect feedback
• Multitask through multimedia
• Think “digital”
• Work toward weekend or closing time
• They are impatient
• Want to be led

10. On-the-Job Strengths
Trads Boomers Xers Millennial
Job Strength Stable
Service
Oriented/Team
Players
Adaptable and
Techno-
Literate
Multitaskers
and Techno-
Savvy
Outlook Practical Optimistic Skeptical Hopeful
View of
Authority
Respectful Love/Hate
Unimpressed
and
Unintimidated
Polite
Leadership By Hierarchy By Consensus
By
Competence
By Pulling
Together
Relationships
Personal
Sacrifice
Personal
Gratification
Reluctant to
Commit
Inclusive

11. On-the-Job Strengths
Trads Boomers Xers Millennial
Time on the
job
Punched the
clock
Visibility is key
“Face Time”
As long as I
get the job
done, who
cares
It’s quitting
time – I have a
real life to live
Diversity
Ethnically
segregated
Integration
began
Integrated
No majority
race
Feedback
No news is
good news
Once a year
with
documentation
Interrupts and
asks how they
are doing
Wants
feedback at
the push of a
button
Work/Life
Balance
Needs help
shifting
Balances
everyone else
and
themselves
Wants balance
now
Need flexibility
to balance
activities

13. Managing & Motivating
• Provide Strong, Involved
Management
• Connect Work to a Higher
Purpose
• Make Recognition Impactful
• Make Work Challenging,
Engaging and Fun
• Leverage Modern
Technology

14. Provide Strong, Involved
Management
• As companies like Xactly have
discovered, Millennials could very
well become the most productive
generation we’ve ever seen, if they
are managed and motivated in a way
that aligns with their unique
characteristics. These include:
• Limitless thinking: Believing they
can achieve their goals and
dreams
• High expectations: Wanting more
from a job than just a paycheck
• Very tech savvy: Having grown up
on games, social media, videos •
Social conscience: Having the
desire to make an impact.

15. • They want to have regular check-ins and get
feedback on their performance.
Provide Strong, Involved Management
• Many managers mistake the fact that
Millennials don’t seem to appreciate
hierarchy and authority as a sign that they
don’t want to be managed.
• Yet, this generation grew up with a high
level of involvement and management from
their parents in every aspect of their lives.
• Since they are used to very involved
parenting, they will not appreciate the sink
or-swim approach in their work life.

16. • Make sure you are clear
about the results you
expect from employees,
and the steps they need to
take to be successful.
• Don’t let them think they
can get there in three
months.
• Provide a pathway to
success. Show them the
specific actions they need
to take, and metrics you’ll
be measuring them by,
that will guide them to a
win.
Provide Strong, Involved Management

17. Connect Work to a Higher Purpose
• As a manager, you need to reinforce your
company’s mission and emphasize the
ways in which your staff can make a
positive impact on the world.
• You need to show your employees—
particularly the
• Millennials—how their specific jobs can
help accomplish this.
• Barry Salzberg, global CEO of Deloitte
Touche Tohmatsu Limited, writes in his
Forbes.com article, “We need to do more
to connect the dots for Millennials,
showing them the deeper global
dynamics of the business enterprise.”

18. Make Recognition Impactful
According to Bersin Associates,
organizations that do a good job
of recognizing employees
perform 14 times better than
those that don’t. In other
words, recognition, praise and
celebration are good for all
employees—even more so for
salespeople.

19. Make Recognition Impactful
• The trick to getting the most out of any
recognition initiative is to execute it well.
Here are a few secrets we use:
1. Recognize meaningful things
2. Make sure recognition is timely
3. Make recognition highly visible and
public
4. Make sure recognition is fair and
consistent
• Creating an environment that rewards and
recognizes the achievements of all of your
employees is critical to keeping them
motivated, engaged and performing
optimally.

20. With Millennials projected to make up
75% of the workforce by 2025,
managers want to know, “How do I
engage this new generation of
employees?” As it turns out, at a high
level, what Millennials want from their
work is not all that different from
what other generations want. They
want to:
• Feel appreciated by their managers
• Have colleagues they enjoy working
with
• Have clear direction about what it
takes to be successful

21. 21
Coaching and Managing Millennials
DO:
• Offer customization—a
plan specific to them
• Offer peer-level examples
• Spend time providing
information and guidance
• Be impressed with their
decisions

22. Make Work Challenging, Engaging and Fun
These characteristics include:
• Clear Rules: Players know how the game
works.
• Clear Objectives: Players understand
what it takes to get ahead and to win.
• Instant Feedback: Players know how they
are progressing towards their goal at any
moment in time.
• Challenge: the game offers a perfect
balance between being so easy it’s boring,
and so difficult that players give up in
frustration
• Competition: multiple players who can
compete for the best score, bragging
rights, or just the thrill of winning

23. Leverage Modern Technology
So how can you use technology
to make your Millennials more
engaged and productive? Here
are a few suggestions:
1. Get app-savvy.
2. Rethink your communication
style
3. Get visual.

25. Millennials Meet Gen Z @ Work
0%
20%
40%
60%
80%
100%
120%
2010 2015 2020
The American Workforce by Generation
Gen Z Millennials Gen X Baby Boomers
Bureau of Labor Statistics, Business and Professional Women’s Foundation
Gen Z in now in the workplace and Millennials are becoming managers.

26. Millennials Meet Gen Z @ Work
2%
36%
46%
15%
C-Suite
Vice President
Director
Manager
Entry Level
Student
>1%
>1%
Source: “The Multi-Generational Leadership Study” by Future Workplace & Beyond.com, November 2015
Millennials rise up to management roles

27. Gen Z Millennials
Additional names Generation M, net
generation, internet
generation
Millennials, echo boomers,
generation next
Born 1994 - 2010 1982 - 1993
Size 23 million 80 million
Millennials Meet Gen Z @ Work
The Basics

28. Gen Z & Millennials
Top leadership quality Communication
Top employee benefit Work flexibility
Top reward / incentive Cash rewards
Top social network Facebook
Most desirable industry Technology
The Similarities
Millennials Meet Gen Z @ Work
Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016

29. Gen Z Millennials
Leadership aspiration Slightly higher aspirations High aspirations
Measuring success Promotions Respect from colleagues
Loyalty More loyal Less loyal
Manager feedback Regularly Weekly
Training vehicle Project-based work Corporate sponsored class
The Differences
Millennials Meet Gen Z @ Work
Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016

30. Millennials Meet Gen Z @ Work
Gen Z Millennials
2014 2016 2014 2016
Work preference Office (28%) Office (41%) Office (45%) Office (42%)
Career influences Parents (47%) Parents (30%) Parents (27%) Parents (23%)
Workplace behavior comparison
Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016

32. Team Over Individual Performance
Companies are shifting their structures from
traditional hierarchies to flexible teams.
Source: Deloitte
84%
85%
86%
89%
92%
Learning
Engagement
Culture
Leadership
Organizational design
The 10 trends ranked in order of importance

33. Team Over Individual Performance
 Ability and flexibility
 Customer focus
 Demand from younger
generations
 Scale to solve bigger problems
 Diversity of global teams
 Pressure to innovate
Source: Deloitte
About 3 out of every 4 Gen Z and Millennial workers say they are
prepared to work in a team.

35. Bridging the Generation Gaps
• Remember that all generations want:
– To be treated fairly
– Work that provides personal satisfaction
– Employers who understand personal lives are
important
– Work that is valued by employers and customers
– A clear sense of purpose from employers

37. Learning and giving for Better
Indonesia
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