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The following article was published in our article directory on June 14, 2017.
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Breaking Misconceptions on Millennials

Article Category: Business

Author Name: Theodore Henderson

A lot has been, and still being, said in the media about millennials that are not exactly favorable. In an interview with Inside Quest, Simon Sinek tagged them as an entitled, self-absorbed, impatient, and narcissistic generation. Joel Stein in his Time magazine column,  HYPERLINK "http://time.com/247/millennials-the-me-me-me-generation/"
�Me Me Me Generation�, wrote they �believe they should be promoted every two years, regardless of performance.� These are only two of the opinions regarding the future generation of the workforce but these two mirror the majority of what had been said about them. Are these statements true? Or, are millennials merely misunderstood?
Self-entitled
According to the 2015 Deloitte Millennial Survey, 60 percent of respondents said sense of purpose is part of their reason for choosing their current employer. Moreover, in the 2014 Deloitte�s Millennial Survey, 75 percent of the respondents think that their employers could do more to develop the future leadership of the organization. With these statistics , millennials may seem entitled with how they choose jobs that not only pay them but also give fulfillment, enjoyment, and growth.
However, if looked at a more positive light , the millennials could be seen as a generation that is empowered to make a difference to an organization. They look beyond what they can get out of a job. They look at the relevance of their work and the contributions of their organization to the wider world. Moreover, the development of their career is important to them and, therefore, they look for opportunities for growth in their organization. If provided the opportunity for organizational mobility and for leadership trainings, millennial employees could become the future leaders in your organization.
Self-absorbed
A  HYPERLINK "http://casefoundation.org/resource/millennial-impact-report-2015/"
survey has reported that millennials are giving less donations to charity. But, they are more likely to spend more on sustainably sourced goods and work for organizations that  HYPERLINK "http://cdn.trustedpartner.com/docs/library/AchieveMCON2013/MIR_2014.pdf"
support a social good. Also, in the same survey, it has been found that 77 percent of millennials are more likely to volunteer using their expertise to benefit a cause. Moreover, based on a  HYPERLINK "http://casefoundation.org/resource/millennial-impact-report-2015/"
report, millennials are more likely to donate to non-profits if they know their contribution will directly affect the organization�s cause.
Impatient
Millennials are often described as compulsive job-hoppers. However, there is no significant difference in how long  HYPERLINK "http://www.bls.gov/news.release/archives/tenure_09182014.htm"
20-year-old Americans of today stay in their jobs compared to the  HYPERLINK "http://www.bls.gov/opub/mlr/1984/10/art2full.pdf"
same age group in the 1980s. The short tenure of millennials today is normal for anyone who is just starting out in their career and in normally short-tenured jobs.
Lazy
In a  HYPERLINK "http://www.projecttimeoff.com/sites/default/files/P.TO_WorkMartyrsCautionaryTale_FINAL.pdf"
survey of 5,641 full-time employees with paid vacation privileges, millennials are more likely to see themselves as �work martyrs�, least likely to use their vacation time, and earn less time-off compared to Gen-Xers and Baby Boomers. Obviously, this invalidates the notion that millennials are lazy. Moreover, they display this behavior in the hopes that they be seen as dedicated and irreplaceable talent.
These assumptions on the youngest generation of the labor force are merely labels. Although these labels can be proven true for some, the same could be said for the older generations. It has to be understood that these labels could pose a threat as believing in these statements could make a leader or an employer push away great potential away and out of their organization. Furthermore, with the changing principles between generations, this presents a need for leaders to adjust and adapt to the millennials� values in order to be effective in managing them.

Keywords: Future of Work, What is the future of work, future of work millennials, future leadership, future of work and leadership, future of work and teamwork, trends shaping the global economy, The future of work and artificial intelligence, future of work and third world, trends in the future of work, future of work and baby boomers, future of work and generation x, developing and attracting talent for future workplace, the future of work and U. S. minorities, the future of work and robotics

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