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The 3 Rs Of Managing Millennial Employees

1022 words - 4 pages

The subject for this essay is an article by Donald Hillman titled, The 3 R’s of Managing Millennial Employees – Recruit, Relate, Retain. Mr. Hillman is a management consultant by trade and has experience consulting in governmental, not for profit and distribution industries. In this article, Mr. Hillman implies that managing millennial employees is typically ineffective because of limited or poor research conducted on what motivates the younger generations of employees. This ignorance by many managers results in conflict and dissent by the millennial generation and ultimately leads to issues with employee retention (Hillman).
While the author seems to be attempting to give insight on the subject of millennial employees in the workplace, he does so in a manner that is somewhat ambiguous to the reader. The underlying question that is presented by the author revolves around employee satisfaction and retention. The author attempts to address how leadership in an organization should relate to the younger generation of employees, how to recruit those employees into the organization and finally, once employed, what steps the organization should to take in order to keep those employees engaged and satisfied with the business so they can be retained and continue to grow within that group (Hillman).
Mr. Hillman states that he himself has conducted three years of research on this subject and that his results have been peer reviewed for authenticity. He conducted this research because managers and human resource professionals often rely upon this type of research to define generally accepted values and culture of a defined generation for staffing strategies. What Mr. Hillman fails to provide is any specific data sets or documentation on where his research was reviewed by others in his field of expertise. Regardless, he concludes that the values important to the millennial generation vary from those of subsequent generations of employees. He states that younger employees relate to a differing management style but fails to give specifics on what type of industries his research was conducted. One can only assume that his data set was comparable to his personal experiences and that he studied government, not for profit or distribution industries. If this statement is correct then the conclusions made are based on the assumption that regardless of position, education level and industry, all millennial employees are driven by the same values and goals.
According to the article, the younger generations of employees are motivated not by money but by other soft incentives such as flexible work hours, team goals, social responsibility and technological interactions. The author also states that when looking for employment opportunities, the millennial generation feels that, “management opportunity should be immediate.” (Hillman) At no place in the article does this become a topic to be addressed; on the contrary, the article appears to be...

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