Whats True

About Millennials
and Whats Not
Millennials are everywhere in todays media, and there seem to
be endless opinions about this generation in the workplace.

Many assumptions about millennials are true

They expect to
be paid more and
promoted faster.

They are more

likely to leave
their jobs.

They want career

development
opportunities more.

but 3 myths complicate managing this workforce.

Millennials Would Rather

Myth #1 Collaborate Than Compete.
In reality, millennials are more
competitive than non-millennials.

58%

of millennials admit to comparing their performance

to peers versus 48% of workers in other generations.

Ask yourself:
Does my performance
management system
offer adequate
differentiation?

Do my recognition
programs allow
millennials to compare
their performance?

Do millennials
have high-profile
opportunities to
compete with others?

The best companies create comparison opportunities by making

millennials impact more visible, and some organizations make a
game out of work performance.

Millennials Rely on Their

Myth #2 Peers to Get Work Done.
Millennials actually do not trust
peer input at work.

37%

of millennials only trust themselves to accurately

complete a work assignment, while just 26% of nonmillennials feel this way.

That said, millennials are nearly as

connected to their coworkers as
those of previous generations.

36%

of both millennials and non-millennials admit they

have close personal relationships with coworkers.

14

Millennials interact with an average of 14 people

to complete work each week, compared to about
17 for non-millennials.

Ask yourself:
Do leaders
demonstrate trusting
behaviors?

Are millennials
aware of their peers
knowledge and
expertise?

Are millennials aware

of expectations for
collaboration?

To build trust, emphasize the value of peer input and enable all
employees to see the full effects of collaboration.

Millennials Want to
Myth #3 Organization Hop.
The truth is, millennials want
toexperience hop.

51%

of millennials are looking externally for

career opportunities, versus 37% of Gen Xers
and 18% of Baby Boomers.

53%

of millennials believe that internal job

opportunities are desirablenearly the same as
other generations.

Ask yourself:
How can managers
help millennials identify
opportunities across
the organization?

Do my succession
plans encourage
vertical or diverse
career paths?

Are managers willing

to share talent with
other teams across the
organization?

Companies successfully retain millennials by offering diverse

career experiencesnot fast promotionand clarifying the
benefits of diverse career moves within their organization.

Learn more at http://www.cebglobal.com/millennial-talent.

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