Xers, Yers and Millennials: How to Maximize Their Productivity and Keep Them Focused on Results

They find you rigid, bureaucratic and formal. You find them sloppy, undisciplined and at times insubordinate.

“They” are the new generation of workers called “millennials”. And you … well, you’re a dinosaur who entered the workforce sometime before about 2000.

The younger people you’re recruiting these days are the future of your company. And you’ve no doubt noticed that many of them don’t think the same way Baby Boomers and Gen Xers do. Differences in norms, beliefs, values, and the historical influences that shaped them create communication and management challenges in your workplace. When mismanaged, these differences can result in costly turnover, decreased productivity and low morale.

The good news is that deep down Millennials want the same thing everyone else does. They want to work hard, make a difference and advance in your organization. The bad news is they have their own ideas how to do it. They communicate differently because they grew up with email and texting. They build relationships differently, thanks in large part to social media. They learn differently and have different attention spans. And they often don’t think much of traditional dress codes and see little connection between their productivity and a standard 9-5 work day.

Bottom line: If your managers handle Millennials the same way their bosses handled them, they’ll fail. This new generation requires a new approach if you want to manage them better, make them more productive, and retain them longer than your competitors. And it really matters because the millennial generation is expected to produce the largest number of employees in the history of America.  Projections estimate some 80 to 100 million new employees will be added to the existing workforce of Gen Xers and Boomers. 

LEARNING OBJECTIVES

Valerie Grubb is a senior Operations and Human Capital executive, adept at managing major corporate initiatives in high-growth, complex work environments. Most recently, Valerie stepped away from key roles within major corporations to found her own company, Val Grubb & Associates, Ltd., in response to the increasing demand for her expertise, on a consulting basis, in Operations Management and Training that supports talent/leadership development for corporations and trade associations.  Previously, Valerie served as the Vice President of Strategic Operations & Initiatives at NBC Universal.  In this capacity, she oversaw business development opportunities within the Media Distribution Services group, including the sale of several NBC properties.  In addition, Valerie spearheaded quality initiatives in preparation for the 2008 Olympics in Beijing, China.

Valerie was a featured speaker at the Society of Human Resource Management’s Annual Conference in 2007 and 2008, and at SHRM’s 2008 Leadership Conference. She was also a featured speaker for the Risk and Insurance Management Society (RIMS) and the National Association of Insurance Women.  Valerie is a member of Women in Cable Television (WICT), and served as a Prime Access Mentor to young professionals in the cable industry.  Valerie graduated with a Mechanical Engineering degree from Kettering University (formerly General Motors Institute) and obtained her MBA from the Kelley School of Business.  She is an active member on the Supply Chain and Global Management Academy at the Kelley School and was recently elected to the Dean’s Advisory Council for the Kelley School of Business (ranked #15 in the nation by Business Week).

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