Get Ready for the Millennial Worker

By Courtney Macavinta

They've grown up on instant messaging, wanting Web access wherever they go, and they probably started blogging -- or even their own online business -- while still in college. They move fast and absorb information even faster. And they effortlessly multitask -- talking on the phone, text messaging, listening to music, and answering email all at the same time. They are the "Millennials" and they are looking for jobs in the IT department.

Also known as Generation Y, these current and future recruits to the workforce were born between 1980 and 2000. They have an innate ability to use technology and are always connected. Though Millennials' tech-savvy and innovative ideas are especially welcome and needed in most IT departments, they also bring with them potential cultural challenges for the CIO, according to Forrester Research.

Millennials not only "think differently" they often also work differently from Generation Xers, Baby Boomers, and Veterans. With Millennials quickly filling up the worker pool, CIOs will have to bridge the generation gap to bring their team together and get the most out of Millennials' talents. This will mean assessing diverse approaches to getting work done or the use of new communication technologies, for instance.

"Millennials have a lot of enthusiasm, energy, and the ability to jump in and give anything a try," says Claire Schooley, who wrote the Forrester Research report, Get Ready: The Millennials Are Coming! "But we now have four different generations in the workforce. The CIO needs to make sure that both the Millennials and veteran workers understand that they are going to be working with people with different work styles, and have to learn from each other."

Moreover, as Baby Boomers retire, Millennials will be the ones to step in and develop new products and services, provide customer support, and run the business, Schooley adds. However, to attract and retain Millennials, first CIOs have to understand what these workers need to flourish -- from a collaborative environment to Web-based training.

One major characteristic of Millennials is their personal use of technology.  In late 2005, Forrester surveyed more than 68,000 North American households about their technology habits. The study found that 18- to 34-year-olds make up 46% of individuals who take an online education course once a week or more. This same group also tends to multi-task at work and has come to expect "graphical, highly intuitive user interfaces." And Millennials also enjoy online social networking: 54% publish or maintain a blog once a week or more. In other words, while on the job, they want to be connected to co-workers, clients, and others via the Web.

Millennials also thrive on flexibility -- from the hours they work to where they work -- which actually helps them produce and work more efficiently. They often want to tinker with new technologies versus wading their way through manuals and training. With Millennials, it's all about diversity.

"These young Millennials want variety and a stream of project assignments that are meaningful and engaging to them," Schooley says.

So how can CIOs accommodate Millennials and leverage what they have to offer, but also keep in mind what works for other generations and their organization's policies and goals? Schooley suggests that CIOs:

• Mentor informally  Millennials aren't as concerned about job security -- they want opportunity. But this also means they might not be as loyal even after an organization has invested in their training. So it's important that CIOs personally show Millennials the different career paths they can take in IT.
• Allow experimentation  If there is a new piece of IT equipment coming in, or a tough technical problem, CIOs should turn it over to Millennials. "Let them get in the sandbox and play," Schooley says. This is a great way to stimulate younger workers' creativity and to connect them with more seasoned IT staff, who in this case Millennials can teach or assist.
• Support online multitasking  Millennials want to use Web-integrated communications technologies. So CIOs should set some standards, like making sure Millennials understand the company's security policies when it comes to IM, for example. But if possible, CIOs should not discourage online-based multitasking, Schooley says: "They are using these tools to get work done."
• Inspire collaboration  CIOs would be wise to foster collaboration among the entire IT staff -- especially Millennials. For example, they often prefer to be seated in "pods" with colleagues who are working on the same project so they can communicate efficiently and bounce ideas off of one another. Or they like to communicate and connect via Instant Messaging, blogs, Wikis (a type of Web site that allows people to edit or add content), or online survey tools. "They may not have the work experience but they have the ideas and want to be heard," Schooley says. "Their work environment has to encourage collaboration."
• Get flexible  If it makes sense, CIOs should consider offering flexible work options such as virtual private network (VPN) access from home, wireless Internet access, or alternative schedules versus the typical 9-to-5 routine. "Ask yourself: Did the job get done? We have to start tying results not to time spent in the office but to performance." Also, CIOs should consider assigning Millennials tasks on a project basis to keep them interested.
• Integrate technology  When it comes to training, Millennials need to learn about new technologies in context. Schooley says rather than requiring in-depth training classes, CIOs should consider incorporating short, interactive Web-based courses, called Webinars, for example. "In the work environment, they want contextual learning that's embedded in the work," she says. "They want to learn the technology to use it today."

Most importantly, CIOs need to balance the diverse work styles of the various generations on their team to create an environment in which everyone can succeed -- and positively impact the bottom line.

"The goal should still be: Getting the job done, being productive, meeting the goals of the company and moving company forward," Schooley says. "Even if workers' approaches are different, the message needs to be that you're going to work together and capitalize on everyone's skills. This needs to come from the CIO right down the line."

Courtney Macavinta is a Silicon Valley-based business and technology writer. Her articles have appeared in CNET News, Business 2.0, Red Herring, Wired News, and The Washington Post.