The Millennial Employee Millennials grew up in a time of technological advancements in a hyper-connected society often attributed to social media and its ability to connect everyone in an instant. Generally recognized as individuals that were born between and , millennials are a generation influenced by digital media.

Their professional lives mirror the values they grew up on and integrate the knowledge they learned from parents, teachers, and news outlets. With this being said, millennials in the workforce value a business that utilizes digital solutions and offers immediate communication.

This group also strives to find a job that they enjoy and one that aligns with their passions and goals. While they are excited about job opportunities, they can quickly lose interest and burnout in a position that lacks challenges and growth. Millennials are entrepreneurial in spirit and long to share their ideas or goals and be heard. In addition, millennials require nearly constant feedback and appreciate managers that provide advice, criticism, goals, and deadlines.

They want to be recognized for the work they do, since they were raised on the idea that jobs come and go—a result of an unstable economy—and may fear layoffs for virtually no clear reason. They value stability and commitment and feel more comfortable in a structured system of hierarchy—where you earn a promotion and a raise by dedicating years of employment to an organization.

They learned to communicate in a vastly different way than those of the millennial generation. Rather than interacting digitally or through social media, baby boomers learned to value face-to-face communication. Our research suggests that workplaces are brimming with age-related stereotypes and meta-stereotypes, and that these beliefs are not always accurate or aligned.

In one survey of young , middle-aged , and older workers , people described the qualities that might be true of people in another age group their stereotypes. They also described the qualities that other people might have about their own age group their meta-stereotypes. The pattern of their responses varied by age group. Broadly, these results demonstrate that older and younger workers believe others view them more negatively than they actually do. These cases confirm that neither age-related stereotypes or meta-stereotypes are accurate.

Another undergraduate was asked to listen to the training and then perform the task. We varied whether each person — the trainer and the trainee — appeared to be old approximately 53 or young approximately 23 using photographs and voice-modifying software. When trainers believed that they were teaching an older person how to do the computer task, they had lower expectations and provided worse training than when they believed they were teaching a young person.

These results demonstrate that poorer training is a direct result of age stereotypes. A recently published study examined how people react to meta-stereotypes over the course of a work week. Importantly, these reactions can also impact interpersonal behaviors at work. Both threats and challenges led to conflict at work things like arguing or not getting along with colleagues and avoidance behaviors things like keeping to oneself and avoiding interacting with others.

We also considered the implications of meta-stereotypes for mentoring relationships in law and in medicine in another study that we recently presented at a conference with our colleagues. So What Should Managers Do?

If there are not real and consistent differences between people of different age groups, but these stereotyping and meta-stereotyping processes end up creating artificial generational divides, what is a manager supposed to do? First, openly talking about these stereotypes and meta-stereotypes can be a great first step. Combining this effort with practices in perspective-taking e. Another strategy that can be effective might be emphasizing shared goals.

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