Managing & Motivating

MILLENNIALS
www.humanikaconsulting.com
Seta A. Wicaksana, M.Psi., Psikolog
0811 19 53 43
seta.wicaksana@gmail.com

• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS)
Dewan Pengawas BPJS Ketenagakerjaan
• Pembina Yayasan Humanika Edukasi Indonesia
• Pendiri dan Direktur Humanika Consulting
• Penulis Buku “SOBAT” Elexmedia Gramedia 2016
• Trainer, Psikolog, Konselor Karir dan Assessor di Humanika Consulting
• Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi
HITS dan HABIT
• Narasumber di Radio DFM 103,4FM
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM
• Lulusan Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Lulusan sekolah ikatan dinas Akademi Sandi Negara
Objectives
• Identify characteristics and
gain a better understanding
of the Millennials
• Improve communications
and team work
• Accept personal
responsibility in working
together
• Provide tips and suggestions
for Managing and motivating
millennials
 The War For Talent
Company culture is your competitive advantage!

Yesterday and today The future

Recruit Retain OR Boomerang

 Millennials
• Born 1982 to 2000
• 75 million
• Attended day care, very
involved “helicopter” parents
• Prosperity has increased over
their lifetime
• “Live, then Work!”
• Achievement oriented
• Prefer instant or text
messaging
• Want to build parallel careers –
experts in multitasking
Common Values

• Millennials
– Optimistic
– Civic duty
– Confident
– Achievement
oriented
– Respect for diversity
– Informal
– Tenacious
– Social consciousness
 Millennials in
the Workplace
• Task oriented
• Want options & choices
• Expect attention
• Expect feedback
• Multitask through multimedia
• Think “digital”
• Work toward weekend or closing time
• They are impatient
• Want to be led
 On-the-Job Strengths

Trads Boomers Xers Millennial

Service Adaptable and Multitaskers
Job Strength Stable Oriented/Team Techno- and Techno-
Players Literate Savvy
Outlook Practical Optimistic Skeptical Hopeful
Unimpressed
View of
Respectful Love/Hate and Polite
Authority
Unintimidated
By By Pulling
Leadership By Hierarchy By Consensus
Competence Together
Personal Personal Reluctant to
Relationships Inclusive
Sacrifice Gratification Commit
 On-the-Job Strengths
Trads Boomers Xers Millennial
As long as I
It’s quitting
Time on the Punched the Visibility is key get the job
time – I have a
job clock “Face Time” done, who
real life to live
cares
Ethnically Integration No majority
Diversity Integrated
segregated began race
Wants
Once a year Interrupts and
No news is feedback at
Feedback with asks how they
good news the push of a
documentation are doing
button
Balances
Need flexibility
Work/Life Needs help everyone else Wants balance
to balance
Balance shifting and now
activities
themselves
Managing & Motivating
• Provide Strong, Involved
Management
• Connect Work to a Higher
Purpose
• Make Recognition Impactful
• Make Work Challenging,
Engaging and Fun
• Leverage Modern
Technology
Provide Strong, Involved
Management
• As companies like Xactly have
discovered, Millennials could very
well become the most productive
generation we’ve ever seen, if they
are managed and motivated in a way
that aligns with their unique
characteristics. These include:
• Limitless thinking: Believing they
can achieve their goals and
dreams
• High expectations: Wanting more
from a job than just a paycheck
• Very tech savvy: Having grown up
on games, social media, videos •
Social conscience: Having the
desire to make an impact.
 Provide Strong, Involved Management

• Many managers mistake the fact that

Millennials don’t seem to appreciate
hierarchy and authority as a sign that they
don’t want to be managed.
• Yet, this generation grew up with a high
level of involvement and management from
their parents in every aspect of their lives.
• Since they are used to very involved
parenting, they will not appreciate the sink
or-swim approach in their work life.

• They want to have regular check-ins and get

feedback on their performance.
 Provide Strong, Involved Management
• Make sure you are clear
about the results you
expect from employees,
and the steps they need to
take to be successful.
• Don’t let them think they
can get there in three
months.
• Provide a pathway to
success. Show them the
specific actions they need
to take, and metrics you’ll
be measuring them by,
that will guide them to a
win.
Connect Work to a Higher Purpose
• As a manager, you need to reinforce your
company’s mission and emphasize the
ways in which your staff can make a
positive impact on the world.
• You need to show your employees—
particularly the
• Millennials—how their specific jobs can
help accomplish this.
• Barry Salzberg, global CEO of Deloitte
Touche Tohmatsu Limited, writes in his
Forbes.com article, “We need to do more
to connect the dots for Millennials,
showing them the deeper global
dynamics of the business enterprise.”
 Make Recognition Impactful
According to Bersin Associates,
organizations that do a good job
of recognizing employees
perform 14 times better than
those that don’t. In other
words, recognition, praise and
celebration are good for all
employees—even more so for
salespeople.
Make Recognition Impactful
• The trick to getting the most out of any
recognition initiative is to execute it well.
Here are a few secrets we use:
1. Recognize meaningful things
2. Make sure recognition is timely
3. Make recognition highly visible and
public
4. Make sure recognition is fair and
consistent
• Creating an environment that rewards and
recognizes the achievements of all of your
employees is critical to keeping them
motivated, engaged and performing
optimally.
With Millennials projected to make up
75% of the workforce by 2025,
managers want to know, “How do I
engage this new generation of
employees?” As it turns out, at a high
level, what Millennials want from their
work is not all that different from
what other generations want. They
want to:
• Feel appreciated by their managers
• Have colleagues they enjoy working
with
• Have clear direction about what it
takes to be successful
Coaching and Managing Millennials
DO:
• Offer customization—a
plan specific to them
• Offer peer-level examples
• Spend time providing
information and guidance
• Be impressed with their
decisions
21
 Make Work Challenging, Engaging and Fun

These characteristics include:

• Clear Rules: Players know how the game
works.
• Clear Objectives: Players understand
what it takes to get ahead and to win.
• Instant Feedback: Players know how they
are progressing towards their goal at any
moment in time.
• Challenge: the game offers a perfect
balance between being so easy it’s boring,
and so difficult that players give up in
frustration
• Competition: multiple players who can
compete for the best score, bragging
rights, or just the thrill of winning
Leverage Modern Technology
So how can you use technology
to make your Millennials more
engaged and productive? Here
are a few suggestions:
1. Get app-savvy.
2. Rethink your communication
style
3. Get visual.
 Millennials Meet Gen Z @ Work
Gen Z in now in the workplace and Millennials are becoming managers.

The American Workforce by Generation

Gen Z Millennials Gen X Baby Boomers
120%
100%
80%
60%
40%
20%
0%
2010 2015 2020

Bureau of Labor Statistics, Business and Professional Women’s Foundation

 Millennials Meet Gen Z @ Work
Millennials rise up to management roles

Student 15%

Entry Level 46%

Manager 36%

Director 2%

Vice President >1%

C-Suite >1%

Source: “The Multi-Generational Leadership Study” by Future Workplace & Beyond.com, November 2015
 Millennials Meet Gen Z @ Work
The Basics
Gen Z Millennials

Additional names Generation M, net Millennials, echo boomers,

generation, internet generation next
generation

Born 1994 - 2010 1982 - 1993

Size 23 million 80 million

 Millennials Meet Gen Z @ Work
The Similarities
Gen Z & Millennials

Top leadership quality Communication

Top employee benefit Work flexibility

Top reward / incentive Cash rewards

Top social network Facebook

Most desirable industry Technology

Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016
 Millennials Meet Gen Z @ Work
The Differences
Gen Z Millennials

Leadership aspiration Slightly higher aspirations High aspirations

Measuring success Promotions Respect from colleagues

Loyalty More loyal Less loyal

Manager feedback Regularly Weekly

Training vehicle Project-based work Corporate sponsored class

Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016
 Millennials Meet Gen Z @ Work
Workplace behavior comparison
Gen Z Millennials
2014 2016 2014 2016

Work preference Office (28%) Office (41%) Office (45%) Office (42%)

Career influences Parents (47%) Parents (30%) Parents (27%) Parents (23%)

Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016
 Team Over Individual Performance
Companies are shifting their structures from
traditional hierarchies to flexible teams.

The 10 trends ranked in order of importance

Organizational design 92%

Leadership 89%

Culture 86%

Engagement 85%

Learning 84%
Source: Deloitte
 Team Over Individual Performance
About 3 out of every 4 Gen Z and Millennial workers say they are
prepared to work in a team.

 Ability and flexibility

 Customer focus
 Demand from younger
generations
 Scale to solve bigger problems
 Diversity of global teams
 Pressure to innovate
Source: Deloitte
 Bridging the Generation Gaps

• Remember that all generations want:

– To be treated fairly
– Work that provides personal satisfaction
– Employers who understand personal lives are
important
– Work that is valued by employers and customers
– A clear sense of purpose from employers
Learning and giving for Better
Indonesia
www.humanikaconsulting.com