Stay Interviews from the Millennial Point of View

One of the more recent fads in HR circles has been the so-called stay interview. In other words, meeting with top performers to discuss their concerns and aspirations in an effort to keep them on the job. As the economy gains momentum and the skills gap continues to grow, employee churn is becoming a significant cost. But I have to wonder about the value of this effort.

On one hand, anything an employer does to build connection and trust can’t be a bad thing. On the other hand, shouldn’t managers maintain enough of an on-going connection with their people that they can detect restlessness and discomfort as it begins to fester? Why make a production out of it?

Some managers will complain that it’s tough to stay in touch with everyone these days and offer a litany of reasons – too much on the plate, off-site employees, the transactional nature of today’s communication and so on. But isn’t taking the time to stay connected with your people the key role of supervision?

There is also a congenital urge on the part of most organizations to systematize everything. Stay interviews are no exception. If the firm is losing top performers maybe interviewing the ones that are left is a good way to find out what’s wrong. Create a set of forms. Conduct a training session on what questions to ask. Analyze the metrics. Hmmm.

Examine this from the Millennials’ skeptical point of view. This generation has always looked at employment relationships as contracts, as in “This is where I happen to be working right now.” Millennials see work as one slice as a larger life.

They are also uber-connected, meaning anything you explain to one will be posted to others almost immediately, probably with their own take. You don’t want your retention efforts to be reduced to a joke – “I have my stay interview today. What do you think I should tell them?” I’m kind of surprised that we haven’t seen a parody of stay interviews go viral on YouTube.

Millennials are also focused on fairness. If you select only “top performers,” how are you defining that? Isn’t everyone a top performer? How will the top performers who weren’t selected feel? Maybe this discriminatory process will drive those people away or, worse still, they will tell their friends that the firm isn’t a workplace focused on fairness.

As with many other similar efforts, the effectiveness of stay interviews comes down to corporate culture. It’s been said forever that employees join companies and leave managers. If you have to implement stay interviews to address employee retention, you might have a more systemic problem.

Managing Millennials in the Midst of Hyperbole

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This past week, Shane Ferro of the Huffington Post, published an article entitled Cranky Employer Blames Texting Millennials For Economic Problems. The inspiration for this simple-minded title was one comment made by an employer in the Dallas Federal Reserve’s Texas Manufacturing Outlook Survey. (Nothing like some cherry-picking journalism to guide a writer’s focus.) Aside from Ms. Ferro’s failure to perform professional research, however, she illustrated the fundamental challenge of managing across the generations – Few of us can resist the temptation to jump to uninformed conclusions.

There is plenty of responsibility to go around, of course. On one side of this disconnect, we have employers who still cling to some version of “My way or the highway.” It’s bee a while since I’ve heard one of these Neanderthals say that Millennials have no work ethic. But actions and off-hand comments are always more indicative of what’s thought than what is said in public. The plain truth is that many companies don’t do an effective job of integrating these eager young souls into the workplace.

To be fair, there are plenty of managers who do work diligently to on-board and develop the Millennials joining their organizations. They take time to explain the business, model behaviors, and adopt practices that work for both impatient young contributors and the firm itself. These leaders are rewarded with longer retention, more enthusiasm and better results, at least most of the time.

Then we have the Millennials. In the comments section of Ms. Ferro’s article, I was amused to see Damian Diersing’s insight that “We (Millennials) are the most educated and diverse generation, EVER. We have more critical thinking skills than any other generation.” It is ironic that the silliness of Mr. Diersing’s comment undercuts the very point he is attempting to make. This is not to say that most of this cohort believes their own press clippings. But between mainstream media, social media, the experts, and the advertisers, it’s hard not to lose perspective when you’ve been called “the next great generation.”

Is it any wonder, then, that many Millennials arrive at the employer’s front door with a vision of how things need to be without regard to the firm’s practices and traditions? Ask Millennials to explain the business model. Most can’t. Ask them to discuss the company’s role in the marketplace, industry and among its competitors. Most will fumble for an answer. Ask Millennials to place themselves in the shoes of those making the tough decisions. Most will give you a blank stare. There are exceptions to this of course. Those are the young contributors who can address all the questions I just posed and will be the first to say that entitlement has nothing to do with the equation.

So, what to do . . . Here’s a bit of advice for both groups –

Employers: Begin by doing a better job of hiring. Yes, there appears to be a talent shortage right now. But that does not excuse impatient or, dare I say, desperate selection. Continue by ensuring that every employee, regardless of position can answer the questions I posed above. Finally, set and enforce clear expectations. Successful managers will tell you this is harder than it sounds. But Millennials need to know that while you are invested in their success, you are more invested in the firm’s success. When the two coincide, everyone wins.

Millennials: Learn to look at your job through the employer’s lens rather than your own. Will you be able to effect change, make contributions, and develop the work-live balance you do desire? Yes, but over time. In spite of numerous attempts to change the inherent structure of organizations, the vast majority are still pyramid-shaped. Learn to work within it. Emulate the leaders you admire. They will tell you that working your way to a meaningful position requires the age-old attributes of patience, grit, resourcefulness, an element of risk, and an element of luck. Sure, you can express your discontent with the present state of affairs. But that’s more likely to harm you than help you in most organizations. Sorry, don’t shoot the messenger.

Sadly, the workplace and society in general have become so sensitized to the possibility of hurt feelings that we’re losing the value of the frank communication that may result in momentary discomfort, but long-term respect and growth. Enough with the blaming and generalizations!

5 Things to Stop Doing When Managing Millennials

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The blogosphere has been rife with experts, many of them Millennials, advising people about how to manage . . . Millennials. As with the Baby Boomers of fifty years ago, they’ve been hailed as “the next great generation.” But in spite of their demographic size, the Millennials are no more special than any other group. As with each cohort, they’re just products of the times in which they’ve come of age. So rather than the five things you should do when managing Millennials, how about the five things you shouldn’t do? Here goes:

Number one, stop thinking of them that way! They are not the next great generation. I don’t say this to disparage them. I’ve been researching and writing about Millennials since the leading edge entered the workplace in 1998. But I’ve always tried to keep all the generations in perspective. Each has its own proclivities, its biases, and makes contributions that the others have not. The big difference now is technology. The Millennials have had a digital bullhorn. The Xers, Boomers, and those that came before did not give advice about how they should be managed. They just worked and learned how to fit in. Did they force transition? Of course. But employers didn’t have twenty-somethings trying to advise them how to manage . . . twenty-somethings. Maintain your perspective.

Number two, stop assuming that they know how to think on the job. This may sound harsh, but consistently more than half of surveyed employers say many Millennials have trouble with critical thinking. I could spend ten paragraphs postulating why, but that’s not the point. The key here is to assess problem solving during selection. Assign tasks. Place them in uncomfortable situations. Pose problems that require judgment and see how each applicant comes to resolution. I may still hire newly minted college graduates who don’t possess work smarts. I just want to know before they come on board.

Number three, stop comparing them to your kids. Most people don’t do this consciously. But when the teenager behind your counter behaves the same as your teenager at home, it’s tempting lump them together. We want to assume that the values will be similar, the family structure the same, the beliefs about money, faith, politics, entertainment, and social issues on the same plane as ours. And when they’re not, we instinctively think “Why not?” Countless employers have complained to me over the past several years that “These kids have no common sense.” The first thing I do is remind them that they’re not kids. They are the people upon whom we depend for our livelihoods.

Number four, stop lumping them all together. In recent decades, one in four workers has graduated with a four-year degree. Yet those are the only ones studied and surveyed for the most part. What about the other 75%? Do you manage the 27-year-old engineer who’s earning $52,000 a year the same way you manage the 27-year-old tradesman who’s earning exactly the same thing? Do you inspire the middle class clerk from Minnesota the same way as you inspire the first-generation clerk from Ecuador? Today’s Millennials are extraordinarily diverse, even compared to those coming of age 15 years ago. When some Millennial expert says “always” do this or “never” do that, ignore them. Take time to examine the bigger picture. There’s so much more to each one than just age.

Number five, stop getting angry, frustrated or indignant about the time being consumed by managing and leading these eager young contributors. Instead, shape them. Show them how the firm really makes money. Be specific. Explain the organizational structure and it’s reasoning. Explain your firm’s role in the marketplace and industry. Introduce them to mentors who will light the way but also help them understand that promotions don’t happen every six months. Encouraging their passion is good, but so is finding ways to help them channel it so that both they and the firm thrive.

These are not the rantings of a bitter Boomer, just observations of someone who talks day in and day out with employers who are struggling to manage the ongoing transition within their workforce. The Millennials are here, but so are the rest of us. Let’s learn, grow and thrive together.

Teach Millennials Work Smarts Using These 5 Keys

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Lonnie works as an analyst at a financial services firm. He graduated with a finance degree and a 3.35 GPA. But in spite of his training, Lonnie feels like he’s in over his head. It dawned on him a few days after starting that the recommendations he makes are the real deal. The firm could lose big money if someone follows his judgment and it doesn’t pan out. That really unnerved him. So he’s made a practice of checking in with his boss on anything he’s unsure of. But this week his boss took him aside and said, “You’ve got to think on your own. If I have to review every decision you make, I might as well do the work myself.”

In the past several years, I’ve heard countless employers complain that the Millennial generation struggles with making decisions. While this perception is may be unfair, the constant “checking in” they are known for contributes to this belief. One source of this behavior is the difference between what I call “book smarts” and “work smarts.” For most college graduates, the road to a full-time professional job has consisted of 16 years of formal schooling. They’ve learned to study, take notes, write papers, take texts and work on small group projects. The ones with the highest grades got this down to a science. But decisions on the job are far different than those in the classroom.

One of the elements missing for many Millennials has been the experience of working in the marketplace. Those in past generations found themselves working one or more jobs while in high school and college. These positions ranged from delivering newspapers and waiting tables, to mowing lawns and working in factories. While these jobs weren’t glamorous, they provided two things, spending money and experience in what it takes to navigate the work world. Sadly, many of these jobs have disappeared due to technology or assumed by older individuals trying to support a family on these traditionally part-time or seasonal positions.

The result is a generation of college students largely lacking in work smarts. I’ve had more than one manager lament that many new professionals don’t know what work “looks like.” When they enter the marketplace, they possess the academic skills but not the experience in discernment and problem solving required to thrive in the uncertainty of everyday business. So what can you do to help these emerging professionals adapt? Here are the five keys for doing so:

#1. Help them understand the context. Ask most Millennials to explain their employer’s business model and they’ll be at a loss for words. If you teach someone the big picture, they will naturally look for ways to solve the problems around them. Explain the larger context from the first day on the job. When young contributors see how their work affects the whole, they will begin to troubleshoot and solve problems on their own.

#2. Share your experiences. The experience of trial and error marries book smarts to work. Every well-placed example helps emerging professionals understand and accept that all decisions are based on judgment and calculated risk. When they understand that you’ve been willing to fail in order to succeed, they will be emboldened to do the same.

#3. Compel them to make judgments and decisions. The potential consequences of a business decision can be intimidating. But at some point that decision has made. Provide a strategy for making these choices. Help Millennials consider the options and possible outcomes. Have a heart-to-heart talk with them. Whatever you do, compel them to act.

#4. Process what goes right and wrong. Millennials lead the pack when it comes to impatience. There is great value, however, in taking time to consider the outcomes of decisions made. Make it an expectation that decisions of substance be discussed. What went right? What could have gone better? What’s going well? What can be improved? What specific steps can be taken? What does success look like?

#5. Celebrate the good outcomes and commiserate about the bad. It is human nature to remember more of the failures than the successes. Take time to consider both with your people. Failure inhibits the urge to take future action. Success sometimes emboldens carelessness. An effective decision maker maintains a balance between the two. This comes through discussion, reflection and experience. Little will build the confidence of Millennials more than knowing that you’re in their corner when making decisions, regardless of the outcomes.

Don’t Hire Top Performers

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Don’t hire top performers! Sounds like the reverse of what you should be doing. But it’s not. Twenty years ago, the recruiting leader for a large retailer told me he never hired the top people from a college class. When I asked him why, he said, “They get restless immediately. They spend more time dreaming than doing, and they’re a bad training investment. Besides, everyone’s chasing them and we end up paying more than we need to.”

So what was his strategy? He said, “We look for sustainers, people with solid grades who have demonstrated diligence and longevity in one area of interest. I look for the student who excelled in one thing throughout high school and college, not the kid who lettered in five sports and starred in the spring musical. Our people manage floors and stores for five years at a time. Top performers go nuts doing that.”

This is not, of course, the only way to hire people who stay. But this conversation has stayed with me for two decades because of its wisdom. It is human nature to want “the best.” But “best” doesn’t necessarily equate to grades. Seasoned managers know that book smarts is only one part of the equation. A lot more of a good match relies on grit, flexibility, perseverance and the qualities not taught in a classroom. If the applicant is not the right energy for the job, move on to someone else.

Are you committing a variation of this same mistake? The truth is grades and the college a person graduates from become irrelevant within weeks after they’re hired. They either perform or they don’t, depending on how well they adapt and you develop them. Don’t make the mistake of chasing the fairy dust top grades from top schools when the hard worker with grit will perform from the get-go.

Why Restless Millennials Lose Out in the Workplace

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Society has sold the Millennials a bill of goods. They’ve been told that they’re special. They’ve been told that their influence will run the world. They’ve been told that work should fit into the rest of their lives. For the statistically insignificant few, this all may be true. But for the other 99%, becoming special will requires hard work, sacrifice, perseverance, and more than a bit of luck.

I am both amused and saddened every time I see the likes of Mark Zuckerberg, Serge Brinn and Marissa Mayer on the covers of Fortune, Forbes and Time. These individuals are remarkable, but they are also anomalies. Even with their hard work, sacrifice, and perseverance, they happened to be in the right place at the right time. At one point or another, every one of them has admitted as such.

But here’s the thing – When an ambitious twenty-two year-old sees an image of these tech titans, he or she is inclined to think, “Wow! He’s 32, I’m 22. That gives me ten years to get there. But I’m not going to do it by working in this lowly job.” And so the restlessness begins. Many in every generation enter the workplace with that kind of exuberance. But any seasoned contributor will tell you that success is the product of grit, strategy and patience. That doesn’t mean you need to wait six years to get promoted, but you do need to wait six months.

Yes, a degree of impatience keeps you motivated. But when it drives you to jump jobs, strike out on your own prematurely or cut corners, the success is liable to take longer. Malcolm Gladwell and others have written about the 10,000 hours it takes to become an expert. Whether it takes ten thousand, eleven thousand or nine thousand, it takes more time than many Millennials think they have.

Then, of course, there is the structure of most organizations. As much as much of society has come to believe in the benefits of an egalitarian way of working, most businesses remain meritocracies. That means lots of people at the bottom and fewer and fewer opportunities as you rise within the firm. There’s only so much room.

Finally, there’s perception. More than one Millennial has shown up on day one with a belief that he or she is just humoring the boss by doing the grunt work. They “know” that within six months their brilliance will have earned them a place “at the table.” But having experienced the same desires decades before, seasoned managers recognize impatience when they see it and are likely to dismiss this behavior as immaturity than as a new brand of acumen. Millennials who are perceived as restless and impatient do themselves a disservice.

So what’s the wisdom here? Number one, act strategically. Get to know lots of people, not for the purpose of positioning yourself, just for developing relationships. Do this face-to-face. Arrive five minutes before the meeting. Hang around a bit afterward. Shake hands, make eye contact, remember names, ask questions and listen three times as much as you talk. Be genuine. Seasoned contributors can detect a “positioner” a mile off. After a while you’ll be come known. When you are invited to the table, observe. Opportunities to participate will come over time.

Number two, be curious. Asks lots of questions. Know more about the organization than the people around you. Connect with people in other departments and get to know what they do. Read industry blogs and magazines. Read the Wall Street Journal, even if you’re three thousand miles from New York. Know how your employer compares to its competitors. Know how the industry is evolving. Become a student of the business you’re in. Moral? People who ask intelligent and thought provoking questions get noticed by those who count.

The days of waiting ten years to get promoted are long gone. The era of the six-month promotion is never going to arrive. Strategy and curiosity always win the day.

How to Torpedo Your Job Prospects with One Poor Decision

I spend a good deal of time researching the myths and stereotypes about Millennials. Some are fair. Some are unfair. Some are accurate. Some are just plain stupid. In reality, no one perception can be representative of all 81 million people. It is rare, however, that I come across the writings a Millennial who seems to reinforce what many of her age peers desire to dismiss. But that happened last week.

Erin Heilman, writing a guest editorial in the Baltimore Sun, proceeds to lecture employers on her generations’ expectations for a working relationship. She writes in part, “We are the generation rising. And soon we will be the VPs, the CEOs. And you’ll see a new kind of workplace, where family comes first. Because when you think millennials are the ‘me’ generation, you miss the point . . . think what you might about millennials. We are the optimistic future. While you ponder the good old days and tell me ‘that’s what’s wrong with the world today,’ I will continue to make the world better.”

My first reaction was shock at her arrogance. But I concluded that this is more about her ignorance of the corporate world. Every firm knows that employee expectations are changing. But young people who use a battering ram to effect this change simply polarize the workplace. Perhaps she should study the context of today’s workplace before attempting to singlehandedly overhaul it.

It’s been said, unjustly so, that the Millennial generation is a cohort of entitled do-nothings. Ironically, Ms. Heilman appears to be leading that charge. I’ve thought about the disservice this young woman is doing to her generation by reinforcing these misguided perceptions. But in a laughable sort of way, what she wrote just demonstrates how out of touch she is with her age peers. (It also proves once again that editors will put most anything in the paper regardless of its accuracy, just to attract eyeballs.)

Out of curiosity, I searched for Ms. Heilman on Linked-In. She’s a graphic designer who graduated from a college in Pennsylvania and has held four jobs in the past seven years. As an employer, I would be reluctant to hire her no matter what her qualifications, just because of her seeming restlessness. I, like most small employers, can’t afford to hire people like her for a period of months only to lose them because my firm doesn’t live up to their expectations. She should remember that this emotional outburst will follow her around. Pretty much every company conducts an on-line search on all applicants. This editorial is sure to come up. She might want stay with her present employer for a while and learn how to work and play well with others.

The Big Difference Between I Would and I Will

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Over the years, I’ve presented several hundred case studies for discussion in the sessions I conduct. The thing that fascinates me is the way that participants in those case studies tell me, and the group, what they would do instead of actively participating in the role-play. But telling everyone what you would do is not the same as doing it. Inevitably, I have to stop them and say, “Wait a minute. Don’t tell me what you would say. Say it. What are the exact words you would use?” That’s where it gets awkward, and where the learning really takes place.

The same thing is true in real life. It’s easy to offer an opinion of what you would do. But dealing with the angry customer, troublesome employee, or difficult colleague is a whole different matter. Over the years, I’ve been faced with a host of these situations, just like anyone else. I’ve discovered that the key to a successful outcome is rehearsal. Don’t just think about what you’re going to say. Rehearse it out loud to a friend, spouse, colleague or whomever is willing to play along. This gives you the chance to refine the words and clarify your desired outcome. It ensures that you are not derailed by the other person’s comments or reactions.

The worst thing in the world is confronting a difficult situation and hearing the wrong words coming out of your mouth because you didn’t prepare. Have you lost a customer due to a slip of the tongue? Have you been out-argued by an employee you know is working the system? Have you been talked out of firing someone by the person being fired? Yeah, me too.

The difference between I would and I will costs time, treasure and reputation. Isn’t it worth a few extra minutes to prepare?

Do These Things to Manage Impatient Decisions

I watched a young restaurant manager “handle” a frustrated couple the other night. I say “handled,” because that’s the way I would have felt. They were waiting for their food when I was seated. It still hadn’t arrived by the time mine did. Finally, they summoned the server who summoned his manager. She arrived with a look on her face that said, “I’m going to resolve this fast because it’s a busy night with a 45 minute wait.” She asked how she could help, but then summed up their complaint before they could even explain it. “Sorry about the wait,” she said. “The kitchen’s backed up. We appreciate your patience.” Then, turning to the server, “Give’m a couple of free desserts.” And she was gone in a flash. I would have gotten up right then. They left after the server had disappeared into the kitchen.

So, let’s see . . a $60 check . . alienated customers who won’t be back . . do that three times a night . . three nights a week . . 52 weeks a year . . . that’s 9 X $60 X 52 or $28,080 . . those customers would have come in four times a year . . that $112,320 in lost revenue. Hmmmm. If this young manager had taken a breath and harnessed her impatience, her decision making would have saved the situation rather than driving the customers away.

The truth is we’ve all been in situations like this. We feel pressure. We just want to make a decision and solve the problem. But we’ve also done the same damage as this woman by acting with impatience. So what do you do? Here are six quick steps that will ensure a better outcome, even in a pressure-filled environment.

Take stock of the situation – Before responding, take 30 seconds to consider what could be happening and what your options might be. This woman knew the kitchen was backed up. Chances are the customers had not gotten their entrees. She could have considered her options – a round of drinks? Comped meals? Free desserts? A coupon for next time?

Ask for a few details. Rather blurting out what she thought the problem was, she should have asked how she could help. This would have given the couple a chance to express their irritation. From this response, she would have been able to judge how irritated they actually were. Besides, everyone wants to be heard. Cutting them off made matters worse.

If you need time to think, excuse yourself. If there is a more complicated issue than you anticipate, you can excuse yourself to consult with a colleague, a supervisor, or just to gather your thoughts. In this case, that wasn’t really necessary, but the option is there.

Test the waters. Rather than pronouncing a fix, pose a possible solution or even a couple. What do the other parties to the situation think? In this case, the manager might have asked what the couple would like to see happen. Again, customers like to be shown courtesy, respect, and even a bit of control. An alternative would have been to offer a couple of options. “I am so sorry about the wait. Would you like another round of drinks? Perhaps desserts afterwards?” and see what they say.

Sum up your decision or the outcome. Once a resolution had been determined, the manager should have said, “So what we’re going to do is buy you a round of drinks and provide you with a free entrée the next time you come in. Thanks again for your patience.” This way she would have ensured that everyone was in agreement and the customers satisfied.

Finally, remember why you took the time. Once the decision has been made and the situation resolved, take a few seconds to critique what happened. What worked? What didn’t work? What did the customers share about their concerns that she could have learned from? How can she prevent this from happening again? What were the rewards for slowing a bit and acting with deliberation?

Patience always wins out over rushing to resolve a problem, even in the midst of a busy restaurant with a buried kitchen. You can do the same.

How to Manage Impatient Millennials

The young people of any generation have not been known for their patience. In the past, however, they were told to keep their heads down, speak when spoken to and pay their dues. The Millennial generation? Not so much. So it‘s not surprising that employers complain that these emerging contributors have barely been trained when they announce they’re ready for the next assignment. “No, no,” says the employer. “Now that you’ve learned what to do, we expect you to perform it eight hours a day, five days a week, 50 weeks a year. That’s called work.”

But let’s examine this disconnect for a minute. This impatience is the product of two influences, media and schooling. It’s no secret that the endless stories about instant billionaires persuade young people that they can be a tremendous success in an instant. They take one look at Mark Zuckerberg, or Sergey Brinn and think, “Those guys are in their thirties. I’m in my twenties. That gives me ten years to get there. But it won’t happen if I’m working here.”

The second influence is schooling. Everyone graduating with a bachelor’s degree has completed at least sixteen years of coursework, whose topics change every few days. You know the drill – Read the book, listen to the lecture, do the homework, take the text. Then repeat the same process with a new topic. Is it any wonder these newly-minted graduates expect that once something has been learned, it’s time to move on?

While learning on the job is an important element to work, it is mastery that forms the focus of any position. George Leonard, author of the classic work, Mastery, argues that rehearsal, not growth is the key. Writer Malcolm Gladwell argues that it takes 10,000 hours to become an expert. In both of these cases and others, repetition is the essential element. Sadly, this is not the message most Millennials received.

So what do you do the next time an enthusiastic young professional announces that he’s ready for the next assignment? Here are a few ideas:

Introduce this issue during selection. Few colleges discuss the nature of work with their soon-to-be graduates. Sadly, this is true of most parents as well. Simply describing the daily work process will open applicants’ eyes to this reality and provide you with an initial read on how they respond. Several of the large accounting firms have gone to the trouble, for instance, of posting ten-minute videos on YouTube that narrated a day in the life of an auditor. You can watch one by clicking on this link.

Reinforce during on-boarding. Remind new professionals that working within any organization is an evolutionary process. Provide them with examples of those who are two or three years ahead and thriving. Simply counseling them to be patient will not work. They are looking for evidence.

Include more frequent incremental learning. You will not be able to completely satisfy the desire for constant learning and growth. Millennials, and the Xers before them, have concluded that the more you learn, the more versatile you are when the inevitable layoff or transition takes place. Provide a menu of short courses from which they can choose. Introduce opportunities for coaching. Provide access to leaders who can comment on their career paths. Help them plan the desired trajectory within the firm.

Working proactively to address impatience will assist incoming Millennials adapt to the work-a-day routine that any thriving contributor faces. Help them find that balance between expectation and aspiration.