Hiring Millennials & Entering Them Into our Active Workforce

Hiring Millennials & Entering Them into Our Active Workforce
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Hiring Millennials & Entering Them into Our Active Workforce
Millennial are the individuals who were born between 1980 and 2004 and reached adulthood at the turn of the 21st century and are the predecessors of Generation Y. They are also referred to by other names such as Generation Y, Generation Next, Facebookers, Screenagers and Net Generation among many other names. According to United States Bureau of Labor Statistics, Millennial makes up about 80 million adults who have already joined or are preparing to join the workforce. Currently, about 25% of the United States workforce comprises of the Millennial, and it is anticipated that by the year 2020, Millennial will constitute 50% of the workforce. This means that the managers should be preparing to shift from relying on the Generation Y, whose time in the job market is gradually expiring, into hiring and developing the Millennial in their companies. However, the process of integrating the Millennial into the workforce poses challenges to the managers drawn from Generation x who are likely to be the bosses of the Millennial. Millennial are unique concerning their competencies and perspective, highly contrasting to the generation x and even retaining them in a company is a problem. Most managers have experienced problems with hiring and incorporating Millennial into their workplace. This paper proposes a model that can be used by the managers to smoothen the process of hiring and entering the Millennial in their workplace. The model describes what the managers should do to attract the Millennial, develop them and retain.
Background of the Problem
As earlier mentioned, Millennials are unique with regard to expectation, the perspective of the job and the competencies. Generation x workers were looking for job security and structure, but Millennial are looking for employability and flexibility. Millennial seek to progressively advance their skills in meaningful ways (Brack, 2013). They focus less attention on the income, unlike the generation X. To Millennial, much is about fulfilment and personal enrichment which calls for flexible work schedules. Millennial' top priorities are compensation (having in mind that they graduate with a debt of % 20,000), opportunity to make a difference and flexible work schedules (Gore, 2013). It is no doubt that finding organizations with flexible work schedules as may be demanded by every employee is challenging and difficult as most of the organizations are structured, but the managers will have to recruit these millennial to substitute retiring workers (Gore, 2013). This means that there is a problem that needs to be resolved by the managers so as to fine tune the Millennial into the workforce.
Job expectation and perspective are not the only challenges posed by the Millennial to the managers. Additionally, Millennial enter the workplace with different wants from their managers. Millennial need a collaborative working environment where the goals are clearly understood by all the members of the group (Espinoza & Ukleja, 2016). They also need measures. Since millennial have been raised within structured environments,...