Who Works for Who?: 20-somethings in the workplace

This article is from the Wall Street Journal by Ron Alsop titled "The 'Trophy Kids' Go to Work."  I found it to be especially interesting as so many 20-somethings are looking for jobs and entering a very tight job market.  The biggest question that came to my mind was "who works for who?".  I encourage you to read this piece and think about Colossians 3:23-24, "Whatever you do, work at it with all your heart, as working for the Lord, not for men, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving."  I'm interested to hear your comments.

 When Gretchen Neels, a Boston-based consultant, was coaching a group of college students for job interviews, she asked them how they believe employers view them. She gave them a clue, telling them that the word she was looking for begins with the letter "e." One young man shouted out, "excellent." Other students chimed in with "enthusiastic" and "energetic." Not even close. The correct answer, she said, is "entitled." "Huh?" the students responded, surprised and even hurt to think that managers are offended by their highfalutin opinions of themselves.

If there is one overriding perception of the millennial generation, it's that these young people have great -- and sometimes outlandish -- expectations. Employers realize the millennials are their future work force, but they are concerned about this generation's desire to shape their jobs to fit their lives rather than adapt their lives to the workplace.

Although members of other generations were considered somewhat spoiled in their youth, millennials feel an unusually strong sense of entitlement. Older adults criticize the high-maintenance rookies for demanding too much too soon. "They want to be CEO tomorrow," is a common refrain from corporate recruiters.

More than 85% of hiring managers and human-resource executives said they feel that millennials have a stronger sense of entitlement than older workers, according to a survey by CareerBuilder.com. The generation's greatest expectations: higher pay (74% of respondents); flexible work schedules (61%); a promotion within a year (56%); and more vacation or personal time (50%).

"They really do seem to want everything, and I can't decide if it's an inability or an unwillingness to make trade-offs," says Derrick Bolton, assistant dean and M.B.A. admissions director at Stanford University's Graduate School of Business. "They want to be CEO, for example, but they say they don't want to give up time with their families."

Millennials, of course, will have to temper their expectations as they seek employment during this deep economic slump. But their sense of entitlement is an ingrained trait that will likely resurface in a stronger job market. Some research studies indicate that the millennial generation's great expectations stem from feelings of superiority. Michigan State University's Collegiate Employment Research Institute and MonsterTrak, an online careers site, conducted a research study of 18- to 28-year-olds and found that nearly half had moderate to high superiority beliefs about themselves. The superiority factor was measured by responses to such statements as "I deserve favors from others" and "I know that I have more natural talents than most."

For their part, millennials believe they can afford to be picky, with talent shortages looming as baby boomers retire. "They are finding that they have to adjust work around our lives instead of us adjusting our lives around work," a teenage blogger named Olivia writes on the Web site Xanga.com. "What other option do they have? We are hard working and utilize tools to get the job done. But we don't want to work more than 40 hours a week, and we want to wear clothes that are comfortable. We want to be able to spice up the dull workday by listening to our iPods. If corporate America doesn't like that, too bad."

Where do such feelings come from? Blame it on doting parents, teachers and coaches. Millennials are truly "trophy kids," the pride and joy of their parents. The millennials were lavishly praised and often received trophies when they excelled, and sometimes when they didn't, to avoid damaging their self-esteem. They and their parents have placed a high premium on success, filling résumés with not only academic accolades but also sports and other extracurricular activities.

Now what happens when these trophy kids arrive in the workplace with greater expectations than any generation before them? "Their attitude is always 'What are you going to give me,' " says Natalie Griffith, manager of human-resource programs at Eaton Corp. "It's not necessarily arrogance; it's simply their mindset."

Millennials want loads of attention and guidance from employers. An annual or even semiannual evaluation isn't enough. They want to know how they're doing weekly, even daily. "The millennials were raised with so much affirmation and positive reinforcement that they come into the workplace needy for more," says Subha Barry, managing director and head of global diversity and inclusion at Merrill Lynch & Co.

But managers must tread lightly when making a critique. This generation was treated so delicately that many schoolteachers stopped grading papers and tests in harsh-looking red ink. Some managers have seen millennials break down in tears after a negative performance review and even quit their jobs. "They like the constant positive reinforcement, but don't always take suggestions for improvement well," says Steve Canale, recruiting manager at General Electric Co. In performance evaluations, "it's still important to give the good, the bad and the ugly, but with a more positive emphasis."

Millennials also want things spelled out clearly. Many flounder without precise guidelines but thrive in structured situations that provide clearly defined rules and the order that they crave. Managers will need to give step-by-step directions for handling everything from projects to voice-mail messages to client meetings. It may seem obvious that employees should show up on time, limit lunchtime to an hour and turn off cellphones during meetings. But those basics aren't necessarily apparent to many millennials.

Gail McDaniel, a corporate consultant and career coach for college students, spoke to managers at a health-care company who were frustrated by some of their millennial employees. It seems that one young man missed an important deadline, and when his manager asked him to explain, he said, "Oh, you forgot to remind me." Parents and teachers aren't doing millennials any favors by constantly adapting to their needs, Ms. McDaniel says. "Going into the workplace, they have an expectation that companies will adapt for them, too."

Millennials also expect a flexible work routine that allows them time for their family and personal interests. "For this generation, work is not a place you go; work is a thing you do," says Kaye Foster-Cheek, vice president for human resources at Johnson & Johnson.

Although millennials have high expectations about what their employers should provide them, companies shouldn't expect much loyalty in return. If a job doesn't prove fulfilling, millennials will forsake it in a flash. Indeed, many employers say it's retention that worries them most.

In the Michigan State/MonsterTrak study, about two-thirds of the millennials said they would likely "surf" from one job to the next. In addition, about 44% showed their lack of loyalty by stating that they would renege on a job-acceptance commitment if a better offer came along.

These workplace nomads don't see any stigma in listing three jobs in a single year on their resumes. They are quite confident about landing yet another job, even if it will take longer in this dismal economy. In the meantime, they needn't worry about their next paycheck because they have their parents to cushion them. They're comfortable in the knowledge that they can move back home while they seek another job. The weak job market may make millennials think twice about moving on, but once jobs are more plentiful, they will likely resume their job-hopping ways.

Justin Pfister, the founder of Open Yard, an online retailer of sports equipment, believes he and his fellow millennials will resist having their expectations deflated. If employers fail to provide the opportunities and rewards millennials seek, he says, they're likely to drop out of the corporate world as he did and become entrepreneurs. "We get stifled when we're offered single-dimensional jobs," he says. "We are multi-dimensional people living and working in a multi-dimensional world."

These outspoken young people tend to be highly opinionated and fearlessly challenge recruiters and bosses. Status and hierarchy don't impress them much. They want to be treated like colleagues rather than subordinates and expect ready access to senior executives, even the CEO, to share their brilliant ideas. Recruiters at such companies as investment-banking firm Goldman Sachs Group Inc. and Amazon.com describe "student stalkers" who brashly fire off emails to everyone from the CEO on down, trying to get an inside track to a job.

Companies have a vested interest in trying to slow the millennial mobility rate. They not only will need millennials to fill positions left vacant by retiring baby boomers but also will benefit from this generation's best and brightest, who possess significant strengths in teamwork, technology skills, social networking and multitasking. Millennials were bred for achievement, and most will work hard if the task is engaging and promises a tangible payoff.

Clearly, companies that want to compete for top talent must bend a bit and adapt to the millennial generation. Employers need to show new hires how their work makes a difference and why it's of value to the company. Smart managers will listen to their young employees' opinions, and give them some say in decisions. Employers also can detail the career opportunities available to millennials if they'll just stick around awhile. Indeed, it's the wealth of opportunities that will prove to be the most effective retention tool.

In the final analysis, the generational tension is a bit ironic. After all, the grumbling baby-boomer managers are the same indulgent parents who produced the millennial generation. Ms. Barry of Merrill Lynch sees the irony. She is teaching her teenage daughter to value her own opinions and to challenge things. Now she sees many of those challenging millennials at her company and wonders how she and other managers can expect the kids they raised to suddenly behave differently at work. "It doesn't mean we can be as indulgent as managers as we are as parents," she says. "But as parents of young people just like them, we can treat them with respect."

Adapted from "The Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up the Workplace" by Ron Alsop. Copyright 2008 by Ron Alsop. Published by Jossey-Bass, a Wiley imprint.

Comments

[Aaron Stern]

Dave - thank you so much for sharing your personal experience. It is amazing how, just like an "immature high school student", we can continue to think we know it all and yet have no experience in life.

Sara - what a great reflection of the article. Sounds like you learned some great lessons to help in your growth and posture in the workplace. Thanks for sharing.

[David Madden]

Hey Aaron,
Thanks for posting this article. I’m a college pastor and have not only seen exactly what the article explains but I have also been guilty of it myself. When I graduated from Baylor my interviews were pretty ridiculous. I assumed I would be the CEO once they saw my brilliance and expertise. Then when I began working for a church at 24 I assumed I would be a senior pastor with a mega church in no-time.

The article reminds me that one of our responsibilities is to help frame reality and expectations for those who are coming behind us. People are human and their expectations will always be a little off when they are moving into unchartered territory.

[Sara]

Thanks for posting this Aaron. I'm 23-years old, and I'm guilty of some of the habits and expectations listed above.

Before my best girl friend and I graduated from College, we both had these grandiose ideas of becoming MANAGERS for our FIRST JOB! We couldn't believe anyone would want to hire us as anything less! We both found jobs that were above entry level right out of college, and we were both fired after 3 months.

Looking back, I see how accidentally arrogant we were. As the article says, we expect so much from employers... we want the moon and we want our boss to spoon feed us how to get it.

After being fired, I really had to re-evaluate my career life, what I wanted and what I was ready to work for. I've been at the same radio station now for a year and a half. That may not seem long, but it’s longer than I expected to stay here. I had to start out of the receptionist, but time and hard work paid off... I was promoted after a year.

I do have to remind myself, that I'm an adult and it’s my responsibility to be proactive and do my own research or homework... answering questions before they're asked of me.

I still have a lot of growing up to do, but I’m getting there :)

I do have to say, I SO MUCH appreciate my co-workers. I'm the youngest by almost 10 years in my office, and even then, everyone older than me has been doing this kind of work for many years. Still, they treat me as an equal, not the baby of the family. That alone, as the article explains, sends such positive messages to me and encourages me to work all the more harder.

Thanks again for sharing!

[Sara]

Thanks for posting this Aaron. I'm 23-years old, and I'm guilty of some of the habits and expectations listed above.

Before my best girl friend and I graduated from College, we both had these grandiose ideas of becoming MANAGERS for our FIRST JOB! We couldn't believe anyone would want to hire us as anything less! We both found jobs that were above entry level right out of college, and we were both fired after 3 months.

Looking back, I see how accidentally arrogant we were. As the article says, we expect so much from employers... we want the moon and we want our boss to spoon feed us how to get it.

After being fired, I really had to re-evaluate my career life, what I wanted and what I was ready to work for. I've been at the same radio station now for a year and a half. That may not seem long, but it’s longer than I expected to stay here. I had to start out of the receptionist, but time and hard work paid off... I was promoted after a year.

I do have to remind myself, that I'm an adult and it’s my responsibility to be proactive and do my own research or homework... answering questions before they're asked of me.

I still have a lot of growing up to do, but I’m getting there :)

I do have to say, I SO MUCH appreciate my co-workers. I'm the youngest by almost 10 years in my office, and even then, everyone older than me has been doing this kind of work for many years. Still, they treat me as an equal, not the baby of the family. That alone, as the article explains, sends such positive messages to me and encourages me to work all the more harder.

Thanks again for sharing!

[Aaron Stern]

Bryan - Thank you for your comment. Sounds like you had a great discussion. I think these ideas are worth discussing with 20-somethings for feedback and for putting developing a healthy perspective about life and work, I agree with your takeaways that the some of the entitlement may be driven by good priorities but the issue is presentation. There is something to be said for boundaries and priorities but it is important that it is balanced with a posture of humility, patience and respect.

Benson - I agree that the Church needs to talk about the theology of work more often. We must see it as spiritual and an expression of mission.

John - don't really appreciate the tone but agree that dropping the pride will not only help in taking any job but actually getting better jobs in the long run.

[Bryan]

I read this article a little over a year ago and had the privilege of discussing with some of my employers. I am 23 (so I am part of this generation) and I work at a church so it was a safe place to discuss both in regards to myself and my generation as a whole. While we agreed that this could and will certainly cause some issues as more and more of this generation enters into the workforce, we couldn't help but see that perhaps there was some good in this as well. I am not advocating a sense of entitlement but these arose out of things that we didn't particularly like in the previous generation.

1. My peers oftentimes saw the pitfalls of their parents being a slave to their mortgage and are therefore advocating for higher pay. While that isn't particularly to correct solution, the ideal is noble.

2. In general the previous generations saw worked more and more and spent less time raising their kids. A decent amount of neglect was what many were left with. They don't want to repeat that mistake. Again, the way it is handled by my peers is not the best and they usually don't have families quite yet but the desire for this correction is nonetheless healthy.

There are other similar arguments but since this is a comment and not an article of my own I will stop there. One of the best things I think those who are older and experienced along with those who have the privilege of being in college ministry is to walk with them through what it looks like to fight for healthy ideals in a wise manner and to walk along side them in growing in patience.

Thanks for creating an environment for this discussion.

[Benson Hines]

Thanks for pointing us to this article, Aaron. For those who minister to college students, I think it points out at least a few things:

1- This should be a need we seek to meet. Much of the impact we make as college ministers doesn't have nearly the immediate & life-altering application that preparation for vocational spirituality does. Yet this is one of the areas in college ministry we focus on least.

2- the article also points to our need to learn about generational differences, letting those differences impact how we do ministry. Because our audience is so narrow (and is untempered by the presence of parents and others from different generations), generational differences presumably affect our work more than any other area of Christian ministry.

3- This is also an area that draws a line between the work of college ministry and the work of young adult ministry. While both areas can learn LOTS from this article, it's clear that training for vocational spirituality looks different (and requires differences) when discipling "pre-vocational" collegians vs. "mid-vocational" young adults (some of whom are even younger than the collegians). The difference is more sociological than age-based.

Sorry for the thought explosion, but those was my first reactions!

[John Crist]

I hear the "i can't find a job" complaint all the time from people at the mill. It's BS. Fast food is hiring 24/7. People are just too proud to work there. They'd rather like on credit and be in debt the rest of their lives than to take a job at the bottom. P.S. mill setup team is not a resume builder.

[Aaron Stern]

April - thanks for your comment as an employer. With such a prevalent entitlement attitude it seems to me that a hard working, servant hearted, God honoring employee would make a pretty big splash and a great impression.

David - A partnership is definitely a valuable goal. I suspect that a young person who loses their job as a result of a sense of entitlement would get a pretty strong message about what will work.

Stephanie - It will be interesting to see if this trend continues or if a "course correction' will be made. Seems to me though that it will be difficult to change an attitude that is self-serving unless there is a heart adjustment since it is in our nature to want the world to revolve around us.

[April]

I'm twenty three years old, and don't feel I was raised in an unrealistic, coddling environment. I had parents who worked extremely hard for what they had, but I notice that among my peers this mindset has not necessarily drifted down. Particularly teens born in the early to mid nineties; as their manager I heard them threaten to quick weekly, sometimes daily, if conditions were not to their liking. It is important to remember that not only does the employee offer something to the employer, but the employer offers something to their workers. When I interview for myself or interview others, I keep in mind, not only am I evaluating them to see if I want them to be part of my business, but they are interviewing me to see if they want to be part of what I'm doing. This is what "at will" employment entails; workers can come and go as they please, and employers can hire or fire them as they please. It's a give and take relationship on both ends, to keep both parties satisfied with the situation.

[David Harris]

I read this article last week, and I think it's right on the money with my generation. I'm 27 years old, and I've been in the work force for a decade. It amazes me the number of my peers that feel like the company should be honored to have them as employees. While I believe that companies should take care of their workers, I don't think they should cave to entitlement and laziness, regardless of the employee's age.

[Stephanie Augustine]

I read an article a few years back that pointed out the differences between the Baby Boomer, Gen X and the Millineal generations in the workplace. It is interesting to see how each generation's work ethic impacts family. I am wondering if the Millenial generations kids might swing the pendulem back to the other side. Only time will tell!