Product and service reviews are conducted independently by our editorial team, but we sometimes make money when you click on links. Learn more.

Hiring Goes Millennial: How to Attract, Retain and Manage This Influential Set

Bhavna Chadalavada
Bhavna Chadalavada

Much has been said and written about millennials (generally referred to by researchers as having birth years ranging from the early 1980's to the early 2000's), but little of it has come from within our generation itself.

The reality about us is that we want what the business community at large wants and needs, but we are pushing for it harder and faster than some are comfortable with.

It’s causing us to leave jobs, shuffle positions frequently, befuddle our superiors, generally cause angst, and in some cases accelerate desired culture shifts.

Barry Salzberg, CEO of Deloitte Global, put it aptly when he said, “The message is clear: when looking at their career goals, millennials are just as interested in how a business develops its people and how it contributes to society as they are in its products and profits. These findings should be viewed as a wake-up call to the business community.” 

Young millennium team on laptop and mobile phone at outside table

Related Article: How Companies Are Changing Their Culture to Attract (And Retain) Millennials

And, the wake-up call is coming quickly. By the end of 2015, millennials are expected to overtake baby boomers in the workforce as more and more boomers reach retirement age. 

We are a generation that has embraced and fueled rapid technological advancement and creative innovation that has changed the scope of multiple facets of the world today: from medicine and healthcare, to poverty, water and hunger, to social connection, dating, food and music.

So, what are the tricks to attract, retain, and manage the best among us? Read ahead to find out. 


We love free lunch, but we know that culture goes beyond that. The following three elements are critical to attracting us.

1. Purpose, mission, meaning

Seventy-seven percent of millennials state that their “ability to excel in their job is contingent upon deriving meaning from their work”.

We want our employers to have a purpose and mission for their business (for six in 10 millennials, a “sense of purpose,” is part of the reason they chose to work for their current employers), and we want to connect to it in order to feel enlivened and energized by the work we are doing.

In all honesty though, who wants a grinding, robotic nine-to-five culture? Employers and the former generation seem to have grown used to it, and have tolerated it either because they see no other way, or because they see another way and don’t know how to get there.

Millennials are built to get there. We are here to change things and make sure those changes stick. Big Four accounting firm PricewaterhouseCoopers is planning for a workforce of nearly 80 percent millennials in 2016.

It might take other organizations a few more years, but millennials are expected to make up 75 percent of the workforce by the year 2025 (Deloitte Millennial Study & Forbes).

2. Quality of leadership

According to a Deloitte study, today’s millennials place less value on visible (19 percent), well-networked (17 percent), and technically-skilled (17 percent) leaders.

Instead, they define true leaders as strategic thinkers (39 percent), inspirational (37 percent), personable (34 percent) and visionary (31 percent). 

Who we are working under is a big reason we would want to be associated with a given company. The opportunity to observe a strategic-thinking, inspirational, personable, and visionary leader from close quarters is, in many cases, enough to hook us in.

3. Opportunity for learning and development

Maneuverability (ability to shift area of work within a given company, along with potential for growth of responsibility in a role) and development initiatives for employees (beyond your standard training program) are critical. To illustrate this point, if we are given a choice of: 

A) Less pay at a company that:

Has opportunities for learning and development within a given role.

Offers us the ability to shadow and learn about other roles and potentially make an internal transition.

B) A higher-paying position at a company with:

Perks (free lunch) and Incentives (cash-bonuses).
A boxed-in position with little opportunity for development.

We would choose option A (unless, for unfortunate economic reasons, such as student loans, we have to take B). 

Related Article: Who Are You Hiring? Meet the Millennials [INFOGRAPHIC]


Inherently, we are built to make businesses successful and last. But getting caught up in short-term ROI and losing sight of us as people is a sure way to isolate and push us away.

We care about the success of the business, but we also see how that goes hand-in-hand with unleashing the best in an organization’s people. 

If we are treated like a number, we will go ahead and treat our employers like a number right back. We’ll stop coming in early and leaving late, and we’ll do the job just well enough to stay hired, until we find something better and jump ship.

Most of us are already cultivating our side hobbies and projects, so if you give us reason enough, we will dedicate more and more of our time and energy into that. We’ll clock in and clock out until one day we drop the job and leave, just as our employers fear. 

It may sound self-serving, but it is a protective mechanism that ultimately allows not only us but also our employers to thrive: by hiring and retaining the right people while creating and maintaining a culture of purpose.

A culture of purpose is proven by multiple sources by now to outperform financially. This is no longer a debate.

If companies have a mission and purpose that is adhered to, provide resources and programs for training and development, and their people and leaders are indicative of the culture and mission they seek to promote, they’ve got us locked in. We’re going to give it everything we’ve got.

But if not, we’re going to eventually leave and have our employers scratching their heads wondering what went wrong.

What went wrong is that expectations of the workplace has changed, and we need more than your typical scene from The Office, which unfortunately (and comically), is still tolerated by many organizations.

The facts and figures support this:

  • According to a study by PricewaterhouseCoopers, millennials rated training and development as the most highly valued employee benefit. In fact, training and development outranked cash bonuses by a whopping 300 percent.
  • 78 percent of millennials surveyed by MTV said, “Even if I have a job it’s important to have a side project that could become a different career.” Unlike previous generations that sought out career destinations, millennials are job hoppers, expecting to stay in a job for less than three years. Job hopping can lead to greater fulfillment, which is vitally important to this generation.
  • 88 percent of millennials considered, “positive culture important or essential to their job” and said that if they don’t have it at their current employer, they will look elsewhere.

Related Article: Millennials In the Workplace: How Will They Affect Hiring?


If our employers create the right culture and hire the right people, managing us becomes less work, which is what both sides want anyway.

In more granular terms, what we want day-to-day is:

  • Clear goals and projects.
  • Independence to work and create (high trust).
  • A collaborative environment (a whopping 88 percent of millennials prefer a collaborative work environment over a competitive one).
  • Check-ins fairly often where we are kept appraised of our performance by a forward-thinking and accessible manager (according to a survey by Millennial Branding and American Express, 53 percent of millennials said a mentorship relationship would help them become better and more productive workers).

When discussing career plans and progress, 96 percent of millennials want to talk face-to-face. We don’t want to be surprised with immediate repercussions or talked behind. We want to be told how we can improve.

Being given less responsibility as a result of what we do not yet know does not motivate us, it deflates us.

We were raised in an increasingly transparent world. To us, being a “straight shooter” is not a rarity. Being open and communicative is our way of life, and we consider it a sign of trust and investment that you’ll provide us with feedback rather than treat us like a dispensable cog in a machine.

According to a University of North Carolina study, 88 percent of millennials said they would rather receive feedback in real time, not to mention frequent in-person check-ins on progress.

And, we’ll take it a step further too: we want to be able to have a dialogue about our company's (or even just our team's) growth and performance. Just because we are less experienced and less grey-haired, we don’t think that should stop us from being able to contribute to decisions being made.

Related Article: How to Lose a Millennial in 10 Days

Our employers have our buy-in (millennials have no shame in allowing their professional and social worlds collide, with 70 percent having “friended” their managers and coworkers on Facebook), so shouldn’t the trust extend both ways?

As a millennial who has worked on Wall Street, in Silicon Valley for an old-guard global Tech corporation, in start-ups, and for consulting firms, these insights remain true across the board.

Some companies have caught on, and some have not, but the future lies here. And, the most innovative and successful companies out there are now utilizing this knowledge full-scale. It is no longer a question of if it is worth the initial investment to do so.

It will cost more in turnover and poor performance not to.

Image Credit: Prostock-Studio / Getty Images
Bhavna Chadalavada
Bhavna Chadalavada
business.com Member
As a former D1 basketball player (one of the first Indian Americans to ever do so), an Ivy League graduate, a lifelong practitioner of yoga and meditation, and an alumnus of working in Finance on Wall Street, in Tech in Silicon Valley, and for global consulting firms, Bhavna has a unique perspective which has contributed to successful engagements as a Consultant, Coach, Writer and Speaker. She received her B.A. from Columbia University, where she studied History, Political Science, and Economics, among various assorted classes (A History of American Pop Culture, A History of Food, Gandhi's India, Major Texts of the Middle East & India, and a Tibetan Buddhist course called Women Visionaries to name a few!). Her favorite was a course called Executive Leadership, in which she wrote a research paper on John Mackey & his leadership with Whole Foods. She is lucky enough to have traveled around the world, and speaks 5 languages. She has practiced yoga and meditation under the tutelage of some of the world's masters since she was a child, and has studied the holy scriptures across cultures in order to gain mastery over their common threads - and ensuingly the ties that bind within the human spirit. The insights she has gained have allowed her to connect and collaborate with people from all walks of life at a highly effective level, through deep understanding and empathy. She is keenly interested in practices that unfold and advance human potentiality while developing consciousness, and brings this interest into her writing, work, and life.