It’s a contradiction: Millennials are extremely digitally connected, yet they are unattached to institutions and employers. While millennials are 11 times more likely than those of older generations to report using Twitter and are nearly 40% more likely to send and read emails, their levels of engagement and attachment with employers are significantly lower than those among members of older generations.
ONLY 29% OF MILLENNIALS ARE engaged, meaning they are emotionally and behaviorally connected to their job and company. Another 16% of millennials are actively disengaged, meaning they are more or less out to do damage to their company. The majority of millennials (55%) are not engaged, leading all other generations in this category of workers . Not engaging millennial workers is a big miss for organizations. The millennial workforce is predominantly “checked out”― not putting energy or passion into their jobs. They are indifferent about work and show up just to put in their hours.
Often, millennials are characterized as entitled job-hoppers, but the reality is that 55% of this group is not engaged at work. They feel indifferent about their job and company ― and indifferent and entitled are not synonymous. Many millennials likely don’t want to switch jobs, but their companies are not giving them compelling reasons to stay. When they see what appears to be a better opportunity, they have every incentive to take it. While millennials can come across as wanting more and more, the reality is that they just want a job that feels worthwhile ― and they will keep looking until they find it.
THE RELATIONSHIP BETWEEN MANAGER AND EMPLOYEE represents a vital link in performance management. As is often the case, communication is crucial for that relationship to succeed. Millennial workers are more engaged than non-millennials when their managers provide frequent and consistent communication and feedback. Forty-four percent of millennials who report that their manager holds regular meetings with them are engaged ― contrasting sharply with the 20% of engaged millennials who do not agree that their manager meets with them regularly. This finding is similar to older generations; 43% of non-millennials who report their manager holds regular meetings with them are engaged
Regular meetings and consistent feedback pay dividends not only in engagement, but also in performance. Employees who meet regularly with their manager perform better for their team and company. They are also more likely to report that they regularly receive recognition and praise, that someone cares about them as a person and that someone cares about their development.
Effective feedback is rooted in a few essential tenets; chief among them is frequency. The more conversations managers have with their employees, the more engaged their employees become . But Gallup found that only 21% of millennials and 18% of non-millennials meet with their manager on a weekly basis. The majority of employees ― 56% for millennials and 53% for non-millennials ― say they meet with their manager as infrequently as less than monthly.