Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.

1. MILLENNIALS AT WORKPLACE
ABV - Indian Institute of Information Technology and Management, Gwalior
BY –
Aakash Khandelwal
Arun Pant
* All the images in this document are obtained from google images

3. WHO ARE MILLENNIALS?
• Born between 1980 – 2000
• Brought up in an era of advanced and
disruptive technologies
• Natives of digital world
• Global citizens
• Pampered kids
• The most educated generation
• Generation with highest student debt
• The “ME” generation
• The liberal generation
• Barely religious

4. 67 % want to do business. Only 13% want to climb business ladder and
become CEOs
ENTREPRENEURIAL ESCAPISM
Most business ideas that come out of college students are not feasible.
50% of all startups cease to exist after 5 years of incubation, many die much sooner.
VS
Millennials start companies because they are too lazy to get real jobs
Survey: Bentley University, 2014

5. ENTREPRENEURSHIP IS NEVER BAD
Idea of Playbour [work that feels like leisure]
Innovate
And
Create A
Legacy
Don’t
Have
Anything
Better To
Do
Easier Than
Ever
Crave
More
Meaning
Freedom To
Do Work
Opportunity
To Give
Back
“I don’t believe in
failure. It’s not failure
if you enjoyed the
process”
- Oprah Winfrey
The Social Good Summit is a two-day
conference examining the impact of
technology on social good initiatives.

6. Millennials pay most emphasis on
leadership skills. 39% millennials
believe leadership skills are
important to succeed in business.
However 63% believe that their
leadership skills are not fully
developed. Only 28% believe that
their organizations make full use
of their talents
Source: Deloitte, Millennial survey 2016
LEAST LOYAL GENERATION
Millennials have one foot out of the door. Even the millennials in senior management level expect to leave
their organization soon. Clearly they no longer have potential to shape the future of their organization

7. TALENT MOBILITY
RIGHT
SKILLS
RIGHT
PLACE
RIGHT
TIME
Mobility is evolving from a straightforward
transfer of skills to a far more complex
concept, designed to address a diverse set of business
needs:
• International perspective
• Exciting career opportunities to the best talent as
competition to attract.
• Two-way transfer of knowledge, skills and
experience
• Borderless Workforce
There is a growing recognition that the best
future leaders of today’s organizations must
reflect the world in which they operate.
International experience is an essential part of
their development.
Source: PWC, Talent mobility 2020 and beyond

8. Proportion of those who would like to work outside home country in their career
Source: PWC, Talent mobility 2020 and beyond

9. Millennials: The Job-Hopping Generation
Source: PWC (2016), Talent mobility 2020 and beyond

10. According to, Sir Kenneth Robinson
“Academic inflation”, or “education inflation”, is the
process of inflation of the minimum job requirement,
and the simultaneous growing number of higher
educated persons.
This results in an excess of college-educated
individuals with lower degrees (associate and
bachelor's degrees), and even higher qualifications
(master's or doctorate degrees), competing for too
few jobs that require these degrees, and devaluation
of educational degrees.
ACADEMIC
INFLATION
Sir Kenneth Robinson is a British author, speaker and
international advisor on education in the arts to government,
non-profits, education and arts bodies there is a shift in the
educational requirements of most jobs.
Degrees aren’t worth anything

12. WORK LIFE BALANCE
• Work life balance is most influential
factor in job after money
• It carries more weight for women
• 69% responded that their job provides
good work-life balance
• 28% feel their company does not
provide enough opportunities for
work-life balance
Source: PWC, Millennials at work ; Deloitte, Millennial survey 2016
Degree of importance excluding salary

13. FLEXIBLE WORKING
• 70% allowed to access email and other
mobile applications during work
• 67% allowed to work flexible hours
within limits
• Only 43% allowed to work from home
or other locations where they feel
most productive
• 51% believe productivity will increase
if they are allowed to work from their
place of comfort
Source: Deloitte, Millennial survey 2016
75% would like
to start/do more
43%, currently
offered
51%, positive
impact on
productivity
Work from home or other locations where
you feel you are most productive

14. FAMILY, FRIENDS AND MILLENNIALS

15. IMPACT OF FAMILY ON WORK
• Millennials are more likely to take paid
parental leaves (48%) as compared to older
generations (Gen X 35% and Boomers 24%)
• Millennials are more likely to have made or
willing to make sacrifices to manage work and
family/personal responsibilities
• 77% ready to change job/careers for better
managing families (Gen X 44%, Boomers 62%)
• 44% ready to take pay cut to have flexibility
(Gen X 35%, Boomers 31%)
• 53% ready to leave job to take care of family
(Gen X 48%, Boomers 42%)
Source: EY (2015), Global Generation

16. Millennials expect to keep on learning as they
enter the workplace and spend a high proportion
of their time gaining new experiences and
absorbing new information.
According to PwC - 35% said they were attracted
to employers who offer excellent training and
development programmes for this reason and
saw it as the top benefit they wanted from an
employer.
Chance To Work
With Strong
Coaches
And Mentors
Opportunity To
Engage, Interact
And
Learn From
Senior
Management
Particularly
Effective And
Also Help To
Relieve Tensions
Between
Generations
Like to devote more time to the
discussion of new ideas and ways of
working, on coaching and mentoring,
and on the development of their
leadership skills.
CURIOUS LEARNERS
Source: PWC (2016), Talent mobility 2020 and beyond

17. BUSINESS VALUES FOR LONG TERM SUCCESS
26% Employee
satisfaction/ loyalty/
fair treatment
25% Ethics/trust/
integrity/honesty
19% Customer
care/ focus
13% Quality/
reliability
8% Environmental
impact and Corporate
social responsibility
7% Good Products,
Efficiency
6% Innovation and
Respect
Source: Deloitte, Millennial survey 2016

18. FEEDBACK, FEEDBACK AND MORE FEEDBACK
“To summarize, using money to motivate people can be a double-
edged sword. For tasks that require cognitive ability, low to moderate
performance-based incentives can help. But when the incentive level is
very high, it can command too much attention and thereby distract the
person’s mind with thoughts about the reward. This can create stress
and ultimately reduce the level of performance.”
― Dan Ariely, Professor of Psychology and Behavioral Economics (Duke University) in his book –
The Upside of Irrationality: The Unexpected Benefits of Defying Logic at Work and at Home
Millennials want and value frequent feedback. Unlike the past where people received
annual reviews, millennials want to know how they’re doing much more regularly.

19. ADAM SMITH vs KARL MARX
Efficiency vs Meaning
INDUSTRIAL REVOLUTION - Adam Smith
KNOWLEDGE ECONOMY - Karl Marx

20. MARX'S THEORY OF HUMAN NATURE
In theory, one can speculate that ideologies will motivate people to love the
work they are doing and stay creative without monetary incentives, so work
would be a way of self-realization rather than a grind out of economic
necessity.
To quote Marx, “Labor has become not only a means of life but life’s prime
want.” In other words, you do work because you love the work, not because
you have to work. Alienation of labor is equally important.
Machines will do the labor that no man wants to do. People will find rewards
in the work itself, so to speak.

21. Motivation = Payment
Meaning
Creation
Pride
Challenge
Ownership
Identity

22. THANK YOU