According the Pew Research Center (1996), Millennials are knowns as Generation Y.

It also
defines as the last birth year for Millennials in our future job opportunities. In 2018, a person
who born on 1981 till 1996 as a ages of 22 until 37 will be considered as a Millennial and person
who born from 1997 onward will be considered as a new generation.

Millennials (Generation Y) and other generation are distinct in terms of technology and others
pratical issue. Auby (2008) states that Generation Y is more comfortable with technology
compared to generation X. Notably, They know how to solve problems and shorten the learning
curve using collaboration tools. These tools include cell phones, Bluetooth, Windows CE
handhelds, laptops, email, and text messaging. (Bradley 2007) Additionally, a study showed that
Generation Y professionals are focused on practical issues, specifically, salary and
healthcare/retirement benefits, job stability, and career satisfaction. (“Focused on the Future”
2008) Hence, proposed a hypothesis that’s Members of Generation Y have a greater work
orientation than members of Generation X.

According to John (2008), recruiting and hiring process are being swept along in internet
currently. Employers nowadays broadly use internet typically social media to search for new
talents. Additionally, Internet lends itself well finding and attracting college graduates, skilled
workers, managers and executives. In fact, technology use were helping them in maintains
connection at works as well in their personal lives. For an instance, Companies like Google and
Deloitte are increasingly using technology to deliver this information through video streaming
on recruiting websites. Employees of Google are often featured in the videos, letting prospective
employees “walk” with them through their day as they explain how the organizational culture
fits with their job. (Brack.J 2012) The fact was supported by Jeanne C. M (2010) stated that
recruiting for the vast majority of professional jobs will start in one of the highly trafficked
social networking sites, such as Facebook, LinkedIn, YouTube, Bebo, and Second Life.

According Jeanne C. M (2010) building a portfolio of contract jobs will be the path to obtaining
permanent full-time employment. Companies will farm out more work to be done on a
contingency basis and, in so doing, test potential future employees to ensure that there is not
only a fit of skills but also a cultural fit. Instead of that, Companies shall disclose their corporate
social responsibility programs to attract and retain employees. The focus on people, planet and
profits, also known as the triple bottom line, will become the main way organizations attract and
retain new hires.
Training and development opportunities shall include on-the-job training, coaching and
mentoring. Some organizations have taken coaching and mentoring a step further by instituting
reverse mentoring programs, which allow Millennials to share their technological knowledge to
other generations in the workplace. (Brack.J 2012) Training and development opportunities
targeted to Millennials, should considered of leverage on their love of technology with e-
learning opportunities. E-learning opportunities can be on-demand, offering flexibility in terms
of when and where Millennials participate (a feature Millennials highly value), and are
extremely cost effective. Employers are increasingly using e-learning to teach introductory
concepts like business basics or sales techniques. (Brack.J 2012

It may also be time to consider Millennials’ compensation needs, particularly in light of the debt
Millennials have in student loans after graduating from college. Compensation packages slightly
above industry or regional averages can provide organizations a recruitment edge in attracting
the best and brightest of this generation. (Lynch, 2008). Nicholas W. Thompson (2011) states
that a strong total rewards package – the sum of base compensation, bonuses, commissions, and
benefits packages – remains a formidable strength in alluring bright young minds to any career.
In addition, Millennials respond to financial incentives, and while there is often a schism
between their perceived self-worth and their actual market value, there are enough employers
making extraordinary human capital investments. This means that to truly design a strong
rewards package, employer must evaluate pay considerations in conjunction with the other
aspects of the job being performed.

In many ways, Millennials desire the same things as any worker would, but that does not mean
that standard best practices will be enough to keep this generation’s turnover intentions at bay. In
fact, employers cannot eliminate turnover, but they can effectively reduce it.
Reference

1. Auby, Karen (2008), “A Boomer‟s Guide to Communicating with Generation X and

Generation Y”, Business Week, August 25, p. 63. AC

2. Bradley, Mike (2007), “Training the Next Generation”, Systems Contractor News, Vol.
14, pp. 48-50.

3. Brack. J (2012), “Maximizing Millennials in the Workplace”, UNC Executive

Development 2012 achieved at http://www.kenan-flagler.unc.edu/executive-
development/custom-programs/~/media/files/documents/executive-
development/maximizing-millennials-in-the-workplace.pdf

4. “Focused on the Future: Survey Shows Financial Security Tops List of Generation Y
Career Concerns”, (2008), PR Newswire, February 25, 1.

5. John G. joos (2008), “Employment relationship today” Volume 35, Issue 1

Spring 2008 Pages 51–59.

6. Jeanne C. Meister, Karie Willyerd (2010) The 2020 Workplace: How Innovative
Companies Attract, Develop, and Keep Tomorrow's Employees Today p262.821.8178
achieved at
http://www.livingasaleader.com/userdata/userfiles/file/articles%20on%20gen%20y.pdf

7. Nicholas W. Thompson (2011) Managing the Millennials: Employee Retention

Strategies for Generation Y CMC Senior Theses. Paper 240 achieved at
http://scholarship.claremont.edu/cgi/viewcontent.cgi?article=1297&context=cmc_theses