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Purpose The purpose of this paper is to present strategies maximizing the millennial talent. The study focuses on finer aspects such as millennials interests, likes, risk tolerance level, and unhappiness at workplace. The paper also underlines that the generational differences in the workplace cannot be ignored but only has to be welcomed to build an organization that exhibits and promotes inclusive behavior. Design/methodology/approach The research design adopted for the study is exploratory in nature. The research analysis is based on the information/data collected from the journal articles, newspapers, and the various conferences and majorly from in-person discussions with the HR heads. Findings Millennials engage in discussions with their age group and peers, who are like-minded. They often tend to exhibit intolerance with incompatible and thus avoid talking to older generation workforce in the organization. While confronting them, they like to challenge the status quo and go beyond the conventional way of doing things. Research limitations/implications The findings and the implications reflect the perspective of millennials employed in the services industry. Further research can focus on other industries especially in the manufacturing sector, where the scope of innovation and doing different is limited. Practical implications Millennials express very little loyalty when compared to the older generations. Further, they also feel that they are underutilized and have greater potential to do more. Organizations should take every effort that the older generations help the millennials in understanding the work, invest time in coaching and development of their leadership skills. Originality/value The study presents an alternative in managing the millennials thereby maximizing their talent in the workplace.
Human Resource Management International Digest
Managing millennials in the digital era: building a sustainable culture
Bharat Chillakuri, Ramanjaneyulu Mogili,
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Human Resource Management International Digest,
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Managing millennials in the digital era:
building a sustainable culture
Bharat Chillakuri and Ramanjaneyulu Mogili
Talent management has become the heart of the HR function with scores of millennials
joining the workforce in the digitalized world. Despite completing three decades of
their entry, managing these millennials (Generation Me) still remains a difficult task
for most organizations. Millennials are outgoing, assertive and team up quickly (Howe and
Strauss, 1992). They prefer instant feedback and are interested in engaging conversations
and being coached. Millennials are over ambitious and like to challenge the status quo.
They engage in discussions with the like-minded and often exhibit intolerance with
incompatible. A study by the American Psychological Association (2017) corroborates that
millennials prefer working with professionals with similar strengths and thus often distance
themselves from older professionals. As a result, senior executives, mostly the Generation X
groan at the quality of millennials being hired in the organizations forcing the organizations
to rethink the way they view the talent.
With the emergence of new technologies like Artificial Intelligence, Machine Learning, and
Augmented Reality, there is a dearth of skilled workforce across the industries. Adapting to
the ever-changing technologies is challenging to both millennials and senior professionals.
However, millennials have been exposed to various technologies since school and their use
of technologies in every facet of their life has sharpened their ability to cope with newer
technologies. The fact that they are ambitious and insatiably curious to explore new things
underscores their hunger to learn new things every day; hence, the contribution of
millennials to the organization cannot be easily written off.
The research on millennials focused on their work values, behavioral component, conflict
with their supervisors, and their intolerance toward ambiguity and ignored finer aspects
what interests them most, likes, passion, risk tolerance level, unhappiness at workplace,
etc. The generational differences in the workplace cannot be overlooked but only has to be
welcomed; hence, an attempt is being made to present strategies in maximizing the
millennial talent.
College to career
As millennials enter organizations, they pass through the transitional phase marking the end
of adolescence and the beginning of the adulthood. These individuals experience variability
in terms of age, demographics, and their socio-financial status. Lack of uniformed teaching
system in the academics challenges these individuals in the workplace. During their earlier
days, they are curious about the organization, collect information, and become
knowledgeable as much as they can. Once they get acquainted with the organization, they
identify themselves with the organization and contribute towards its growth. The leadership
must ensure smooth transition and create a congenial environment to accept the millennials
the way they are. School to work transition theory (Wendlandt and Rochlen, 2008) often
Bharat Chillakuri is a Client
Account Manager at
Deloitte LLP (Offices of the
US), Hyderabad, India.
Ramanjaneyulu Mogili is a
Doctoral Research Fellow,
School of Management
Studies, University of
Hyderabad, India.
DOI 10.1108/HRMID-11-2017-0168 ©Emerald Publishing Limited, ISSN 0967-0734 jHUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST j
Downloaded by University of Hyderabad At 02:54 15 May 2018 (PT)
referred as STWT highlights three phases, namely, anticipation, adjustment, and
achievement. The theory also states that new hires who cannot connect with the workplace
leave the organization in the first two years of their joining.
Communication to over-communication
Millennials are detail-oriented and gather as much information as possible before kicking off
a project. The Innate curiosity acts as a driving force to search and know everything that is
relevant to them. They are restless and keeps learning constantly from day one to their last
working day in the organization. In fact, one of the easiest way to manage their
unquenchable thirst is to update them with all the organizational, team and work related
information frequently. To suite their working style, organizations need to constantly
communicate with these individuals. However, they do not like being overloaded with
senseless overkill of information; thus, the messages should be concise and clear. The
comprehending ability varies with each individual; therefore, organizations may prefer to
frequently communicate, as it reinforces the message, eliminates the ambiguity, and builds
trust between the employee and the employer.
Manager to coach
Performance management systems in the organization have undergone a paradigm shift
and the organizations are moving away from the bell curve or the forced distribution
method. An analysis into this revealed that the millennials want frequent, instant, and more
feedback. They do not like to wait until the year-end just to know about their performance,
further they are more interested in engaging discussions and coaching. In the initial days of
their career, they expect more from a manager; hence, managers should be willing to
provide ongoing consultation and provide real-time feedback. Identifying the strengths and
playing to their strengths are critical aspects in enhancing one’s performance. Certain
individuals might be well aware of their strengths, while others may not; hence, managers
should coach by asking intuitive questions to discover their strengths. Strengths could be
seen as strengths to deliver and strengths to nurture. Strengths to deliver are those that are
required to perform well in day-day work, while strengths to nurture are those that will be
mastered over the course of the time. It is important for a manager to groom the individual in
a way that the work they do motivates and keeps them energized as the millennials
experience highest level of stress.
Learning to development
Learning and development is a key function of the human resources that devises training
programs to develop competencies of the employees across the levels. Most of the
organizations have mandated the training hours per year for employees; hence, employees
complete the mandatory hours based on the training calendar prepared. However, the
effectiveness of the trainings is still a baffling question to the leadership. The return on
investment from these training programs seems under achieved. Development of the
individual refers to the employer providing opportunities to help the employees grow. In
other words, it should be more of futuristic in nature focusing on the development of the
individual and support them in accomplishing their goals. The learning calendar should
incorporate the real-world situations and focus on learning aids that imparts millennials with
all the necessary information to do their job effectively. Besides, they should be given an
option to choose their learnings, as the chances of excelling at their learning remains high
keeping them motivated and upskilled. It is also a best practice to invite external facilitators,
as they bring in new perspectives outside the organization.
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Reimagining workforce
The need to stay connected becomes critical in the digital world as organizations are adding
headcount, projects, and locations year over year. To bring in the oneness, organizations are
confronted, where their youngest employee is 20 years old, while their oldest employees are
at an age of 50 or above underscores the importance of revisiting the organization the way
they are functioning currently. According to Kevin Bandy, Chief Digital Officer, Cisco,
reimagining workforce refers to rewriting the rules of business and will require a workforce
that is appropriately equipped to work with the speed and agility that this level of change will
demand (Cisco, 2016). In other words, it means a workplace where employees invest in
themselves by building new capabilities; exploring new possibilities, together by creating a
conducive, self-sustaining environment for innovation and collaboration; changing the lens
by adopting a new culture of being bold and inclusive; enabling well-being by balancing
new and evolving priorities; and empowering voice through two-way communication and
complete transparency. Such a transformation cannot happen without commitment from
leadership, and it is high time for the leadership to move from nice to do versus need to do
Just as parents strive to give best to their children, the older generations had to provide
better working opportunities than they had which could only happen when they engage in
discussions with open mind and being transparent. Research indicates that millennials stay
loyal to work when they enjoy coming to work, they want work to be fun and hence
organizations should consider creating a work environment that is fun. Besides,
organization need to build a culture that is scalable, supportive, and sustainable for the
future generations too, as very little is known about the next generation, popularly known as
Generation Z.
American Psychological Association (2017), Stress in America CopyingWith Change Part 2, APA.
Cisco (2016), “Business leaders must reimagine the workforce in the digital age”, available at: https:// (accessed 4
November 2017).
Howe, N. and Strauss, W. (1992), Generations: The History of America’s Future, 1584 to 2069,Harper
Collins, New York, NY.
Wendlandt, N.M. and Rochlen, A.B. (2008), “Addressing the college-to-work transition: implications for
university career counselors”, Journal of Career Development, Vol. 35 No. 2,pp. 151-165.
About the authors
Bharat Chillakuri is as a Client Account Manager at Deloitte US Offices. He has more than
ten years of experience in Human Capital Consulting, Client Account Management, and
Market Research. He is also a Visiting Professor at various business schools in India
teaching General Management and Change Management. His research interests include
strategic human resource management, sustainability development, corporate social
responsibility, and sustainable strategies. He is a recipient of Santander Doctoral
Scholarship for the year 2015; he is one of the 22 outstanding doctoral students across the
world who were invited to participate in the Santander International Summer School at
University of Heidelberg, Germany. Bharat Chillakuri is the corresponding author and can
be contacted at:
Talent management,
Millennials workstyle
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Ramanajaneyulu Mogili is a Fulltime Doctoral Research Scholar at School of Management,
University of Hyderabad, India. He is a recipient of Junior Research Fellow from University
Grants Commission, India. His areas of research include talent management, employee
engagement, supply chain, and technology management. He has written articles and
presented in some of the prestigious conferences in India.
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... As a result of their comprehensive as well as renewed understanding of millennial workers, specialists and generalists, which include human resources staffing, attorneys, training specialists, pension administrators, psychologists, managers and key decision makers can further develop policies, procedures and processes that enhance communication, improve employee satisfaction, inspire commitment, promote retention, increase organizational knowledge management through interpretation and integration, and increase productivity. Managers should focus on building a sustainable culture, one in which they can build, grow and maintain a strong organizational culture (Chillakuri and Mogili, 2018;Hoffman, 2018;Ng and Perry, 2016). They further suggested more emphasis should be placed on the commonalities associated with having numerous generations represented in the workforce. ...
... Their exposure to technology, social media and educational opportunities is immense in comparison to previous generations (Deloitte, 2018(Deloitte, , 2020Garcia et al., 2019). They are also more socially adept to diversity and inclusion concepts (Chillakuri and Mogili, 2018). Strong transformative leadership will bring together the strengths of each generation and enhance their value and contributions to businesses and organizations. ...
Purpose The purpose of this research was to explore managers' perceptions related to the emerging needs, roles, values, responsibilities and commitments of millennials in the multi-generational workplace, and to determine how managers may effectively recognize and use millennial contributions to enhance the organizational culture and infrastructure. Design/methodology/approach This qualitative, narrative inquiry study utilized semi-structured interviews to capture collective insights of managers who lead millennials within multi-generational teams. All researchers used an interview protocol with each participant to maintain integrity. Data analysis included the creation of a code manual which was developed utilizing the first five interviews. The code manual included definitions, descriptions and exemplar text and was then used to code all remaining interviews. Findings Data are presented through three key areas of exploration: The contributions of millennials in multi-generational workplaces, the evolution of managerial views of millennials and the tactics managers use for millennial management in multi-generational teams. Originality/value Scholarly literature has clearly presented perceived qualities millennials bring to the workplace, including poor communication, advanced technology skills, overconfidence, and a need for work–life balance. This study seeks to provide an understanding of the generation, through the lens of their managers.
... For most of the organizations today, it is not easy to engage millennial workforce (Martin, 2010) and many types of research have proposed some strategies to engage millennials using technology (Jha, Sareen and Potnuru, 2019). Millennials are willing to stay to work in the organization loyally when they love coming to work, they want work to be enjoyable and hence organizations should consider sustaining a supportive culture for them to learn and grow (Chillakuri and Mogili, 2018). Besides technology and organizational culture, the leadership of supervisor is also a key factor influencing millennials to engage with the organization (He, Morrison and Zhang, 2019). ...
... Millennials are willing to engage with the company when they are happy to work, in a supportive culture for them to learn and grow (Chillakuri and Mogili, 2018). ...
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Retaining millennials to work at the office for a longer period becomes a crucial issue. This study aims to examine work engagement holistically and attempts to find out the impactful antecedents of work engagement in multiple layer perspectives of organizational behaviour. The main concern of this research is to answer the following question, "does coping stress of the millennials, digital leadership of the direct supervisor, and learning culture in a business organization have positive impact significantly on work engagement?". The study was involved 317 millennials from three big business organisations in Indonesia. The study results conclude that work engagement of millennial in Indonesia can be defined holistically by considering physical, intellectual, emotional and spiritual dimensions. Engaging the millennials to work at the office can be improved by developing millennials' capability in coping stress, supervisor's capability in leading digitally, and enabling learning culture as corporate culture in the business organization.
... Millennial workers are willing to work longer in the organization dedicatedly when they are feeling happy at workplace. They want work to be enjoyable and therefore organizations must concern on keeping a supportive working atmosphere for them to learn, work, and grow [7]. ...
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This paper aims to assess the influence of gamification on work engagement in the holistic framework. A cross-sectional study with involved 401 millennial office workers in Jakarta and Tangerang was conducted. PLS SEM with SmartPLS version 3.3 application was utilized for testing the research model statistically. The analysis result found that gamification has positive influence on holistic work strongly. Performance as one of dimensions of gamification has stronger impact on psychical, intellectual, emotional, and spiritual engagement rather than purpose and motivation of gamification. For engaging millennial worker at office, the organizations should develop performance management system in considering the principles of gamification
... Majority of the current workforce are millennials, who are born between 1980s and early 1990s. Millennials are outgoing, assertive and team up quickly (Howe and Strauss, 1992;Chillakuri and Mogili, 2018). These cohort groups prefer frequent, instant and more feedback. ...
The Base of Pyramid markets in Sub-Saharan Africa face challenges such as poverty, poor infrastructure, illiteracy, and government corruption. This paper examines and presents an analytical review of the difficulties among consumers in Sub-Saharan Africa using academic institutions in Kenya to illustrate disruptive technology. Sub-Saharan Africa is faced with practical challenges with disruptive technology. Qualitative analysis is conducted among a sample from Kenya to assess the validity of challenges faced in academia. The authors use stratified sampling to select the local population and reach higher precision with a response rate of 85%. The qualitative analysis findings confirm a positive relationship between smart devices and network reliability, online teaching, online grade book, and virtual learning. The authors conclude that network reliability is the most challenging, especially for higher education institutions moving forward with adopting mobile learning. There exists a research gap in the literature on the Sub-Saharan Context. The challenges of disruptive technology and academia within Sub-Saharan Africa were limited to Kenya. Further research by practitioners and scholars can explore the challenges of disruptive technology in Sub-Saharan Africa.
Purpose This chapter aims at performing an analysis of the modern methodology of calculating consumer price index in the Russian Federation and determining the perspectives of managing this factor for sustainable development of its digital economy. Design/methodology/approach The authors analyze the dynamics of consumer price indices in the Russian Federation in 2013–2018 and the forecast for 2019. At the current level of the digital economy’s development, sustainability of its development should be treated as stability of its growth and should be calculated with the help of the country’s position in the World Digital Competitiveness Ranking. Analysis of the influence of the factor of growth of consumer price index on sustainability of the digital economy’s development is performed. Regression analysis is used to compile a model of multiple linear regression dependence of the position of the Russian Federation in the World Digital Competitiveness Ranking in 2013–2019 on the values of consumer price indices. Findings The research results show that consumer price indices in the Russian Federation largely determine (correlation—83.88%) sustainability of the digital economy’s development. In order to ensure sustainable the digital economy’s development in the Russian Federation, it is necessary to reduce consumer price index for services. Originality/value It is determined that reduction of this index by 5.29%, as compared to 2019 (to 100.9%), will allow Russia reaching 35th position in the World Digital Competitiveness Ranking in 2020 (as compared to 38th position in 2019). In the conditions of the 2020 crisis, in order to support sustainability of the digital economy in the Russian Federation, it is possible to allow consumer price indices for commodities to grow, but the services’ index should be kept at the 2019 level.
Purpose This study attempts to understand the research clusters and thematic evolution of the topic generational diversity at workplace, over the period of 2001–2009 and 2010–2018. Furthermore, it attempts to identify the key shifts (and convergence) that have taken place in the value system across generational cohorts. Design/methodology/approach In this context, the first stage of the study involved an in-depth systematic analysis of extant literature on multigenerational workforce between 2001–2009 and 2010–2018 by applying bibliometric analysis. Following an explanatory mix-method approach, the second stage of the study comprised of 32 interviews conducted across generations, exploring the role of ethics at the workplace. Findings It was revealed that during the period 2001–2009, communication and identification of generational characteristics emerged as the major themes. The 2010–2018 period unraveled four themes of research – retaining and engaging millennials through leadership, generational differences in work values, impact of generational differences on organizational-level variables and generational diversity in education and nursing. The outcome from the second stage showed that work values differ across generations with an emphasis on intrinsic work values, and work values have rather deteriorated, with baby boomers possessing stronger work ethics in comparison to the millennials. Finally, an integrated model for multigenerational workforce has been proposed. Research limitations/implications This paper provides significant inputs to the expanding research in the area of work values, as it delves into the principal mechanisms leading to differences in work values among generations. Originality/value Bibliometric analysis, which is a quantitative approach to understanding the intellectual structure of a research topic, has been applied to generational diversity at the workplace. This constitutes a novel attempt that can be bracketed as a pertinent contribution to the field.
This article reviews recent literature highlighting the challenges associated with the college-to-work transition and proposes a model for understanding the experience of workplace entry for new graduates. This model outlines three stages of development in the transition process, namely (a) anticipation, (b) adjustment, and (c) achievement, and identifies a number of challenges that can be addressed prior to college graduation. In response, this article suggests that university career counselors can play an increasingly supportive role in easing the complexities of the transition. Evidence indicates that students may benefit from a more thorough understanding of workplace realities and resources for coping with the significant change inherent in this transition experience. Implications for university career counselors are provided.
Business leaders must reimagine the workforce in the digital age
  • Cisco
Cisco (2016), "Business leaders must reimagine the workforce in the digital age", available at: https:// (accessed 4 November 2017).