It has been over a decade since millennials – people born from the mid-1980s on – started entering the workplace and one thing that has been very clear during this time is that this a generation with significantly different experiences and attitudes from earlier ones. 

To take stock of millennials’ situation in the workforce and employers’ attitudes towards them, employment consultancy Morgan McKinley Hong Kong published in January a white paper, “Managing Millennials: Towards a Peaceful & Profitable Co-existence between the Generations”.

Based on two surveys, the report gathered the perspectives of current or prospective employers as well as the attitude of millennial and non-millennial workers towards the satisfaction – or lack of it – they took from their jobs. Opinions prevalent among employers included the views that millennials acted more entitled than previous generations and needed constant feedback and hand-holding, while lacking clear long-term goals. Millennials, it also seems, expect faster career progress and harbour unrealistic salary expectations.

Employers also felt millennials placed a lower value on experience and were more likely to believe they “know it all”. Overall, the report found that the majority of the opinions canvassed were overwhelmingly negative towards the younger generation.

Responses to the survey from millennials, however, appeared to present a different picture. Only 23.2 per cent of millennials stated that they feel they have learned all they can in their role and are open to a new role, compared to 32 per cent of non-millennials. Meanwhile, only 9.5 per cent said they were not really learning anything new, compared with 15.2 per cent of non-millennials.

One particularly interesting finding was that millennials have a low tolerance for a role being mis-sold. While older employees were more likely to say there was “no gap” between expectations and reality for a job they took on, millennials would complain about lack of opportunities for development, learning and growth. While this might simply suggest naivety, it may also show they are less cynical and world-weary than more senior colleagues.

Though some of these attitudes might be hard for managers to understand, it is up to companies to adapt to changing expectations. At a panel discussion on the white paper featuring three Hong Kong business leaders, Austin Tay, founder of Omnipsi Consulting, acknowledged that millennials, not having enjoyed the fruits of an economic boom, feel they have less to lose. “Many in business know how to manage but not how to develop,” he said. “When millennials ask questions it is a chance missed to develop.”

Samuel Tsang, human capital leader at Deloitte, cautioned against compartmentalising and stigmatising millennials, and advised companies to find out what motivates them. “It’s a challenge for managers and leaders,” he said. “Millennials value honesty. We need to walk the walk so they can follow.”

NiQ Lai, chief talent and financial officer at Hong Kong Broadband, said that while millennials are less likely to have lifetime aims, companies shouldn’t force ambitions on them. He explained that he often advises high-performing young staff at his company to challenge themselves elsewhere in a different environment, while also hoping they will return at some point in the future.

Though millennials remain maligned – and an easy target for older generations – the Morgan McKinley reports suggests differences in attitudes are not unbridgeable and that a change of approach in the workplace might benefit all.

This article appeared in the Classified Post print edition as The kids are alright.