As Bob Dylan once wrote ‘the times they are a changing’. Much like hit comedy Anchorman’s protagonist Ron Burgundy, there’s a good chance that many Millennials have never heard that song. But in terms of talent management and acquisition the words are as true today as they were in 60s.
We’ve received numerous enquiries from business owners and HR managers frustrated with their Millennial employees. They seem disengaged. They’re overly opinionated. They’re self-absorbed. The list goes on. Often, what appears to be the problem is a misinterpretation of the situation.
There’s no doubt that the expectations of Millennials are different to those of their parents and grandparents. Their values must align with the company they work for. They crave variety and they’re more concerned with striking a better work/ life balance than money.
If you can understand their motivations and needs, then Millennials can be a powerful addition to your workforce, bringing vibrance and a fresh way of thinking to your organisation. Here are five things you need to understand about Millennials to get the most out of them.

#1. Look at your culture
As I mentioned Millennials are far more selective about the type of company they work for. Like anyone, they want to work for an organisation they can be proud of. Unlike previous decades, however, this may have nothing to do with size or turnover. Rather they may want to work with an organisation that values diversity or collaboration or corporate social responsibility. These are cultural elements and employers having to look long and hard at what they stand for in order to attract the right kind of talent.

#2. Offer a clear career path
In an age of immediate gratification and answers at the tip of their finger, Millennials aren’t used to standing around and guessing what the outcome is going to be. When it comes to their career they want to know what is expected of them, how they will progress through your organisation and what the limitations will be.
By offering a clear career path, with milestones and expectations, you can entice the most talented to join your company. Just be sure you can back-up whatever you agree to.
 
#3. Give them structure
Following on from my second point, structure is an essential part of managing Millennials. Through school and university, looking at tasks on a project-by-project basis has become the norm for them. Adapting your management processes to reflect this can make a huge difference to engaging your Millennial workers.
Clearly define assignments and success factors. Make sure reports have set due dates and that meetings have agendas and minutes.
Having a list of tasks that can be ticked off, as opposed to one vague goal, feeds into the Millennial need for instant gratification.
 
#4. Acknowledge their efforts and opinions
This is often an element older generations of employers struggle with. If your attitude is that employers are paid to do a job and they should be glad of it, then you’re probably not going to get far with your Millennial staff.
A challenge of their need for instant gratification is that they almost expect to be acknowledged for the work before they do it. However, showing them how the work they do adds value to your business and recognising their efforts through various incentives – not necessarily financial but perhaps in terms of social rewards or time in lieu – can go a long way.
Equally, this generation has grown up in a world of collaboration. Schools, teams, societies, and universities emphasise the value of team work and that a strong team is more effective than any one individual. As such, Millennials are used to sharing their thoughts and opinions with their seniors just as much as with their peers.
Accept that they are not intentionally acting out of turn and they will value your constructive criticism as much as they appreciate your giving their opinions genuine consideration.
 
#5. Avoid boredom
Millennials are used to doing a 101 things at the same time. From sending an email while on the phone, to networking face-to-face and social media all at the same time, they’re the ultimate multi-taskers.
If you’re not challenging them, they will quickly get bored; and a bored Millennial is a disengaged worker; and a disengaged worker can be more harmful to your operation than anything else.
Meet with them regularly to ensure they are happy with the workload; that they find it challenging and interesting and that they see the purpose of what they’re doing.
 
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Last year sickness absence cost employers across Ireland a whopping €490 million and more than four million working days, with back pain, anxiety and depression being the biggest contributors. This highlights the need for clear and robust procedures when dealing with sickness problems.
While ‘incapacity dismissals’ may be enforced, legislation around them can be confusing and failure to comply with any element of the process can result in your company being hauled before the Workplace Relations Commission (WRC) and costly litigation.
A very real and relevant illustration of what can happen when processes are poorly adhered to can be seen in the case of a man who was dismissed in 2013, on the grounds of performance and disciplinery issues, while still on probation. The complainant, who was suffering from depression at the time, brought a case before the WRC on the basis that he was the subject of discriminatory dismissal on the grounds of disability. Earlier this month the WRC ruled in his favour, awarding him €18,000.
Below we look at some of the key legal issues, which employers should focus on to avoid falling fowl of the WRC and adding litigation to the cost sickness absence.
 
Fair reason
Addressing the fact that the dismissal was, in reality, on the grounds of disability, the WRC acknowledged that section s.16 of the Employment Equality Acts 1998 – 2011 provides that an employer is not obliged to retain an employee who is not fully competent and capable of doing the job he or she is required to do. 
Employment Equality Acts 1998 – 2011, provides that all dismissals must be effected for a potentially fair reason. For sickness absence, that reason could be any one of the following:

• Conduct - in cases of persistent unauthorised absence or where illness has been faked.
• Capability - in cases where lengthy or frequent absences have affected the employee’s ability to do their job.
• Some other substantial reason - perhaps where absence is unreasonably affecting business efficiency.

 
Additionally, as outlined in a Personnel Today article, the following factors must be taken into consideration:
Fair procedure
A fair dismissal takes place when the employer is considered to have acted reasonably in treating the reason for dismissal as a sufficient reason for dismissing the employee”. At the very least, this will involve a reasonable investigation of all relevant circumstances and a discussion with the employee who is given the opportunity to have his/her say.
 
Qualifying service
Employers may be tempted to cut corners with employees who have accrued less than two year’s continuous service on the assumption that they will be unable to bring a claim. This is a risky approach. Many rights (including some that relate to unfair dismissal) accrue to employees from the commencement of their employment. Until the reason for any absence has been established by way of a fair and reasonable investigation, hasty decisions should be avoided.
Capability dismissals
When asked to decide whether a capability dismissal is fair, an employment tribunal will consider the following key points:

• The nature of the employee’s illness.
• The prospects for that employee returning to work.
• The treatment of other employees in the same or similar circumstances.
• The need for the employer’s business to cover the work of that employee.
• The employee’s length of service.
• Whether the employer considered the availability of any other more suitable employment.
• Whether the illness/injury resulted from the conduct of the employer.

 
Medical evidence
Medical evidence will be of great importance but it must be remembered that:

• Contracts of employment should be reviewed to assess the extent to which employers are entitled to obtain medical evidence or to commission medical reports about the employee concerned.
• However clear the evidence, it should always be discussed with the employee.
• A specialist/expert report should be preferred over general opinion.
• The decision to dismiss is ultimately a managerial, not a medical, one.

 
Disability discrimination
Employers must be aware of the link between sickness absence and disability. If a worker is classed as disabled, he/she enjoys the following rights without any period of qualifying service:

• Protection from direct and indirect discrimination.
• Protection from discrimination arising from his/her disability.
• The right to reasonable workplace adjustments to help to overcome any “substantial disadvantage”.
• Protection from victimisation and harassment.

It is always advisable to seek legal advice before dismissing a disabled employee.
 
Pregnancy
Periods of sickness absence are common during pregnancy. Dismissing a worker or subjecting her to any detriment concerning pregnancy/maternity-related illness that occurs during her “protected period” is unlawful under assorted legislation. A “detriment” would include issuing a warning under an employer’s sickness absence procedure.
 
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