Indian millennials must become the focal point of any human capital trend or discussion in the country, given they are poised to be 70% of India’s working age population by 2026.

Millennials or Gen Y is the cohort born between 1980 and 2000, who grew up with access to smartphones, the internet, and all other technologies available — the generation born immediately after Gen X (1965-1979).

Various social researchers may define generations with slight varying ranges, but age cohorts define the socio-economic, political, historic times that influence the worldview and lens of each generation — their sense of fashion, films and music included.

As employers, leaders, parents of this cohort, it is important because it’s not only the largest talent pool in the country, but also poised to become the largest employable talent pool for developed nations in the world.

The millennial population in India is 426 million, compared to American millennials at 70 million and Chinese millennials at 218 million. Any conversation on generations can easily sound like generalizations and there are both overlaps and exceptions across generations. But for understanding the changing world views across age cohorts, this is a useful exploration. Indian millennials are influenced by the rapid adoption of technology they have witnessed, they are children of abundance as compared to their parents, and are mostly upbeat, competitive, ambitious and want results instantly.

Many of their world views are contrary to those of previous generations, especially in the context of ‘power distances’ (high levels of inequality of power and wealth accepted as a cultural norm) and communication (it is limited and guarded between those who have power and wealth and those who don’t). Both these macro-societal norms continue to find their way into the workplace in the form of power distances and command & control leadership styles, further accentuated by the hierarchy — an industrial era construct still reigning supreme in the knowledge era.

Communication flow is top-down, presuming the top or senior leadership have all the information, experience, and answers to make strategic decisions — often a fallacious assumption given the disruptions across industries in unprecedented VUCA times. (VUCA stands for volatility, uncertainty, complexity, and ambiguity.)

With the advent of the knowledge era, which has considerably democratized information/knowledge, the ‘seasoned judgment’ expected from leaders will now need to be re-examined, as past generations grapple with unprecedented problems in a nonlinear world. With four generations at work (Baby boomers, Gen X, Gen Y and with Gen Z beginning to come in as interns), we are looking at an interesting mélange of world views, which can easily challenge collaboration, engagement, retention, and contributions in the future.

The hierarchy with its think/do divide still adorns most organisations, suits the Boomers and Gen X who have waited for their turn to command and lead. But these styles can severely hamper communication flow, accountability, ownership, and agility — all so crucial in VUCA times. Further, the premium on obedience, rewards for following instructions, and cultures of appeasement & consensus under the pretext of speed have left several millennials bewildered as to how to navigate the political webs within organisations before being heard.

Psychological safety to speak up and contribute, especially constructive disagreement, is at a premium in the context of consensus cultures that pay lip service to innovation.

One recent research included 100 focus group discussions with Indian millennials with experience of 2-3 years across industries. And here are two things they shared: Indian millennials see their bosses as scared/insecure, sometimes paranoid about making mistakes, risk-averse and scared of speaking up — this makes working in the business world less attractive and growing into leadership roles less aspirational. Second, most of them picked the image of Atlas carrying the weight of the world to describe their stressed and overburdened Gen X bosses.

Interestingly, Gen X is the most resilient generation anywhere in the world, having witnessed the greatest number of transitions through their lifetimes, especially with the advent of technology and connectivity. In fact, the mentoring, grooming, and parenting by Gen X have made the millennials a ‘differently similar’ generation. This can easily be the meeting point for engagement, collaboration, and meaningful contributions to leverage across generations.

For those interested in creating millennial-friendly workplaces and preparing to integrate this important cohort, here’s what they mostly seek from an employer:

• Role-based organisations and designations: Role clarity and career paths that develop them for next roles by offering cross exposures to build capabilities. Lip service to careers will not work anymore, you need processes, programmes, and the resources to manage this if you seek to retain the millennials.
• A positive work culture: It enables psychological safety for speaking up, values employee voice and is merit-based for opportunities. Where leading and leadership positions are synonymous, and employees are fully empowered to contribute. Leadership role modelling is key here to build such a culture.
• Mentoring by experienced senior leaders: This is so millennials know they are cared for in a culture of learning, grooming, coaching, and mentoring. Leader as a teacher or coach is key to enable the millennials to partake in the expertise or knowledge of seniors. Personal mentors from nuclear families are often missing, and millennials are now seeking these connections at work that can be a magnet for retaining millennial talent. Mentoring enables recognition and development and helps navigate corporate structures deftly, often helping in the softer aspects of grooming, helping to see the organisation as an alma mater rather than a place of work.
• Gen Y/millennials are often champions for business with a purpose: And they stand for sound ethics and high moral code for doing business. Millennials are attracted to organisations that give back through charities and have an overarching purpose to solve human problems and shape a better world.
• Work-life balance until they merge to find their ‘Ikigai’: That’s the Japanese concept of a ‘reason for being’. Millennials are attracted to organisations that use technology for workplace flexibilities and allow them to pursue other aspects of life with equal commitment. Having said that, where passion and work meet, millennials can be entrepreneurial, demonstrate great maturity for collaboration and commitment to deliver — especially in an adversity or a crisis.
• Regular feedback on performance: And the managerial capability to enable this is key for more than one reason. Feedback enables constant improvement and keeps good talent grounded to keep getting better. Offering millennials both challenges and recognition is key for creating a hook.
• Equality and respect for the no-power-distance generation: The value of equality and fairness is key for this generation. Employers who ensure no biases on how policies are applied and offer platforms for equal opportunities, transparency and open communication are attractive and succeed better in retaining millennial talent.

From a hiring perspective, attracting Gen Y or millennial talent to your organisation is not so different. This ‘differently similar’ generation wants the same things the previous generations wanted — role clarity, fair compensation, contemporary tools, or resources to deliver their assignments, positive/fair/recognizing work culture, great co-worker experience and an opportunity for career growth & learning. So, for all organisations who believe you need to look like a cool millennial employer brand, think again — this generation wants authentic employers to ‘walk the talk’, deliver as promised, more than having bots interview them and virtual inductions.

Even as several millennials turn 40 next year and many are already in leadership positions across organisations, get ready for some more re-thinking and re-casting on how you can integrate Gen Z to deliver their brilliance. This generation of independent, self-directed youngsters are champions for equality and consider making a contribution to society beyond self and family important — admirable qualities and intentions that make us proud — after all, we raised them.