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Managing millennials: More feedback, less control

Now that the millennial generation has made serious headway into the American workforce, management experts are still assessing and debating what their unique characteristics mean for job performance.

Now that the millennial generation has made serious headway into the American workforce, management experts are still assessing and debating what their unique characteristics mean for job performance. CIO Magazine recently offered its take, noting that these young adults will constitute about three-quarters of the working population within the next decade. 

The source advised offering millennials more freedom to make decisions. Additionally, this generation responds very positively to rewards and recognition. More so than for previous age groups, managers should praise millennial employees for good work and offer more frequent feedback. 

"Consider a typical 28 year-old. From the moment she was born, her world has been rich in feedback. When she presses a button, something happens. When she plays a video game, she gets a score. When she sends a text message, she hears a sound that confirms it went out. She's lived her whole life on a landscape lush with feedback," wrote Daniel Pink, well-known author on workplace trends, according to the magazine. "Yet, when she steps through the office door, she finds herself in a veritable feedback desert."

To make this sort of interaction a more integral part of the workplace, managers can implement employee reward and recognition programs. These strategies highlight excellence and provide workers with regular reminders of how they're doing on key metrics.

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