Problem Solving Case: Appraising Millennials About three in four Millennials feel "in the dark" enough or helpful enough for them to learn and about how their performance at work is being grow. Companies like Deloitte, Adobe, Accenture, perceived, mostly because they don't get frequent and General Electric are among many that have enough feedback. Almost as many feel the perfor revamped their appraisal systems to include more mance review process itself could use some than once a year meetings. improvement. More than 8 in 10 have said they Some writers believe Millennials crave regular would feel more confident if they got more feed feedback because they received a great deal of back too. It seems these younger workers (born attention from their parents and teachers when between 1983 and 2000) agree with what many they were growing up. Whatever the reason, it other employees have come to feel that a once- does seem that supervisors who regularly reach out yearly routine performance review isn't frequent to employees, especially younger employees, will reap rewards. Research by the Gallup organization indicates that employees of all generations who feel most engaged at work are those who meet with their supervisor at least once a week. At the same time, however, Millennials have been shown to be somewhat shy about asking for feedback. Only about 15 percent of workers aged 18 to 34 who were surveyed by Gallup agree they need to ask for feedback, and only about 33 percent believe they've actually done so. Research suggests that formal performance feedback for Millennials should be more frequent perhaps once a month or quarter-to help prevent tension and anxiety from building up in anticipa tion of an all-important once a year event of course, supervisors will do informal check-ins much more frequently, especially to regularly acknowledge good performance. This can happen in person or via e-mail or the company's social media platform. Formal reviews should also include specific feedback that helps improve work performance, guidance on career development, and additional recognition where merited. Career Builder has found that half of all employees believe more employee recognition would help reduce turnover. 1. Consider the steps in the appraisal process. Based on the information in this case, would you adapt any of them to review the performance of Mil- lennials you might supervise! Why and how 2. What type or types of appraisal graphic rating scale, paired comparison, and so on would you recommend for reviewing Millennials' perfor mance? Why? 3. What way of providing feedback and construc tive criticism to Millennials do you think would be most effective and why? 4. How would you encourage Millennials to ask you, as their supervisor, for more frequent per formance feedback? Sources: Sujan Patel "The New Rules of Employee Performance Management. bac. March 7, 2017. https://www.inc.com/san parel the new rules of employee performance management.htmeid search Rob Hemandez Here's What Millennials Want from The Performance Reviews Com November 3, 2015. https//www.lastcompany con 1052088 hetes wat millennials want from their performance reviews: Ainy Adkins and Brandon Rigert, Managers Millennials Want Feedback, but Won't ask for it. Business Journal June 2. 2016 http:// www.gallup.com/businesoumal/192058/manager millennials feedback woniskaspx Arlene S. Hirsch "Maraging the Challenge of Constant Feedback with Emerging Adult Employees' Society for Home Resource Manaperent, March 22, 2016, http//www.smorg/ resourcesandtools hr topic/behavioral competencies/global and cultural electivenes pages/viewpoint managing challenge constant feedback emerging adult employees aspk