Millennials, those 75 million aged 12-30 who are becoming more and more a part of the workplace bring with them new ideas of work ethic, onsite work time and how technology can streamline processes and procedures. These impatient digital natives bring much more than just tech-savvy. As almost half of them in their twenties live with mom and or dad, they have an enormous personal safety net that allows them to leave a job they hate, without a new job lined up. Twenty-five percent of those working Millennials living independently are still getting some financial help from their families, for student loans, insurance, car payments or spending cash.

Gen X, those who are 31-46 are the smallest generation ever. Though 46 million is a large number, the women in this generation are in their prime child bearing and child rearing years. This “latch-key” group does not want the same single parent experience where the kids were home alone being taught to be skeptical of strangers because mom and dad weren’t home to supervise. Gen Xers are figuring out how to tele-commute, even in professions that have been late adapters to this process or taking on jobs that require less time so they can be hands-on parents, watching every soccer game and participating in school events.

As you assess the talent needs for your team, your department and even your organization here are some questions:

What are you doing to encourage dialogue about how each generation views work?

What have you changed to accommodate how different generations view incentives and motivators?

How are you closing the generation gap to leverage communication?

How can you incorporate multi-generational feedback to improve each generation’s ability to contribute?

Dude, how is communication impacting the people you on your team?

The director was taken aback because the candidate was applying for a position that had no connection whatsoever to the personal information. This prompted a series of questions: Why is this candidate sharing information that has nothing to do with the position? Why does this candidate think an employer would care? And most importantly, what does this say about the candidate’s common sense if personal and irrelevant information is willingly divulged?

This produced an animated exchange in this group of mostly Baby Boomer executives, who ultimately concluded: How does this information help our organization or our department accomplish our initiatives?

What the Baby Boomers managers may have had trouble seeing is that this candidate was behaving just like most Millennials. Their first instinct is to provide a complete picture of who they are, what they do and what they are interested in – both personally and professionally.

There are numerous reasons for this point of view. Having grown up in a world in which transparency is expected, Millennials/GenYers regard the disclosure of personal information a routine part of getting to know someone.   With regard to work and play, Millennials/GenYers don’t make the distinction like Baby Boomers do. They see life as a continuous experience.  As a result, Millennials/GenYers view personal information as essential to any functioning relationship. In fact, Millennials/GenYers are compelled to share intimate details to present an honest and accurate picture of themselves.

Millennials/GenYers also believe authority figures such as employers will have the same interest in them as their Baby Boomer parents. Their Boomer parents guided and mentored them to learn and then share everything they experienced, from sports to after school science clubs.  Millennials/GenYers have been working on their personal portfolios/resumes from an early age, and thus have a lot to share. They have been asked their opinions on everything from politics to managing household electronics. In the process, their self-esteem has been validated by many authority figures, including teachers, coaches and families.  Their manager falls squarely into the category of authority figures who should care about them personally.

From the Baby Boomer perspective – especially those who may not have much day-to-day exposure to Millennials/GenYers in the workplace – it feels like way too much information.  As a perspective employer, however, it is largely what the future holds. Millennials/GenYers occupy an increasingly large part of the workforce.  The more managers understand their unique perspective, the better the company can evaluate a potential employee.

Viewed in this light, the seemingly impertinent resume information has a clear rationale for being there. Or if you reframe this information and see it as an expression of a young person’s willingness to connect with a manager, the personal details look quite different. This information is actually a generous offer, and it demonstrates the candidate’s trust in you.  In the end, understanding the perspective of Millennials/GenYers might be a way to add value to your organization by finding the next star performer.

No. 1 – Millennials’ sense of entitlement is just who they are. Millennials were socialized believing their opinions count and that they belong at the center of the decision-making process. Anticipating that perspective will help managers understand why younger workers expect to be consulted at every turn.

No. 2 – Constant feedback and coaching are essential. Millennials thrive on continual coaching and constructive feedback. They will quickly respond to guidance and apply it to their responsibilities. But without that kind of interaction, they will languish.

No. 3 – Boundaries have a different meaning to Millennials than other generations. The line between work and play is opaque for Millennials. Providing clear expectations is critical. Lay out the rules with regard to Internet and mobile phone usage, dress, office demeanor, and other business protocols. It will eliminate confusion and frustration.

No. 4 – Millennials are keen to know how they will be measured. Millennials continually ask the question, “What’s in it for me?” They respond favorably when they understand what it takes to meet or exceed the assignment. Once Millennials understand the expectations, they will become loyal and highly motivated employees.

No. 5 – Consistency matters. Millennials are not shy about pointing out hypocrisy, even if it is impolitic by traditional standards. If a Millennial was counseled for wearing a suggestive outfit, but an executive disregards the same protocol, expect to hear about it.