Managing millennials in the digital era: building a sustainable culture

Purpose The purpose of this paper is to present strategies maximizing the millennial talent. The study focuses on finer aspects such as millennials interests, likes, risk tolerance level, and unhappiness at workplace. The paper also underlines that the generational differences in the workplace cannot be ignored but only has to be welcomed to build an organization that exhibits and promotes inclusive behavior. Design/methodology/approach The research design adopted for the study is exploratory in nature. The research analysis is based on the information/data collected from the journal articles, newspapers, and the various conferences and majorly from in-person discussions with the HR heads. Findings Millennials engage in discussions with their age group and peers, who are like-minded. They often tend to exhibit intolerance with incompatible and thus avoid talking to older generation workforce in the organization. While confronting them, they like to challenge the status quo and go beyond the conventional way of doing things. Research limitations/implications The findings and the implications reflect the perspective of millennials employed in the services industry. Further research can focus on other industries especially in the manufacturing sector, where the scope of innovation and doing different is limited. Practical implications Millennials express very little loyalty when compared to the older generations. Further, they also feel that they are underutilized and have greater potential to do more. Organizations should take every effort that the older generations help the millennials in understanding the work, invest time in coaching and development of their leadership skills. Originality/value The study presents an alternative in managing the millennials thereby maximizing their talent in the workplace.