Mainebiz

V O L . X X I V N O X X V I I I D E C E M B E R 1 0 , 2 0 1 8 20 W hen Patricia Hasson was a University of Maine senior researching job opportunities, criteria included firms offering flexible scheduling and workplace options, a focus on work-life balance, plus interesting challenges, career advancement opportu- nities and community engagement. She found what she was looking for at South Portland payment solutions firm WEX Inc., which she joined in 2017 and where she's now an inside sales representative. Hasson — part of the millennial generation, born in 1994 — views WEX as part of a work culture that was already shifting in response to the needs of workers of all ages, as family dynamics changed and work-from-home oppor- tunities improved. But whereas older generations didn't take those changes for granted, millen- nials today, Hasson says, are more likely to see such shifts as only the starting point. Now, they're eager to continue pushing the boundaries. "When I was in school, they brought up all these ideals that you could have in a job," Hasson says. "A lot of startup companies were gearing their work culture to the millennial generation. So when we see that, we say, 'OK, that company can change. ese other compa- nies can change as well.' I think the millennial generation is very fast- forward in general. I think we're always pushing the brink of the next best thing." A generation with a reputation ere's a fair amount of snark about the millennial generation. Take a recent New York Times article, whose subhead was, "We like you. You're wonderful. Just please stop calling your parents every day. ey already wrote your col- lege essay! ey can't help you now!" Hasson, for one, isn't happy about the characterization. "I'm proud to be a millennial, but I'm not happy there's this stigma, because we have a lot of good things to offer the world," Hasson says. "To combat that, you just have to be the best person you can be." Other business leaders agree the sarcasm is unwarranted. "Millennials want the same respect and benefits that any other generation wants," says WEX's talent acquisition coordinator, Gimbala Sankare. "ere are folks who think mil- lennials don't want to work hard, or they're entitled," says Ed McKersie, founder and president of Portland- based Pro Search Inc., a recruiting firm. "I don't find that to be true at all. What I do find to be true is that they want to know how what they're doing fits into the organization." at's different from the outlook of older generations, he says: "When I was starting in my career, far fewer employ- ers saw the value of communicating with all levels of employees about overall company performance. So, many hiring managers of my generation might be taken aback by this generation's desire to understand how they fit in." Jarring questions Some misinterpret that questioning as impatience about advancing their careers. "ey know they need to pay their dues," McKersie says. "But they're asking questions that might be a little jarring to hiring managers sometimes — 'So, tell me more about P H O T O / T I M G R E E N WAY F O C U S WHAT DO MILLENNIALS WANT? How a younger generation is influencing the workplace B y L a u r i e S c h r e i b e r At WEX Inc., from left, Patricia Hasson, an inside sales represen- tative; Rebecca Mills, manager of partner operations and indirect tax teams; and Gimbala Sankare, talent acquisition coordinator. They are part of PROPEL, a professional development organization for young professionals. Advice to HR Be open-minded and willing to question millennials as much as they question you. Explain company benefits like tuition reimbursement, paid volunteerism. (Amelia Burnes, Dead River) Be transparent about company values and expectations, and open to new ideas. (Gimbala Sankare, WEX)

• Cover