Millennials Have Revolutionized
Organizational Culture
Debbie C. Flamenco de Morazn
is a graduate of psychology, with a
masters in human resources. Having
lost her father at a very young age, she
worked and studied since her ninth
grade in school, moving up on her own
with her hard work to reach her goals.
She feels blessed to have a beautiful
family of a supportive husband
and two little daughters. With an
inclination toward helping others, she
was attracted to the idea of studying
her specialization in coaching. Working
in human resources area remains her
passion.
Debbie C. Flamenco de Morazn
Abstract: Humans have been learning through history and
experience about the best practices or what the best re-
sults have provided in terms of work or work relationship.
Through this learning, other aspects of their life have also
developed and all these behaviors have been undergoing
changes throughout history. These have had both positive
and negative consequences. These consequences have
been inherited to subsequent generations, influencing
the motivations or inclinations of todays young people,
who are people with different skills, some of them better
developed than those in previous generations, such as
exhibiting technological competencies. This has led to
changes in working manners. As well as making changes
in the way things are done, this learning provided humans
with more efficient ways of working. But the human be-
ings also have an affective part that is very important at
the same time, and over time has resulted in positively
correlated emotions with better results in performance,
greater job stability, and happiness at work. Companies to
reach this conclusion have had to undergo elevated levels
of millennials turnover, and realizing how important it
is for this generation, personalized treatment, inclusion,
alignment, flexibility, and equitable treatment all have been
transforming the organizational culture. What has happened
as a result? We have taken on the task of analyzing their
needs and interests and that has made organizations change
by unimaginable steps, to the point that companies today
compete not only for a better EBIT but also for which one
has a better developed organizational culture. Millennials
have revolutionized the organizational culture because
they have made companies change. That means that if
companies must change, the people who are in them must
change as well, and it is a positive transformation. They
are making us better people, without worrying about the
number which is the direct result of our behaviors. Without
a shade of doubt, this is going to leave a mark in history.
Keywords: affective, changes, companies, inclusion,
Millennials, organizational culture, personalized, t echnology,
work
Expert Insights 1
 Millennials Have Revolutionized Organizational Culture
Since the beginning of humanity, man has
worked constantly. What has not been con-
stant is the way work has done.
He first started working with his hands,
and later realized how the machines were
more efficient. As machines produced
more, and products were sold in bulk on
a larger scale, man became ambitious and
desired to produce more and more. This is
how the industrial revolution began. New
companies began to emerge, to grow, to
expand, and to form systems that required
order and structure. These structures be-
gan to work with processes and efficiency
with much success.
The industrial revolution, which began
in the second half of the 18th century, gave
rise to labor laws, work schedules, struc-
tures, formats, machines, processes, order,
and a structure emerged.
Man has realized that work not only de-
pends on man hours, but also on emotional
intelligence, as discovered by Daniel Gole-
man. Meanwhile society has recognized
the need for women to become more in-
volved in the workplace; something that
historically has given a turn of success to
the companies. The effect of this has had
some implications in the society as the
children of these parents who spend the
whole day outside the home leave these
children to technological devices like video
games and strengthening skills. Knowl-
edge in technology areas has become
more common since the 1990s. These
children grow physically but not emotion-
ally, as there is a lack of emotions, atten-
tion, and learning of values that we all
need by nature.
We are talking about the gestation of
a new generation, where these children
have benefited from e njoying material
abundance, more toys, and gadgets to hold
their attention. Video games turned into
hobbies. These children born around the
year 2000 were young, and observed that
their parents gave their commitment and
loyalty, 20 to 30 years of hard work for the
development and progress of the company
2 Expert Insights
for which they worked, and at the end of
their careers, they were given a check with
a thank you and goodbye.
What a regret that these young people
do not have a sense of giving so much En-
gagement! A generation of children with
abundance in material things developed
technological skills that to a large extent,
contributed to video games, and now are
the people who are entering the workforce.
But these people have objectives very dif-
ferent from the people of the previous gen-
eration, who grew up with an abundance
of affection from their mother who was
usually at home and a father who came
back home at the end of the afternoon.
This generation of children born be-
tween 1985 and 19941 comes to work with
another vision that begins in universities
and more than all in post grades. These
children are taught to think out of the box
in this faster age, which pushes them to
be more efficient and innovative than the
previous generations.
A strong push is required, to think out-
side the box about things that should not
necessarily be done as they have always
been done.
Therefore, we start from a part of the gen-
eration which says I can change the way
things are done, in addition to appreci-
ate the importance of being close to other
people and being connected, and in a su-
perlative way says that alliances with other
people is what really drives you to grow.
There are other variables in the environ-
ment such as people who had to m igrate
to other countries as a result of the S econd
World War, which separated many families.
They needed to communicate in a more
easy and fast method than the conventional
letters or telegraph. In the 1980s and 1990s,
with computers developing the great inven-
tion of the e-mails, things began to evolve
and develop in a more positive way, and
then the awesome idea of being able to chat
with someone and feel close is so much
more emotionally fulfilling. People are now
cybernetically connected, where many
 Millennials Have Revolutionized Organizational Culture
people share their photos by e-mails and by
chats that are being improved by the amaz-
ing Eric Zuckerberg idea. This has dimin-
ished the geographical d istance which is no
longer an impediment to be more sentimen-
tally close. This is how a new revolution in
social networks beginsyoung people who
have grown up with technology have been
able to develop and make this resource so
great that is revolutionizing the industry to
a greater degree than many processes have
revolutionized the way in which to conduct
the recruitment: through social networks
today called recruitment 2.0, culture 2.0, fa-
cilitating the idea of developing the home-
office initiative, give more importance to
inclusion, and to pull down walls that pre-
vent us from feeling the human closeness
that was so lacking in childhood.
Ok, companies were not ready for this
generation that calls for changes; Millennials
had other needs (affection, attention, includ-
ing, being personalized, values, equal treat-
ment, innovation) all these needs werent a
priority at companies and what happened
therefore: it started to increase the rota-
tion to degrees create too excessive costs
that companies are not willing to continue
loading a High. And theres a reason why
companies decide to have m easurement
standards of happiness at work.
They analyzed, studied, and realized the
need to change the minds of big companies
and carry out the saying if you cannot beat
them, join them.
It was necessary to change, the way to
lead, and it is no longer favorable for a
company with a despot leader who only asks
for results and forgets the human touch.
Before the millennials entered the
labor force to hear of a coercive and tax-
ing leadership, there was a concept that
fit within normality, but millennials have
been changing the expectations of what
is expected of a leader, and not only the
knowledge, but the management of their
emotions.
What a bomb of success, that companies
realize the potential of these young people
Expert Insights
and seek to retain them and offer them
what they really need: inclusion, good hu-
man treatment, personalized, remember that
they work with humans, and what human
aspects we are talking about, remember
that we work with people who have inter-
ests, dreams and goals they wish to fulfill.
Millennials are looking forward to shin-
ing in a prestigious company, this has led
companies to compete to be more attractive
to glittering talents. But now the priority in
the millennials interest, the most impor-
tant thing is to have their own business or
own company, to be an entrepreneur. A lot
of companies that promote network busi-
nesses find out in millennials the ones that
are more interested in these types of jobs.
Millennials are those born in the years
between 1981 and 1995; the exposure to
which they have been stimulated for most
of their life has made them into people
with personality characteristics and needs
other than generation X.
Generation Y, because of its tendency
to be more digital, has developed greater
ability to multitask and to perform its tasks
with greater speed.
By reaching organizations as well as rev-
olutionizing with innovative ideas of ways
to perform processes and managements in
a shorter time, both technology and agility
have revolutionized lead times.
In addition, they believe more in the im-
portance of securing a job and enjoy what
they do, and firmly believe in building rep-
utation from the beginning, so they take
great care of what they say, as they say and
their prestige, for ease of communication
that exists today through social networks.
Firms who find themselves struggling
with a high turnover, have sought attractive
alternatives that lead millennials to fall in
love with the brand and feel that work is
fulfilling their emotional expectations. And
this has been the key to retention, to seek
human meaning in dealing and inclusion.
Being children of parents who left to
work and to were away from home longer,
they sought ways to compensate for this
3