Managing Millennials requires strong leadership.

Be prepared with a game plan to share with your new hire on what they are going to be working on at your company. This will equate to good leadership on your part.

Set corporate, department, and individual goals.

Your millennial employees are looking to you to be a strong confident leader that will help them grow in their career. Establishing goals for them, establishes your credibility not only with your millennial but to be honest, really with your entire department.

Embrace new technology and change.

And in fact, change and new technology are really about the only two concepts you can count on in corporate America today. Good leaders embrace this and thus, become a role model to their employees.

Establishing teams that include your new millennial reemphasizes the suggestion of seeking advice from your millennial.

So, it's not that you're going, “Oh, what do you think, what do you think?” Again, these are methods for managing millennials make them feel a part of the team and how their input will naturally come up.

When managing millennials, partner tenured employees with Millennials to solve problems.

That influx of new blood may be exactly what you’re looking for to evaluate how companies have always done things. Because guess what? The Millennials don't know how they've always done things. So, they really come in and take a fresh look at what's being done.

When managing millennials, be sure to get them involved.

This can be as simple as weekly meetings where everyone grows around and hits their top two critical items. It doesn't have to be a long meeting to catch everyone up to speed. It's just important that everyone within the team knows what's going on, and more importantly you’re Millennials, because it's how to teach him.

Managing Millennials Through Mentor Programs

This is really important. Millennials expect companies to have established mentoring programs. The better the program, the better recruit you'll get. If your company does not have an established program for mentoring and managing millennials, commit to it yourself or recruit a senior manager either in your department or outside who will agree to mentor the new employee.

You may find it worthwhile to establish the connection between my millennial and managers outside the department. It's good for your new employees to have someone to bounce ideas off of who's not in their direct chain and who's not coming back and writing their performance evaluation.

Start to mentor by having them discuss the goals of the mentoring sessions, having a plan laid out although explaining that you can deviate based on their input. But what do the millennial expect from the mentor? Those are the good conversations to have.

Next, then you can discuss the projects you have assigned. So, the mentor wants to discuss the project they have assigned and their expectations. And then, the mentor can find out what the disconnect is between the two, what they think about the projects, do they understand it – how it feeds in to their goals, what they’re going to learn from it -- those sorts of things.

It’s an opportunity for the mentor to reinforce existing processes and procedures that you've already told them. It's basically a chance for them to see that maybe you’re not a jerk, that maybe you do know what you’re talking about. Again, it's just that positive reinforcement, a positive team around this millennial as they grow in their career.