Last year, millennials (ages 18 to 35) became the largest share of the U.S. workforce, according to Pew Research Center analysis of U.S. Census Bureau data. This shift to an increasingly youthful workplace is having a dramatic impact on hiring practices at many organizations, and associations are no exception.

How much should associations alter their business practices to attract the brightest employees in the millennial age group? While studies have found that millennials seek more flexible and meaningful workplaces than previous generations, associations should focus on simple, incremental changes rather than major overhauls, says Jaymin Patel. Patel, an author, speaker, and coach on organizational culture—and a millennial himself—has studied this demographic extensively and believes "it's a misconception that companies have to turn their organizations upside-down to attract millennials."

Millennial Mindsets

Understanding what millennials prefer in an employment experience is key to deciding whether an association should adjust its environment to attract young employees. Millennials are changing "who leads the work, what motivates good work, and where and how the work is being done," says Patel.

Millennials have a thirst for flexibility and balance.—Jaymin Patel, author, speaker, and organizational-culture coach

Instead of working within more traditional hierarchical work structures, millennials are seeking a movement from authority to autonomy, says Patel: "They want to work on individually led projects with assistance from supportive staff and mentors." And while previous generations were trained to believe that complying with company policies and playing by the rules would lead to promotion, millennials strive for immediate recognition for the work products they create—without necessarily "ascending through the levels."

In terms of physical work environment, "millennials have a thirst for flexibility and balance," says Patel, and they appreciate telecommuting options. And whereas older generations were motivated by paycheck and promotion, millennials seek experience and growth, and find value in making a positive difference in the world, says Patel. This shift means that employees will be willing to work longer hours "when there is meaningfulness attached to the work," he says.

Smart Management Decisions

Given the expectations of millennial workers, Patel suggests taking several small steps to attract and retain this demographic—steps that can appeal to gen Xers and baby boomers as well. He advocates a "First/Then/While" framework for implementing change:

First—and most important—Patel recommends creating a "feedback loop" that allows everyone in the organization to be heard; such a tool is critical to "identify hazard areas" where employees of any age may be dissatisfied. The feedback loop can take many forms—such as a 360-degree feedback process or a culture survey—as long as it allows all employees to offer opinions.

Then, Patel suggests that associations begin to say "yes" to suggested workplace improvements—and see what happens. Many organizations are hesitant to make changes but are ultimately pleased with the results, says Patel. He cites remote working as a good place to start: "Try it with a handful of employees for a defined length of time. Many companies will actually see worker productivity go up." Patel notes that it's important to make data-driven changes, so you can measure the impact of any changes you make.

While these feedback-suggested changes are taking place, Patel suggests making some minor modifications that can help improve association culture in a way that is pleasing to all generations: "Think about things you can do in terms of workplace psychology or ergonomics," Patel says. "Paint one of the walls in the reception area orange, which adds excitement and energy," or expand beyond business-as-usual with Friday happy hours or monthly pizza parties. All changes should be carefully considered within the context of the message you want to send: "Don't try to be someone you're not," says Patel.

Embracing Flexibility

Making adaptations to provide a more inviting environment for the millennial generation is a good idea—as long as the adaptations benefit all of your staff, and not just the 20- to 30-somethings. "An association cannot bend over backwards to meet the desires of only one generation," says Patel. "That's why you create a feedback loop, to involve the voices of all generations."

You'll also need to recognize that regardless of how much your association adapts to attract flexibility- and autonomy-seeking millennials, this generation is prone to job-hopping, so new employees may not be as loyal as previous generations. In fact, 45 percent of employers expect new college grads to stay at jobs less than two years, according to CareerBuilder. Millennials are likely to pursue meaningful experiences at several different employers: "They probably will leave your organization," says Patel, "but if you make small culture-shifting changes while they are there, then the millennials will become your promoters," and will recommend your association on social media and job boards.

Being open to change will help your association attract new employees for many years to come. After all, building a culture that engages all employees, not just any one generation, will improve the bottom line. "Remember that behind the millennial generation is another generation that will have different characteristics," says Patel. "Don't make permanent changes just because there are some things you think the millennials want. Think about what you can do that you are really ready to change."