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Millennial

Via Forbes : The Millennial Workforce Needs Mentors, Not Managers

Millennials are currently the largest generation in the U.S. labor force and will comprise more than 75% of the workforce by 2025. Not only that, Millennials now have the most spending power of any generation, which means that creating a work environment that they can thrive in matters more than ever.

As a Millennial who worked in corporate for several years before calling it quits, I’ve first-hand witnessed the many ways in which companies adhere to outdated norms, many which are still tailored to older generations. This stands particularly when it comes to management.

Today’s workers don’t need some Big Brother figure hovering over us to tell us that budgets are cut, that we will be in big trouble if we don’t meet deadlines, and to “make do with less.” We need leaders who set us up for success, instill in us a sense of bigger purpose, and give us the confidence we need to persevere when the work gets challenging.Corporate culture in the U.S. is changing in a big way, and companies who pay attention and adapt to these changes will be the ones attracting the most talented, passionate, and dedicated employees.

Millennials don’t want (nor will respond to) an archaic management system that dictates rules and constraints – this generation craves mentors that guide and inspire them. Management can help the rising Millennial workforce thrive by:

Creating a relationship of trust and understanding. Management should empower and build the confidence of its employees. This means no guilt trips, blaming, or pressuring. Employees should feel free to approach their managers and speak openly with them without intimidation, while still respecting employer-employee boundaries.

We no longer live in a world where it’s possible to completely leave our work at home. People deal with personal issues all the time, and management should have some level of sensitivity towards that instead of pretending that the separation between life and work is an impenetrable brick wall. For example, context is important – perhaps someone isn’t performing because they had a recent family death, and that does not mean they’re incompetent.

Employees should feel that management won’t turn its back on them the second something goes wrong. When people feel understood and part of something bigger than themselves, they will go to greater lengths to excel in their work.

This mentorship dynamic builds way more trust and loyalty than a raise or bonus ever could, as it cultivates a mutual relationship instead of a transaction. Knowing that management has their back is priceless and will benefit both parties in the long run.

Letting people fail… and helping them get back up. Ideally, mistakes in the workplace are avoided altogether as some can be very costly and put the company in jeopardy. If that is not the case, however, mistakes should be approached as opportunities for learning and improvement.

Mentors should teach employees to take responsibility for their actions, as well as accountability to fix what goes wrong. Most people won’t thrive with finger pointing, blaming, or winded lectures: we need to be made aware that we’ve made a mistake, given the confidence that we are capable of fixing it and receive the support to do so.

By guilting or threatening employees, there is a good chance that they will develop fear or apprehension towards the task they originally “failed” in, which only makes the situation worse and poorly sets them to deal with future mistakes. Mentors should push employees so they’re exiting their comfort zone (which means failure is a possibility), but at the same time guide and set them up for success. That way, when someone does inevitably make a mistake, he or she knows how to deal with it responsibly and confidently.

Giving space for growth. People operate differently when it comes to getting into their zone of genius. Allow them to practice freedom and accountability when it comes to their working style: for example, why not allow an employee to work remotely, from a coffee shop, or in the nighttime if that is how they best excel in their tasks? Have a detailed discussion on what they personally need to thrive in the workplace, and as long as it does not interfere with the quality of the work, let them do it.

Management should not push employees to work a specific way, as that will stifle them and therefore affect their ability to perform. If an employee works best out of coffee shops and you make him or her feel guilty about leaving the office, the overall productivity of the team will suffer.

The gist of it is: allow people to be themselves and create the environment they need in order to thrive, and they most likely will. Coerce them to do things a certain way, and they’ll likely resent management and subconsciously (or consciously) sabotage the work.

When it comes to the Millennial workforce, focus on the results and not the method in which they are achieved. In the end, the companies who stay up-to-date with their workforce’s needs and desires will be those who make the most profit and have a societal impact.

Via Stuff : Millennials set to take over the workforce by 2020

It’s the generation the other generations like to rag on.

But in just a few years, Millennials – those born between 1982 and 2004 – will be the dominant force in workplaces around New Zealand.

Millennials are often accused of speaking another language, always on their cellphone, and invested in social media, but they are also driven, fast-paced workers who can multi-task effectively.

Price Waterhouse Coopers commissioned a survey looking at this group across 75 countries which found career progression was a top priority for millennials, and they preferred to communicate through technology, rather than face-to-face or even over the telephone.

It also said millennials development and work/life balance was more important than financial reward, and there was a strong appetite for travelling and working overseas.

But loyalty to their employer was not a priority, with 54 per cent saying they would expect to have two to five employers over their work life. They were comfortable working with older generations, but thought senior management didn’t relate to younger workers and their personal drive was intimidating to other generations.

Businesses are having to keep up and adapt with the influx of millennials into the corporate work force.

New Zealand global software company Xero employs a lot of millennials.

It has bean bags and gaming consoles, and modern training and development programmes.

Xero graduate team lead Suraksha Setty, 25, looks after the new graduates and interns, including interviews, inductions, training, performance reviews and fortnightly catch-ups to make sure they’re on the right track and settling in.

Apart from technical training, Xero also has “soft skills” training, which focuses on public speaking, meet ups outside of work, interaction with other companies and learning about diversity in the work place.

It is about creating balance, Setty said.

“While we treat everyone the same, the majority are young people [at the Auckland office] which is really awesome. There is a lot of support for the younger talent.

“We are such a modern tech company, so the forward-thinking nature that young people bring is fitting for the environment we’re in. We’re encouraged to speak up and share our opinions and ideas. Feeling valued is really novel in the workforce.”

She said new grads and interns are paired with a senior person in their team who helps show them the ropes. Team members come from a range of backgrounds in gender, age, cultures and ethnicities.

Xero communications advisor Isabella Couwenberg​ has tried hard not to label herself a millennial.

“But of course, given my birthdate, I am a millennial,” the 23 year old said. “I do think that millennials get a bad rap, which is a very “millennial” thing of me to say.”

The term is associated with negative connotations and stereotypes, she said. Generalisations were “a bit unfair”.

One stereotype is they expect a trophy for showing up to work and want special privileges, she said.

“We’re very technology abled, as well as willing to embrace new ideas. We’re able to work well under pressure and juggle a range of tasks as well as move at pace. We operate in a quick thinking environment with a lot of hustle, which I enjoy.

“I thrive under pressure so it’s great. I’m really lucky in that I get to work with a lot of senior people who can learn so much from and I’m good at putting my hand up, which is perhaps something that the more reserved older generations didn’t do so much.”

Auckland University of Technology, University Director of Diversity, Professor Edwina​ Pio said it’s a two-way street, and organisations and millennials must work together for the success of the company.

“Employers have to understand it is a vastly changing landscape. You must take risks on young people, but you can’t do the same training and development you’ve done in the past.

“Millennials expect a variety of different kinds of training. You can’t use old models – it’s not going to work.They are very driven and we shouldn’t extinguish their flame.”

Millennials currently accounted for 34 per cent of New Zealand’s labour force and by 2020 would be the majority.

“They are our future leaders, our future CEOs, our business leaders who walk the corridors of power.”

Via Forbes : Millennials Are Ready To Be Leaders: Here’s How They’re Doing It

Millennials have been changing the workplace ever since they started arriving on the scene nearly a decade ago. Now, Millennials are growing older and are starting to step into leadership and management positions. There are a few different definitions of “millennial,” but Pew Research sets the earliest year for the Millennial generation at 1981, which means the oldest Millennials are now 36.

According to research from the Harvard Business Review, the average age of first-time managers is 30, and the average age of people in leadership training is closer to 42. This poses an interesting problem for most managers, who don’t receive training until they’ve been on the job for 10 years (if they receive training at all), but it also shows that we’re falling squarely into an age with Millennials taking the helm of their own teams.

So how are Millennials succeeding in these roles, and how are they changing the workplace?

Why Millennials Are Ready

Let’s look at some of the main reasons why Millennials are prepared to take on leadership roles:

  • Age and experience. As noted, Millennials are beginning to age, wandering into their 30s. With a decade or more of experience under their belts, they’re ready for bigger roles.
  • Numbers. Millennials have officially become the largest generation as of last year, and represent the largest percentage of the workforce. Because there’s a growing power vacuum as managers from older generations leave or climb even higher, Millennials are the most plentiful candidates to fill the void.
  • Autonomy and confidence. Millennials crave autonomy, and have confidence in their skills; those characteristics drive them to take charge of more people and more responsibilities. According to Maggie Overfelt, “Because workplace autonomy is a big job requirement for Millennial workers, their relationship to their supervisors — what they want from their boss and how often — can be a little complex.”

How Millennials Are Changing Things

So how are Millennials leading in ways different from their older generational counterparts?

  • More and better feedback. A widely cited Gallup poll from 2016 illustrated Millennials’ complex relationships with feedback. Only 19% of surveyed Millennials said they received routine feedback, but nearly all Millennials wanted feedback regularly; they also refused to ask for it. This urge for feedback and understanding of feedback’s importance will likely follow them into leadership positions, except as leaders, they’ll have the power to institute a powerful system.
  • More fluid adoption of new technology. Millennials, who tend to be more optimistic and more adaptable when it comes to new technologies, will likely institute more advanced platforms at a faster rate than their predecessors. According to Karoline Holicky of Meisterplan, “Millennials trust the power of technology, and know that adopting better systems is the most efficient way to make better decisions.” Overarching platforms, like project portfolio management software, may become more common as Millennial leaders rely on its abilities to make better decisions and organize resources.
  • More flexibility and fewer rules. According to a Bentley University study, 77% of Millennials agreed that more flexible working hours would make their generation more productive. Carrying this philosophy into a position of leadership, Millennial leaders will likely instate more flexibility, including customizable hours, more remote work, and even more relaxed rules in the office.
  • Higher demands for brand values and company culture. On the other hand, Millennial leaders could be more demanding for workers to adhere to their brand’s company culture and core values. Values have always been an important cultural institution for Millennials, when choosing an employer or a supplier, and now they get to create and enforce those values within the context of their own teams.
  • Preparation for generation Z. Millennials are aging, and will likely be looking over their shoulder as the next generation—usually referred to as “generation Z” or the “post-Millennial” generation—as they start rising through the ranks themselves. Millennial values are starting to fade, and workplaces won’t remain under their firm vision or leadership for long.

Millennials may still seem like the young, new generation, but they’re already starting to emerge as leaders in the American workforce. Soon, generation Z will start graduating from college and flooding the marketplace, and Millennials will be able to join their generation X and baby boomer counterparts to complain about a new host of youthful characteristics. Until then, Millennials will have a brief period of enjoying the energy of youth alongside the experience necessary to drive true changes in the workplace.

Via Charlotte Business Journal : What millennials look for in an employer, and why you should care

Much has been written about the rise of millennials (born 1981-1997) in the workforce, and you’ve likely noticed their numbers increasing at your office. In fact, according to Pew Research, as of 2015 this group surpassed Gen-Xers to become the largest generation group in the working population. Roughly 1 in 3 employees today is a millennial and by 2025 this group will compose 75 percent of all workers.

With those statistics, it’s clear that employers need to understand this group better, and Deloitte’s Millennial Survey is a great place to start. The study, incorporating over 8,000 millennial workers in 30 countries, yielded some great items to consider from an employer’s perspective. Here are our top three.

Full time but flexible

All work and no play is not the right way for employers in terms of appealing to millennials. Perhaps the biggest takeaway from the study is that this generation values flexibility above all else. Employers who find ways to increase flexibility are rewarded with improved organizational performance and employee retention. Two-thirds of the respondents stated that their employers are presenting flexibility in one of the following forms:

  • Flex time: Employee has some degree of choice in when they work.
  • Flex recruitment: Employer presents diverse employment terms/arrangements.
  • Flex role: Employee has some control over their job composition.
  • Flex location: Employer offers work from office, home or other location arrangements.

A recent Inc. piece points out some additional items to consider in terms of workplace flexibility. Although a common fear is loss of productivity, 22 percent of millennials say they’d work more hours and 82 percent say they’d be more loyal if they were offered flexible work options. As for the retention alluded to above, 32 percent of millennial workers say they’ve left a job because the employer wasn’t flexible – that’s almost a third – and certainly a significant number when you consider the high cost of employee turnover.

Making a difference

Of the millennials surveyed, 77 percent stated that they are active in causes and/or charities. Among that group 30 percent are volunteers/organizers. Another 30 percent join or make donations to charitable groups and 23 percent participate in raising funds or collecting items.

What does this mean for employers? Simple. If you want your millennial employees to be engaged, you need to consider providing opportunities for them to make a difference. Millennials are passionate about changing the world around them and there’s no denying that this digitally savvy, social and connected generation has actually changed the face of charitable giving – remember the Ice Bucket Challenge?

It’s also worth noting that millennials don’t just want to give personally, they want their employers to as well. A Fortune study found that nearly two-thirds of millennials are more likely to want to work for a company that gives to charity. Similarly, they’re also more likely to buy the goods or services of a company who engages in social causes versus one that doesn’t.

Bottom line: this generation wants to make a difference. By sharing in their passion, and letting them lead the charge, employers are more likely to be viewed favorably by their millennial staff and increase the likelihood that they’ll stick around.

Straight talking, diverse and inclusive

Finally, millennials want their workplace to be one that is hallmarked with open, honest and easy to understand communication. They also want it to be a place where new and/or different ideas are encouraged and respected (coincidentally, the Deloitte survey found that millennials seek the same attributes in their political leaders). In terms of work environment, millennials are broadening the description of workplace diversity.

According to Forbes, where previous generations focused on religion or demographics to create a diverse workplace, millennials consider individual identities, unique experiences and viewpoints to define diversity and seek to do more than just fill workplace quotas. The generation is similarly reshaping views on inclusion. Where prior generations place emphasis on fairness, equity, tolerance and acceptance, millennials are moving towards a deeper connection. They value the exchange of ideas via cultural connections, are attracted to environments where true teamwork is embraced and are driven by their shared successes and overall business impact.

It’s clear that millennials are an integral part of today’s workforce and they’re changing the status quo. Employers who seek to understand the unique attributes of this generation and provide opportunities to nourish their passions, enrich their workplace experiences and provide for growth and development, could be well on their way to future – and sustained – success.

Via Forbes : 11 Ways Recruiters Can Attract Millennial And Gen Z Job Candidates

With millennials and Gen Z making up almost half of the population, according to a report by Nielsen, targeting this group for your company’s open positions is more of a requirement than ever before. This large and powerful group has a different outlook on the job market than their predecessors and requires a little more effort to gain their attention.

Recruiting this population as potential job candidates takes a different approach that many recruiters may not have considered until now. This demographic is interested in benefits, flexibility, and time off. They are social media savvy and don’t communicate in traditional methods that may have gotten you by in the past.

Below, 11 members of Forbes Human Resources Council share the one change they believe recruiters should make in order to appeal to and interact with millennial and Gen Z job candidates. Here is what they had to say:

1. Make Them See Who They Can Be

Millennials are about experience, growth and self-discovery. Benefits and perks are all good and appreciated, but if a company cannot help them learn something about themselves, create a community that supports them, validate their ability to make an impact or align with their values, the chances of getting them to stay are slim. This generation was raised to go with what feels right to them. – Angela Nguyen, Ad Exchange Group

2. Drop The Gimmicks

Remember, we (HR millennial here!) are dynamic, with interests beyond social media and fun at work. For example, in healthcare recruiting, I can’t compete with some perks from other industries. So, I stress the everyday-is-community-service-day feel to appeal to the corporate volunteerism spirit of millennials and Gen Z. Do your research. Be honest about what your company has to offer. Repeat. – Stephanie Shuler, Charlotte Eye Ear Nose & Throat Associates, P.A. (CEENTA)

3. Follow Candidates, Limit Emails

There is too much emphasis today on sending emails to prospective candidates and awaiting responses. The better method is to encourage people to follow the company’s roles at the skill level, comparing their skills to company demand, in real time. This should be all roles, not just those open for recruiting, so people can build their career with insight into the changing employment landscape. – Rick Devine, TalentSky, Inc

4. Show Genuine Interest

Millennial and Gen Z candidates want to work for an employer that cares about them and their well-being. Recruiters should explain the company’s employee value proposition and culture. Recruiters should strive to develop a good long-term relationship with candidates. Recruiters should also address candidates’ concerns and constantly follow up with these candidates, even when they become employees. – Ochuko Dasimaka, Career Heights Consulting, Inc.

5. Respect And Welcome The Generational Difference

Understand that the concept of employee value proposition goes beyond traditional perks and benefits for them. Use a lot of social media to attract them, emphasize both the challenging and fun parts of working at your organization, and acknowledge the generational difference with respect and openness. Be friendly rather than interrogative while conversing with them and show genuine interest in what they have to offer. – Ekta Vyas, Ph.D, Stanford Children’s Health

6. Share The Non-Tangibles

Millennials and Gen Z candidates value the non-tangibles as much, if not more than the tangibles, e.g. compensation. Expressing the employer’s flexible work policy, maintaining a strong focus on an inclusive culture, offering opportunities for growth, etc. will attract top talent. – Brooke Peterson, Causely

7. Get Social

Today, social media platforms dominate the lives of millennials and Gen Z potential candidates. Recruiters need to get social by staying current with the trends, and using the platforms to transition traditional recruitment methods into interactive tools. The focus should be on lifestyle, relationships and opportunity for an interesting and exciting career. – LeRae Jacob, Creative Door

8. Be Efficient, Communicate Constantly

Millennials and Gen Z thrive in technological and innovative environments. These candidates are high in demand, therefore it is important the interview process is efficient and recruiters have consistent communication with them. These individuals want to jump right into working, therefore onboarding should be short and delivered electronically. – Tiffany Servatius, Scott’s Marketplace

9. Talk Beyond The Tasks

Today’s employees want to do much more than the daily job requirements. They are interested in the company culture, and how they can be part of the larger work environment. They want to understand how to share ideas, network with colleagues, learn new skills and be part of the greater good. To keep them interested, talk about how they will be challenged by the work and hone new skills. – Meg Battle, Rabin Martin

10. Make It Fun

Candidates today want more than a stale job description. They want to feel a connection with the company, values and mission. We have found success by creating short video job postings showing where they will be working and having the hiring manager talk about the role. This engages candidates and gives them a real look into your culture and the job. – Lisa Whealon, GL group, Inc.

11. Provide Immediate Gratification

We realize that millennials and Gen Z desire immediate gratification. In addition, the top-notch candidates have options, so don’t make them wait. Optimize their experience with a career site that is mobile-friendly, and be sure to provide timely responses and feedback. Above all, make the candidate experience for those who aren’t hired just as good, because they may be your future hires. – John Feldmann, Insperity

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