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GenY in the Workforce
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GenY in the Workforce

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Presentation materials for workshop with corporate managers preparing for new hires and co-op students on their teams.

Presentation materials for workshop with corporate managers preparing for new hires and co-op students on their teams.

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  • Get ready for “The Millennials”: They have grown up in an era where computers and rapid communication are the norm, and colleges no longer trumpet the fact that residence halls are “wired” and equipped with the latest hardware … it is a “given” Did you know these new workers: • grew up getting lost in “big boxes.” • have never heard anyone “ring it up” on a cash register or sound like a “broken record.” • understand that coffee has always taken longer to make than a milkshake. • “ Google” has always been a verb. • Disney theme parks have always been in Asia and Europe. WWW has never stood for World Wide Wrestling As a precursor to “whatever,” they have recognized that some people “just don’t get it.” IBM has never made typewriters Iced tea has always come in cans and bottles Windows 3.0 operating system made IBM PCs user-friendly the year they were born http://www.beloit.edu/mindset/2012.php
  • The Millennial generation is typically defined as those born between 1980 and 2000. Susan M. Heathfield, HR expert for About.com , offers the following characteristics of Millennials, saying that they: — Have developed work characteristics and tendencies from doting parents, structured lives, and contact with diverse people. —Are used to working in teams and want to make friends with people at work. —Have a "can-do" attitude about tasks at work and look for feedback about their performance frequently—even daily. —Want a variety of tasks and expect that they will accomplish every one of them. —Are positive and confident, and ready to take on the world. —Seek leadership, and even structure, from their older and managerial co-workers, but expect that you will draw out and respect their ideas. —Seek a challenge and do not want to experience boredom. —Are used to balancing many activities such as teams, friends, and philanthropic activities. — Want flexibility in scheduling and a life away from work. —Need to see where their career is going and exactly what they need to do to get there. —Are waiting for their next challenge (and there had better be a next challenge). —Are connected all over the world by e-mail, instant messages, text messages, and the Internet (and thus can network right out of their current workplace if their needs are not met).
  • There are four generations in the workplace today, each with its own general expectations, behaviors and attitudes. The mix of these age groups is been shaping workplace norms. Gen Y Born: 1980-2001* Other names: millennial, echo-boomer Key historic moments: 2001 terror attacks, war in Iraq, Hurricane Katrina, Asian tsunami Key business event: Enron, corporate scandals Characteristics: Tech-savvy, multi-taskers who are unencumbered by traditional workplace rules. Community minded. Want work to bend to personal life and use technology to make that happen Gen X Born: 1965-1979 Other names: slacker generation (now a dated reference) Key historic moments: AIDS, Challenger shuttle explosion, Gulf War, fall of Soviet Union Key business event: dot-com bubble Characteristics: Many grew up as latch-key kids, making them self-reliant. They mistrust authority and never expected to stay in one job for life. Want work-life balance, but don’t want to make the demands for it that Gen Y makes. Baby Boomers Born: 1946-1964 Other names: The ‘me’ generation Key historic moments: Vietnam War, Watergate, Civil Rights movement, assassinations of Martin Luther King Jr. and John and Robert Kennedy Key business event: savings and loan crisis Characteristics: Loyal workaholics who see corner office, salary bumps and job titles as rewards. Both idealistic and materialistic. Work-life balance not a consideration Traditionalists Born: 1925-1945 Other names: veteran, silent generation Key historic moments: Pearl Harbor, Holocaust, World War II, Cold War Key business event: Great Depression Characteristics: Hard-working and respectful of authority. Dependable conformists who are willing to make sacrifices. Not concerned about work-life balance. Satisfied by a job well done * There is no firm consensus on the birth dates of each generation. They vary from study to study. The dates here, however, are generally accepted. Source: Business Review research Issue: Lee Hect Harrison survery found that more than 60% of employers say they are experiencing tension between employees from different generations. More than 70% of older employees are dismissive of younger work abilities and nearly half of employers say that younger workers are dismissive of abilities of older co-workers. baby boomers view change as unexpected and something to fear, while Generation X expects and welcomes it, and those in Generation Y are change masters.
  • Start with something that seems a bit counter intuititive: Micromanage . That's right. Gen Y wants to be micromanaged. To other generations this would be insulting or annoying. But Gen Y wants constant feedback and constant attention. That's how they were raised — to be the center of the family. So they expect to be important wherever they go. You can complain about this attitude, but newsflash: This is actually a reflection of very good self-esteem, and employees with high self-esteem perform well. So stop judging and start micromanaging. Check in three times a day. Give goals that are daily and weekly and monthly. Give rewards in the form of positive feedback. Yes, this takes a lot of time, but your job is to manage, so buck up and do it. Source Business Week Feb. ’09 For example, reports with monthly due dates, jobs with fairly regular hours, certain activities scheduled every day, meetings with agendas and minutes, goals that are clearly stated, and assessments of progress. Source: Heathfield – About.com Ok, so this is what we tend to build in to our structured Management approaches ….BUT.. There’s more
  • NOW for the change: Get real about teamwork. For the last 20 years we've been talking about how important teamwork is. Companies that work in teams create better ideas, faster progress, and stronger companies than companies full of lone rangers. We know this, but baby boomers hate teams. They want to be in charge; they want to stand out as being special from everyone else. And Gen X hates teams: They've been alienated and responsible for their own well-being ever since their parents invented the phrase latchkey kid and told them to make dinner for themselves. The only real team players in the organization are Gen Yers. They've had social-skills courses in school, they did book reports in teams, they went to the prom in teams — often they quit their retail jobs in teams. Gen Y expects work to be about teams because for them everything is about teams. Which means you can't retain Gen Y if you're not really serious about teams. Get software that encourages teamwork — PBWiki for group-based thinking, Yammer for group-based conversations. This type of software makes Gen Y feel at home, and it forces older people to be team players even if they don't like it. Take advantage of the Millennials' comfort level with teams. Encourage them to join. They are used to working in groups and teams. Millennials gather in groups and play on teams; you can also mentor, coach, and train your Millennials as a team. This now means using more social networking tools – Wikis, Twitter (inside ALU – Yammer), Blogs, etc.
  • They've grown up with technology and instant access to information and feedback about everything. To get the most from their energy and new ideas , and to keep them engaged, organizations need solid talent management processes that provide Gen Y employees with clear direction, feedback, development and rewards Your Leadership Role: Generation Y is fundamentally conservative. Not politically. But in terms of their lifestyle choices and aspirations. This is a generation that loves their parents. Over 65% of college grads move back in with their parents, and they are not particularly unhappy about it because they have a great relationship with their parents. Adults have been helping Gen Y their whole lives . They are used to their parents' friends helping them, their coaches and tutors , and every time there's a problem, a parent talks with an adult involved and fixes it. So Gen Y loves authority — it has always been good for them. Think about it: Baby boomers protested Vietnam by taking to the streets and violating laws. Gen Y protested Iraq by playing by the rules and electing Obama. Gen X invented grunge music and jeans at work. Gen Y is making the Beatles hip again — and they love to dress up for work. Gen Y is conservative, kind-hearted, and they follow the rules . Of course they are like this: The world has treated them well. High expectations of employers: They want fair and direct managers who are highly engaged in their professional development They want to make an important impact on Day 1 Listen to the Millennial employee. Your Millennial employees are used to loving parents who have scheduled their lives around the activities and events of their children. These young adults have ideas and opinions, and don't take kindly to having their thoughts ignored. .
  • Provide challenge and change. Boring is bad. Millennials seek ever-changing tasks within their work. What's happening next is their mantra. Don't bore them, ignore them, or trivialize their contribution. Create programs/opportunities for “rotation” of work - . The hottest jobs for Gen Y are getting into programs that steer you through many departments [Procter & Gamble (PG), General Electric (GE)] or companies that encourage you to move around after a short period of time [Deloitte, Ernst & Young]. Young people love these opportunities because they know their learning curve will be high, but within a context of relative stability. Any company could create this sort of program as long as it was willing to invest the time in training young employees in many aspects of the business. Millennials know what’s going on in the world –explain in an informal conversation the role they play in the “big picture.”Let them consider how their job drives company productivity, which increases our GDP, helps provide jobs for people, which supports many families, and serves a need to consumers. What is the interconnectedness of your Millennials’ jobs and the“big picture”? Give your Millennial employees something they can call their own and be proud of. Let them redefine an operating procedure in their position, facilitate a meeting or even plan an event. They thrive on knowing something has their name on it. This allows them to be more driven and can make them feel more valued than even a pay raise would. These new workers don’t care who is in what org. They want to know “how it works” so they want to be involved in all aspects of a project. Remember to utilize their “techno-savvy”, having spent hours and hours alone in front of their computers and game machines, they are extraordinarily techno-savvy and are exceptional problem-solvers – so let them “surf the web” to find new perspectives to old problems One suggestion, offered by a number of training and development experts, is the use of “reverse mentoring” in which the young employees coach the old in the finer points of computer technology, viral marketing, cutting-edge design, ecosensitivity and the like. That approach not only takes advantage of Millennials’ unique skills, but also helps them become a contributor from day one.
  • Surveys over the last few years have found that this group <GenY> is looking for work that includes a "flexible work schedule" (92 percent, according to a Harris Interactive poll), "requires creativity" (96 percent) and "allows me to have an impact on the world" (97 percent). And when the polling firm Roper Starch Worldwide did a survey comparing workplace attitudes among generations, 90 percent of Gen Y-ers said they wanted co-workers "who make work fun." No other generation polled put that requirement in their top five……..So while Ernst & Young is teaching its Gen Y employees how to talk politely to partners, it also has started teaching those partners how to send text messages. Similarly, Liggett Stashower, an advertising and public-relations firm in Cleveland, encourages summer interns to blog about their experiences. Deloitte & Touche runs a summer film competition (the winner will be posted on YouTube), on the theory that this is an area where interns in particular can show off. And the technology company Avnet changed its internship program so that interns spend the entire summer in one department, a response to suggestions from previous groups who felt they weren't doing enough substantive work. Gen Y just wants what their parents want for them: a good job, a stable family life, and a life that has meaning. Baby boomers told Gen Y that the most important values were contributing to the greater good and always learning. And Gen Y believes that. From Bizjournals: Society- this generation experienced evolution of traditional gender roles. Fathers played a larger role in family life… Overbooked experience has carried over into adulthood, leading GenY to desire work schedules that conform to outside activities. World Events – Nat’l and global tragedies, ranging from 9/11 terrorist attacks to tsunamis in Asia, are considered key historical events shaping Gen Y world view. As a result, many in this gen. Place import on community involvement and charitable work. Millennials care about improving the world. If they had their way, many of them would be "professional volunteers." A paycheck is not always going put a smile on their face at the end of the day. You can buy their time, but you cannot buy their hearts. You can help them become emotionally invested, however, and that's when you will see more enthusiasm towards their work. It can be done by simply hosting a charity dodgeball tournament, setting up an e-mail pen pal program with an elementary school, or having a local nonprofit come in to discuss volunteer or donation opportunities. Many Millennials live by the creed: "Life is short." They know not to take life for granted. If they are bored out of their minds at work, they may not stay there long, as their hours are precious. They want to enjoy their time. This comes through creativity, spontaneity and relationships with those around them. This may mean having more social activities, or less conference calls and more in person meetings, or occasional team lunches and outings. Putting out an "Employee Superlatives" list around the end of the year, or making short videos about people's jobs and posting them on an intranet are fun ways to see what's behind the shirt and tie. Look outside of your office for socializing and networking opportunities with other branches and their Millennials
  • Focus on mentoring. Most young people have no idea what they want to do for their lives. They are trying things out. They need a mentor to help them figure out what to try next, and how to make sense of what they've already tried. A mentor isn't someone who meets with you once a month. A mentor is someone who genuinely cares if you succeed in life. The mentor is checking in to see what you're learning and where you could learn more. The mentor is introducing you to people and ideas and steering you on a weekly basis. Note: You cannot fake caring. A good mentor honestly believes the best part of work life is helping other people, and this opportunity is a privilege. Handle with care: "They look like adults, talk like adults and (usually) think like adults,"So it s easy to forget that emotionally they have more in common with high schoolers than young professionals. They take everything very seriously. Alany miiienniais lack the resilience to shrug oft setbacks; a misdirected frown or a curt e-mail can send them into a tailspin." Advice : Use criticism sparingly; frame feedback positively Many managers and business leaders avoid giving feedback or don't do it regularly enough. Even annual reviews for new employees get pushed back for months. Millennials yearn for feedback to see how they are doing and if they can improve. They are used to getting grades for their work, multiple times a week. It's a big shift to receive feedback only once or twice a year. Take time to let them know how they are doing. It does not always have to be a pat on the back. They want to know how they can improve as well. By showing you care about their growth and progress, they feel more valued and loyal to your company. Its all about learning!! Their parents told them to do: "Get off the sofa and do your homework! Don't watch TV! You're wasting your mind! The most important thing is your education!" These kids were overprogrammed after school so they would be exposed to new ideas and learn lots of new things. So of course they expect work to be this way as well. Highlight Corporate Resources: Alcatel-Lucent University: http://all.alcatel-lucent.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Y_QjzKLt4w3NjTUL8h2VAQAOA1kcg!!?LMSG_CABINET=Employee_Portal&LMSG_CONTENT_FILE=Corporate_Functions/Human_Resources/hr_learning.xml especially the SkillSoft Portal with thousands of on-line, self-paced learning resources IIS:http://infoview.all.alcatel-lucent.com/ Corporate Intranet Resources: Contribute on Gemini Wiki http://wiki.alcatel-lucent.com/cm/wiki/Gemini.wiki/home/home.html , Transformation Resource Center http://all3.alcatel-lucent.com/trc/index.html and more!! It is reported that young professionals see career success as a concept that is defined on an individual basis, as one that is likely to change as they age, and that achieving a work-life balance is a key factor in job satisfaction. Strategies that human resources professionals can use to address the subjective and objective needs of young professionals are considered. These include the implementation of broader views of goal attainment, practicing advocacy for young employees, and building professional networks for young workers. Delivering the Training Techno-savvy millennials seem like a natural fit to train via e-learning methods such as podcasts or Internet streaming video. However, experts warn, this decreases the HR professional's ability to demonstrate desired behaviors. Experts recommend: • Dynamic classroom training that uses technology. Twenge says if the training is done in person, "you can't just stand there and talk. It has to be interactive," using TV or movie clips to drive discussion. Wendover agrees. "Continually engage them," he says, by walking around, giving a web presentation and asking tough questions. Marne Reed, HR director of PrintingForLess.com, an online printer based in Livingston, Mont., says the company has made its training more exciting and fast-paced to appeal to millennials . "We use Vision Classroom software that allows trainers to broadcast their computer screens to the entire classroom. Trainees can easily follow the demonstration," Reed says. PRC also uses a blend of instructor-led and computer-based training. Oliver recommends "a variety of interactive exercises, such as role plays, having the participants perform 'teach-backs'--team exercises that have them develop product advertisements--and scavenger hunts on the intranet. Group activities and hands-on practice are effective with millennials ." Roth adds, "Gen Y enjoys follow-up Internet links for reference, in contrast to handouts or names of book titles." • Peer teaching. Millennials enjoy learning with groups. They are collaborative
  • Some tips and learning for “CMC” – Computer Mediated Communications can be found in J. Technical Writing and Commmunication – Vol. 34(4) 321-328, 2004. (attached) So while Ernst & Young is teaching its Gen Y employees how to talk politely to partners, it also has started teaching those partners how to send text messages. Similarly, Liggett Stashower, an advertising and public-relations firm in Cleveland, encourages summer interns to blog about their experiences. Deloitte & Touche runs a summer film competition (the winner will be posted on YouTube), on the theory that this is an area where interns in particular can show off. – Source Teaching office decorum to the iPod Generation – by Lisa Belkin – New York Times News Service, August 2, 2007
  • Reference embedded page for sharing with new workers

Transcript

  • 1. Keys to the Future - Managing Millennial (Gen Y) Success
  • 2. What Is A Millennial? What is Gen Y? Who are they? typically defined as those born between 1980 and 2000 a.k.a. gen y, millennial, echo-boomer doting parents, structured lives, contact with diverse people accustomed to work in teams, strong desire to “make friends” “ can-do” attitude about tasks – positive/confident seek challenge/resist “boredom” – used to balancing many activities want flexibility in scheduling (work/life balance) tech-savvy 1 2 3 4 5 6 7 8 high-performers, want performance feedback
  • 3. Making the generational “pieces fit” Boomers GEN Y Baby GEN X Traditionalists
  • 4. Provide Structure
    • Reports with monthly due dates
    • Certain activities scheduled every day
    • Meetings with agendas and minutes
    • Clearly stated goals
    • Milestones with measures
  • 5. Collaboration – Teamwork: Make It Happen!
      • Utilize project “teams”
      • Encourage use of social networking tools
      • Provide work group “coaching”
      • Encourage teaming
    | ATT/ALU CONFIDENTIAL | 2009
  • 6. Encouragement & Leadership
      • Encourage the enthusiasm
      • Recognize your leadership role
      • Set the context
      • Listen
    | ATT/ALU CONFIDENTIAL | 2009
  • 7. Variety and Challenge | ATT/ALU CONFIDENTIAL | 2009
    • Identify “points of interest”
    • Keep the information flowing
    • Take advantage of Tech-Savvy
    • Provide exposure to new sources of information
    • Enable “reverse mentoring”
    • Create opportunities to “reach across the aisle”
  • 8. Work/Life Balance | ATT/ALU CONFIDENTIAL | 2009
    • It’s about “Making a Difference”
    • “ Life is too Short”
    • Living a healthy lifestyle is more than a checkout aisle headline
  • 9. Learning and Development | ATT/ALU CONFIDENTIAL | 2009
    • Quality feedback is critical: Timely, Specific, Genuine
    • Create Career Plans
    • Be a Mentor
    • Highlight corporate resources – Skillsoft portal, IIS Database, Corporate Intranet
  • 10. www.alcatel-lucent.com Helping With the Fundamentals
  • 11. Tech-Savvy
    • While you may be Tech-Savvy –
    • Check your communication patterns!
    • REMEMBER BUSINESS COMMUNICATION STANDARDS –
    • Careful in use of emoticons
    • Abbreviations may not be known
    • Don’t “reply all” , keep e-mail chatter to a minimum
    • Keep cell phone on “silent” in meetings
    • Resist texting in meetings – stay focused!
  • 12. Do’s/Don’ts – Dorm to Desk
    • Keep photos “Conservative”
    • Keep Contacts Separated
    • Don’t be the “iGuy”
    • Carefully select lunchtime reading
    • Watch your “air pollution”
    • Keep “social life” in check
    • Moderate your stand
    • - adapted from Monster tracks
  • 13. References
    • The following links and article references can serve as additional source material for understanding:
    • Alcatel-Lucent Research on Millennials:
    • Hot Topic: The Rise of Millennials: What Does it Mean to Alcatel-Lucent: http://all.alcatel-lucent.com/data/content/Internal_Resources/en_WW/Presentations_Internal/The_Rise_of_the_Millenials_What_does_it_mean_to_Alcatel-Lucent.pdf
    • Corporate Intranet: Millennials: Move over Baby Boomers, the Millennials are here: Market Segment with Influence Thursday, December 13, 2007 http://all.alcatel-lucent.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Y_QjzKLt4w3MfDSL8h2VAQAl_Izvw!!?LMSG_CABINET=Docs_and_Resource_Ctr&LMSG_CONTENT_FILE=News_Features/News_Feature_Detail_000237
    • Journal Resources:
    • Generation Y in the Workplace Defense AT&L; Nov/Dec2006, Vol. 35 Issue 6, p16-19, 3p
    • Next generation: What leaders need to know about the millennials Leadership in Action; Jul/Aug2006, Vol. 26 Issue 3, p3-6, 4p
    • The Next Generation of Career Success: Implications for HRD by McDonald and Hite - Advances in Developing Human Resources 2008:10, 86
  • 14. References cont’d
    • Here Come The Millennials. By: Zemke, Ron, Training, 00955892, Jul2001, Vol. 38, Issue 7
      • Teaching Millenials,Our Newest Cultural Cohort By Angela Provitera McGlynn From The Hispanic Outlook in Higher Education
      • MANAGING GEN Y Business Week article by Penelope Trunk http://www.businessweek.com/managing/content/jun2009/ca2009069 _851860.htm
      • Generation Gaps . By: Tyler, Kathryn, HRMagazine, 10473149, Jan2008, Vol. 53, Issue 1 http:// web.lucent.ebscohost.com/ehost/pdf?vid =34&hid=6&sid=d8b4ade6-3a16-4587-aa1a-24f21eb9e5e7%40SRCSM2
    • “ The Millennials are Coming: Are We Ready” Journal of Financial Planning, June 2005 http://web.lucent.ebscohost.com/ehost/pdf?vid=14&hid=6&sid=d8b4ade6-3a16-4587-aa1a-24f21eb9e5e7%40SRCSM2
      • “ Generation Y has arrived” By: Miles, Allison. Victoria Advocate (TX), 06/18/2009; h ttp:// web.lucent.ebscohost.com/ehost/viewarticle?data =dGJyMPPp44rp2%2fdV0%2bnjisfk5Ie46bFRs66uS7Sk63nn5Kx95uXxjL6trVCtqK5It5a0Uq%2bnuEmxlr9lpOrweezp33vy3%2b2G59q7Ra%2brtEuwrbRMr62khN%2fk5VXj5KR84LPpiuac8nnls79mpNfsVbDNtEuzqrFQrq%2b0SrSc5Ifw49%2bMu9zzhOrq45Dy&hid=6
      • “ retain and motivate the next generation: 7 ways to get the most out of your millenial worker” Supervision ; May2009, Vol. 70 Issue 5, p5-7, 3p http:// web.lucent.ebscohost.com/ehost/detail?vid =19&hid=6&sid=d8b4ade6-3a16-4587-aa1a-24f21eb9e5e7%40SRCSM2&bdata=JkF1dGhUeXBlPWlwLGNvb2tpZSx1aWQmc2l0ZT1laG9zdC1saXZlJnNjb3BlPXNpdGU%3d#db= bch&AN =37922942