Randall Blum on the Millennial Workforce
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Randall Blum shares a presentation on the state of the millennial workforce
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Randall Blum on the Millennial Workforce
- 1. Millennials A Challenge and a Gift to the Workforce By Randall Blum, Consultant
- 2. Research Contributors •Robert Half •Capstrat Inc. •Frank Magic & Associates •Time Enterprises •PEW Research Center •CISCOWorldTechnology •Wall Street Journal •Drake University
- 3. Topics I.Why AreThey Important? II.Who AreThey? III.How DoWe ManageThem?
- 4. I.Why AreThey Important? Most Misunderstood Generation In History •Stereotype Doesn’t Hold For Everyone •Generation vs. Current Age •Fostered Corporate Misconception •A Challenge...And A Gift
- 5. I.Why AreThey Important? Workplace Imperative •Generational Gaps Always Exist •They AREThe NewWorkplace •The FutureWill BeWhateverThey Make •Their Numbers Are Growing •Corporations Cannot AffordTo Ignore Them
- 6. II.Who AreThey? Demographics •Born 1980-2000 •12-32Years Old •94 Million •Largest Single Generation •28% OfWorking Population •37% By 2015 •45 MillionWillVote In 2012 •Today’s College Prospect
- 7. II.Who AreThey? Childhood Development •Sheltered •CarefullyWatched & Protected •Consistently Defended •TaughtTo Mistrust Adult Strangers •Kept CloseTo Parents •‘TheTethered Generation’
- 8. II.Who AreThey? Childhood Development •Worldly •Travel •Schools •Material Goods •Automobiles •Technology
- 9. II.Who AreThey? Childhood Development •Techno-Cultured •Computer-Literate Since Birth •Immediate FeedbackThe Norm •Google-Savvy
- 10. II.Who AreThey? Childhood Development •Achievers •AlwaysToldThey Could Do Anything •Endless Opportunities •Involved In Competitive Activities •Multiple Achievement Experiences •‘TheTrophy Generation’
- 11. II.Who AreThey? Childhood Development •Group-Oriented •Ruthlessly Reliant On Peer Networks •Rule-Centered Friendships •Extraordinarily Interdependent •Relaxed, But Careful Sexual Norms
- 12. II.Who AreThey? Childhood Development •Conventional •Life ExperiencesVery Organized •Schedules Managed and Provided •‘Fitting In’ Rewarded •‘Standing Out’ Discouraged
- 13. II.Who AreThey? Childhood Development •Pressured •PerformanceWasThe #1 Goal •GradesThe Measuring Stick of Success •Busiest Generation Ever •Ethnic Concerns
- 14. II.Who AreThey? Childhood Development •Prolonged Adolescence •ChildhoodWas A Great Experience •Adulthood Not Fascinating •‘The Peter Pan Generation’
- 15. II.Who AreThey? Relevant Experiences •Google IsThe Library •Couldn’tTellYouThe Price Of A First-Class Stamp •Never Saw Michael Jordan Play Basketball •Always Had Flat ScreenTVs •Typed SinceTheyWere 5Years Old •Skyped SinceTheyWere 10Years Old
- 16. II.Who AreThey? Personality - HardWired •Not As Religious (Only 26% In Organized Religion) •Blurred Line Between Home andWork •ExpectTo Be Rewarded Immediately •Admiration For Parents •They Only Know 'Instant'
- 17. II.Who AreThey? Personality - Strengths •Quick! Quick! Quick! •Intelligent •Charismatic •Multi-Taskers •Fearless •Respectful
- 18. II.Who AreThey? Personality - Strengths •Personal Lives Important •Global Connections •Cautious Of BeingTrapped •AdaptableTo Change •Embrace Community •Tangible Results •Civic-Minded
- 19. II.Who AreThey? Personality - Challenges •NEEDTo Be Significant •Idealistic •Politically Naive •Pressured & Easily Stressed •Easily BoredWithTrivia •Require StimulatingWork
- 20. II.Who AreThey? Personality - Challenges •Validation-Dependent •Minimal Company Loyalty •HighTurnover •Not Self-Directed •Not Channel Oriented •Disdain For Hierarchy •Demanding Of Selves •StruggleWith Ambiguity •Risk-Averse
- 21. III. How Do We Manage Them? How MuchTime DoYouThinkWorkers EnteringThe Workforce Should HaveTo Spend PayingTheir Dues In Entry Level Positions? LessThan OneYear: 18% One-To-TwoYears: 61% Two-To-ThreeYears: 16% MoreThanThreeYears: 5%
- 22. III. How Do We Manage Them? How Long DoYou ExpectTo Stay InYour Current Position? LessThan OneYear: 16% One-To-TwoYears: 64% Two-To-ThreeYears: 19% MoreThanThreeYears: 1%
- 23. III. How Do We Manage Them? •Recruitment •Orientation •Development •Retention
- 24. III. How Do We Manage Them? Recruitment •LetThem Meet Other Millennials •Don't ShowThem Cubicles •Provide Relaxed Common Areas •Emphasize Benefits & 'Community' •Share Corporate Civic Involvement •Demonstrate Organizational Stability •ShareWork/Life Balance •Avoid "Job For Life" Discussion
- 25. III. How Do We Manage Them? Orientation •Modify the Orientation Process •Observe &Train Managers First •Involve Assigned Managers •Identify SkillsTo Be Learned •Include Multiple Group Activities •Open All Seating Areas
- 26. III. How Do We Manage Them? Orientation •Provide Experiential Learning •Make StrategiesTransparent •Identify Key AttributesTo Success •Give Managers FreedomTo Reward •Explain 'Meritocracy' •Describe Engagement Policies
- 27. III. How Do We Manage Them? Development •Establish Developmental Partnerships •GetThem Out OfThe Cubicles •Mentor Leadership Styles •Communicate Constantly •Provide Structure…Yet Flexibility •Define How Responsibility Is Earned
- 28. III. How Do We Manage Them? Development •ProvideTravel Opportunities •ShareTons Of 'FaceTime' •Bring OnThe Challenge •Provide Stimulating Projects •MakeWork More Meaningful •Stay One Step Ahead •Provide Social Media Strategy
- 29. III. How Do We Manage Them? Development •EncourageTheTwitter Phenomena •Create Culture & Environment Programs •Enhance Procedural Memory •Foster Peer Competition
- 30. III. How Do We Manage Them? Retention •Identify Unambiguous Career Paths •RethinkTraditional CareerTimetables •Provide EarnedWork/Play Options •Initiative/Maintain Open Dialogues •Emphasize Company/Position Security! •EncourageTimeWith Decision •Let 'Em Step Up!
- 31. III. How Do We Manage Them? Two Key ElementsTo Millennial Success •The Boss Factor •The Co-Worker Factor
- 32. III. How Do We Manage Them? The Boss Factor •Relationship-Oriented •Efficient and Organized •A Clear Communicator •An Individual Goal-Setter •THE SuccessWarrior
- 33. III. How Do We Manage Them? The Boss Factor •A Supportive Mentor •An Open-Door Facilitator •A Strategic Partner •Positive Reinforcer •ATalent Developer
- 34. III. How Do We Manage Them? The Co-Worker Factor CollaborativeWork Groups Outside Social Activities Community Involvement
- 35. Summary I.Why AreThey Important? II.Who AreThey? III.How DoWe ManageThem?
- 36. I.Why AreThey Important? Myths •MillennialsWould Rather Play •Millennials Are Selfish •Millennials Are Impatient •Millennials Can’tTake Direction •Millennials Are Lazy
- 37. II.Who AreThey? Generational Comparison •Traditionalists (1925 - 1945) •38 Million •Dependable /Work Ethic •Baby Boomers (1946 - 1964) •78 Million •Competitive / Materialistic • Gen X (1965 - 1979) • 62 Million • Self-Reliant / Cynical • Millennials (1980 - 2000) • 94 Million • Connected / Capable Now
- 38. II.Who AreThey? Childhood Development •Non-Traditional Families •63% NonTwo-Parent Household •Frequent Change / Relocation •‘Adopted’ By One Parent Syndrome
- 39. II.Who AreThey? Personality - HardWired •Electronics A Form Of Self-Expression •Online Social Network LargerThan In-Person •Love Childhood Activities •Marriage Rates Ebb Lower and Lower •Liberal On Social Issues