‘CAN DO’ GENERATION… SoluSons are always available
The result • They see themselves as very diﬀerent – “We’re open to change & advancement” – “We’re much more global & connected” – “We’re cri8cal thinkers… we ques8on the norm, we don’t just blindly follow the machine • Believe the ‘old way’, the ‘old mentality’ is ineﬃcient – given the opportunity they probably could do a beBer and more eﬃcient job • A generaSon of conﬁdent ‘empowered’ individuals……who operate in an intensely communal environment
Want it now • They want – instant progress – instant success • So when it comes to work/ career they tend to be focused on: immediate results, & less concerned about the long term!
I want to be signiﬁcant now • Not willing to wait & work their way – “I’ve done a degree, so why would I want to start my career shovelling poop?” • Prefer to work for a big name ‘status’ brand today so that they can ride on it’s signiﬁcance now • This also ﬁlls them with self-‐ belief – “Give me the opportunity now and I won’t let you down”
Upgrade now • Obsessed with upgrading • Not necessarily ‘improving’ themselves, but more about adding a ‘premium’ to one’s self: – new skills added to their CV – New achievements are milestones in their development, ie overseas trip, industry courses • With each upgrade comes even greater expectaUons: – Pay increase, be]er Stle, respect, status, etc.
Search for true meaning • Millennials are looking for a job with meaning – In what they do – Their role within the team – In how they can progress with it • In absence of that emphasis on money & status – anything that recognizes their progress. • If meaning and money is short, they are quick in changing jobs and even industry
Passion • Result is very few Millennials are truly ‘passionate’ about their jobs. Highest percentage of ‘disasUsﬁed with my job’ employees* • Any ‘Passionates’ were all in customer interacUon employment: – Sales, customer service, nursing, etc • Possibly due to them receiving direct, posiUve ‘feedback’ from their customers which recognises that they are mastering new skills, and making a diﬀerence *WDA study 2012 “Employee needs”
A problem of percepSon… Not for ‘smart’ people Not professional “Not an industry that “Everyone would rather aBracts really talented work in an oﬃce in people” Raﬄes Place.” “It’s low paying, so they “I want my friends to don’t even want good know I’m doing well” people” Embarrassing Serving a no-‐no “I tell people I “In this society, you work in marke8ng shouldn’t be in a job ﬁrst, tourism where you serve.” second.” “I’ve studied for 4 years, “People always I don’t want to be a assume you’re server…” wearing a costume or a 8cket seller.”
A big perceptual gap Psychologically driven to Oﬀers li]le opportunity progress & advance for advancement
How the travel industry a]ract, retain and opSmise Millennials IMPLICATIONS
1. Rethink job frameworks 1. Oﬀer jobs that are perceived as: -‐ ‘Worthwhile’: doing something that makes a diﬀerence -‐ Challenging: learning and achieving new skills -‐ Progressive: oﬀers a clear path for personal development and greater income -‐ RecogniUon: ‘status’ 8tles & constant performance feedback are cri8cal.
2. ReposiSon Travel industry Psychologically driven to Oﬀers li]le opportunity progress & advance for advancement • Close the image gap