Millennials, born between 1981-1996, make up a significant portion of the current workforce. They value work-life balance, social responsibility, and feedback. As digital natives, they are shaped by technology and prefer to communicate via text and social media rather than phone calls. Millennials also delay traditional milestones like marriage, home ownership, and children due to student debt, unemployment, and a preference to live in cities with access to shared transportation. To attract and retain Millennial talent, employers should offer flexible work, opportunities for impact, and competitive benefits while fostering an intergenerational, team-oriented culture.
Marketing to Millenials with overview of generational marketing, the evolution of talking, and key points with real world examples of how to reach this market with your brand. Initially presented by Raghu Kakarala for Engauge in Atlanta on January 28th, 2009.
Managers and leaders who are able to understand, communicate, motivate, train, and retain four or five different generations at the same time is mission critical in every industry.
This cross-generation management skillset is not one that managers may naturally have, but it is one that can be developed through learning and practice.
Hiring and Managing a Multigenerational Workforce in These Economic Times
The talent attraction process just became a lot more complicated as employees in all sectors are being let go. The anomaly is that in spite of labour pool surpluses, attracting and hiring the right people may be even more difficult. The first challenge facing employers is how to attract and select quality candidates given the sheer volume of job seekers using every means possible to be their resume in front of you.
Once you have hired them, the second challenge is how do you manage them? While there has been a lot of coverage on how employers are struggling with how to deal with the “millennials” – the latest generation to enter the workforce – there is also the challenge of how to manage them as well as others within the multigenerational workforce.
Join Mark Thompson of Clubjobs.ca, and McKinley Solutions to gain some insights on how identify the serious candidates that can bring value to your organization amount the mountains of those that don’t. In addition you will gain new perspective on the values and attitudes about work and life of the different generations as well as how to manage and motivate them.
Millennials will be 75% of the workforce by 2025. With an average tenure of just two years, it's time to reevaluate the way we keep young professionals happy and engaged.
Learn the best strategies for reducing millennial turnover and increasing job satisfaction in this report, Top 7 Tips for Engaging Millennial Workers.
Hot off the press and filled with facts from the recently released Deloitte Millennial 2016 Survey, this is a not-to-be-missed guide to creating a workplace culture that millennials won't want to leave!
Millennials: Understanding the GenerationUrbanBound
Understanding the Millennial mindset can be a tricky thing to do. Understand some of the key things Millennials need in the workforce in order to be happy. For even more information, check out our eBook here: http://resources.urbanbound.com/millennial-mindset-understanding-millennials
You Can't Manage Millennials: Recruiting, Engaging, and Retaining MillennialsQualtrics
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today's ever changing workplace.
The document discusses characteristics of Millennial workers. Some key points include:
- 51% of Millennials prefer communicating with colleagues in person rather than digitally.
- Millennials say flexible work hours would increase their productivity. Many also regularly check work emails after hours.
- Most Millennials expect to stay in a job for 3-5 years and work for 4 or fewer companies in their career. However, some expect to stay in their current job long-term.
- Millennials think the main reason their generation is unprepared for first jobs is a poor work ethic. They believe employers should limit social media usage to increase productivity.
The document discusses strategies for effectively working with millennials. It recommends making business operations and processes smartphone-enabled to accommodate millennials' heavy technology use. It also suggests using social media and internal platforms to connect with employees and establish meaningful relationships. Finally, it advises providing regular feedback and unique engagement programs that incorporate technology to keep up with millennials' motivational needs and distractible nature.
Marketing to Millenials with overview of generational marketing, the evolution of talking, and key points with real world examples of how to reach this market with your brand. Initially presented by Raghu Kakarala for Engauge in Atlanta on January 28th, 2009.
Managers and leaders who are able to understand, communicate, motivate, train, and retain four or five different generations at the same time is mission critical in every industry.
This cross-generation management skillset is not one that managers may naturally have, but it is one that can be developed through learning and practice.
Hiring and Managing a Multigenerational Workforce in These Economic Times
The talent attraction process just became a lot more complicated as employees in all sectors are being let go. The anomaly is that in spite of labour pool surpluses, attracting and hiring the right people may be even more difficult. The first challenge facing employers is how to attract and select quality candidates given the sheer volume of job seekers using every means possible to be their resume in front of you.
Once you have hired them, the second challenge is how do you manage them? While there has been a lot of coverage on how employers are struggling with how to deal with the “millennials” – the latest generation to enter the workforce – there is also the challenge of how to manage them as well as others within the multigenerational workforce.
Join Mark Thompson of Clubjobs.ca, and McKinley Solutions to gain some insights on how identify the serious candidates that can bring value to your organization amount the mountains of those that don’t. In addition you will gain new perspective on the values and attitudes about work and life of the different generations as well as how to manage and motivate them.
Millennials will be 75% of the workforce by 2025. With an average tenure of just two years, it's time to reevaluate the way we keep young professionals happy and engaged.
Learn the best strategies for reducing millennial turnover and increasing job satisfaction in this report, Top 7 Tips for Engaging Millennial Workers.
Hot off the press and filled with facts from the recently released Deloitte Millennial 2016 Survey, this is a not-to-be-missed guide to creating a workplace culture that millennials won't want to leave!
Millennials: Understanding the GenerationUrbanBound
Understanding the Millennial mindset can be a tricky thing to do. Understand some of the key things Millennials need in the workforce in order to be happy. For even more information, check out our eBook here: http://resources.urbanbound.com/millennial-mindset-understanding-millennials
You Can't Manage Millennials: Recruiting, Engaging, and Retaining MillennialsQualtrics
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today's ever changing workplace.
The document discusses characteristics of Millennial workers. Some key points include:
- 51% of Millennials prefer communicating with colleagues in person rather than digitally.
- Millennials say flexible work hours would increase their productivity. Many also regularly check work emails after hours.
- Most Millennials expect to stay in a job for 3-5 years and work for 4 or fewer companies in their career. However, some expect to stay in their current job long-term.
- Millennials think the main reason their generation is unprepared for first jobs is a poor work ethic. They believe employers should limit social media usage to increase productivity.
The document discusses strategies for effectively working with millennials. It recommends making business operations and processes smartphone-enabled to accommodate millennials' heavy technology use. It also suggests using social media and internal platforms to connect with employees and establish meaningful relationships. Finally, it advises providing regular feedback and unique engagement programs that incorporate technology to keep up with millennials' motivational needs and distractible nature.
From an employee engagement standpoint, is engaging millenials different from the rest. If it is different, how different it is.
What need to be kept in mind for employee engagement, when you have a size bale millenial population.
Millennial-proofing your workplace is an important component to help your business thrive. Workplaces should be created in a way that attracts young talent. O.C. Tanner offers a few suggestions that will help attract Millennials to your workplace.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
Why Millennials Are Leaving the Church and How to Win Them BackPaul Sohn
- A study found that millennials and Gen-Xers report the highest levels of stress compared to other generations. Millennials are more likely to say their stress has increased in the past year and that they feel lonely or isolated due to stress. They also say stress has a strong impact on their physical and mental health.
- Millennials have more debt from student loans on average than previous generations. Many still live with their parents due to economic uncertainties and lack of good job opportunities. They are also delaying life milestones like marriage and children.
- Millennials are less engaged at work than older generations. They want jobs that allow them to learn, grow and develop their careers, rather than just per
The document discusses the characteristics and values of Millennials and their impact on business. Millennials seek collaboration, stimulating work environments, and innovative company cultures. They are driven by new ideas and changing work constantly. Businesses must focus on customer experience, peer recommendations, and two-way communication over traditional marketing. To attract and retain Millennials, companies need to change their brands, offerings, management styles, and implement strategies to gain their loyalty.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
Millennials have different consumer behaviors than previous generations. They are less influenced by traditional advertising and prefer to research products online by reading reviews and blogs. As digital natives, they are constantly connected through multiple devices and loyal to brands that offer convenience. To appeal to millennials, retailers must have a strong online presence on social media and focus on authenticity and co-creating products rather than traditional marketing tactics.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
This document discusses characteristics of Millennial workers and how to motivate different generations in the workplace. It provides statistics on Millennial workers' preferences for communication, flexibility, and job longevity. The document also contrasts motivational factors for the last four generations - Boomers want to see the good of the company, Gen X needs to see results and increased salary, Millennials need flexibility, and Gen Z connects responsibility to personal goals. The document suggests understanding generational differences can help motivate and appreciate employees.
How Millennials are Affecting the WorkplaceElodie A.
Attracting and retaining millennials is tough. Here are 20 statistics about millennials in the workplace that everyone needs to know.
Slideshare by Officevibe, the Simplest Tool for a Greater Workplace
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
In just over a decade, it’s estimated that Millennials will make up nearly 75% of the workforce. That’s why it’s essential for companies and their leaders to understand who Millennials are and what makes them tick. Or, in other words, how to keep them engaged. Engaged employees have an enormous impact on customer experience, the quality of products and services, and a company’s bottom line. Millennials are changing the rules regarding employee engagement. To be competitive, organizations need to learn how to attract, engage, and retain Millennials or they won’t be able to stay competitive in dynamic and ever changing workplace.
While a lot has been written about managing Millennials, data and experience suggest that attempting to manage them in the traditional sense won’t work. Millennials want to be part of fast moving, innovative organizations where they can contribute immediately. They are not content to wait in line for opportunities. And they want near continual feedback. After all, they are the first always-connected generation and they’ve grown accustomed to immediate feedback via “likes” and comments in their social media accounts. That’s why businesses that are thriving aren’t trying to manage Millennails, but rather are finding ways to channel the energy of Millennials by giving them big problems to solve and then letting them go to work.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today’s ever-changing workplace.
6 Ways Your Millennials Differ From Your Baby-BoomersUrbanBound
Millennials and Baby-boomers have very different values, and the characteristics of each generation is overwhelmingly apparent in the workplace. Until the shift from Boomer-heavy companies to Millennial-heavy companies occurs (and it will soon), the two have to learn to work together. Here we have outlined 6 of the main ways you can encourage collaboration instead of collision between these two generations.
Millennials. Ready or not, here they come.
Otherwise known as Generation Y, those born between 1982 and 2003 are a force whose dominating presence and behavior (everywhere, but especially in the workforce) will define American life and culture in the next decade and beyond...
To get the most out of the millennials (or anyone for that matter) try the following:
- Hire those who fit your unique culture
- Understand their goals
- Solicit and listen to their ideas
- Ask what they would like to get out of their career and then make it happen
- Lead and mentor, don’t hand hold
- Loosen up and nurture fun
And most importantly, like with all employees, it's imperative to make sure that millennials feel valued in the workplace.
What Millennials and young professionals wantChristoph Bauer
This document discusses the desires and expectations of Millennial workers. It notes that Millennials will make up 75% of the workforce by 2025. Millennials value work-life balance, good relationships with colleagues and supervisors, learning opportunities, and a sense of purpose in their work more than high salaries. They expect modern technology and flexible work arrangements. Rigid processes and outdated corporate technology do not meet Millennials' needs and expectations. The document recommends that companies focus on culture, technology platforms, and agile processes to attract and retain Millennial talent.
At the end of the lesson, you should be able to:
-compare responses to shared moral dilemmas of baby boomers and millennials
-state qualities of the filinnials
-differentiate ethics from religion
-appreciate the role of religion in globalized world
Millennials – a generation of people born between 1980 and 1995. They have been described as the most selfish, generation of the past millennium but is this really true?
Indeed they can be narcissistic, lazy and demanding but on the other hand they are tolerant, think globally and love to cooperate.
Here at Fenomem, we did some research and discovered a little more about them! Check out exactly what we learned about Millennials! If you want to know more, write a message!
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
The Huffington Post Millennials Are Defining the Workplace.docxoreo10
The Huffington Post
Millennials Are Defining the Workplace
Posted: 08/26/2014 6:03 pm EDT Updated: 08/26/2014 6:59 pm EDT
Millennials lead the pack when it comes to digital influence.
And understandably so. After all, now in their 20s and 30s, these adults have grown up in the
digital era. It comes naturally to them. It is part of their every day. It defines them and they, in
turn, have significant influence on those around them, whether from home, the workplace or the
treadmill.
Social media, of course, are the favored form of communications. With smartphones, tablets and
other digital devices, each tap matters greatly as they share thoughts and concerns or read what
friends and others have to say.
Pew Research calls Millennials "digital natives." In its 2014 report, "Millennials in Adulthood,"
Pew points out that they are:
"the only generation for which these new technologies are not something they've had to adapt to.
Not surprisingly, they are the most avid users.
"They have taken the lead in seizing on the new platforms of the digital era - the internet, mobile
technology, social media - to construct personalized networks of friends, colleagues and affinity
groups."
In what may seem as no more than the blink of an eye, these Millennials are fast becoming the
largest group of employees at companies large and small. Neither idle nor quiet, many of them
are making their mark.
Fast moving through the ranks and exerting greater influence in the workplace, they are now
forcing changes in how to motivate and engage with employees. And you can count on that
continuing for a long, long time.
Ron Alsop, journalist, author and former Wall Street Journal editor, set the tone for how the
Millennials would eventually dominate the workforce in his ground-breaking 2008 book: "The
Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up The Workplace."
Mr. Alsop saw early on that the Millennials would bring a set of values and priorities that
differed significantly from the generations that came before them: Gen X and Baby Boomers.
With the Millennials, he wrote, "employers are facing some of the biggest management
challenges they've ever encountered." http://www.thetrophykids.com
While the earliest assessments of Millennials tended to be very skeptical of this group - quick to
call them coddled and focused on themselves - we now have better insights and see this
generation as having very different expectations of employers than did their predecessors.
Among Millennials, loyalty is hard won, independent thinking is prized, questioning is the norm
and proof is what they are looking for.
Pew adds another very important distinction: Millennials, the research says, are "unmoored from
institutions," or unattached from organizations that have been so important to earlier generations.
This applies to religion, social groups, corporations and politics. Adding to their sense of not
belonging, t ...
This document discusses generational differences and characteristics of Millennial students. It provides background on different generations including birth years and names. It then presents a "Millennial IQ" quiz to test knowledge about traits, behaviors, and preferences of Millennial students. Key points are that Millennials highly value technology, diversity, teamwork and experiential learning. They also seek structure and challenge but want respect, fun and flexibility from teachers. The recession has significantly impacted Millennials through high debt and lack of entry-level jobs. However, most Millennials remain optimistic and are adapting to the economic challenges.
From an employee engagement standpoint, is engaging millenials different from the rest. If it is different, how different it is.
What need to be kept in mind for employee engagement, when you have a size bale millenial population.
Millennial-proofing your workplace is an important component to help your business thrive. Workplaces should be created in a way that attracts young talent. O.C. Tanner offers a few suggestions that will help attract Millennials to your workplace.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
Why Millennials Are Leaving the Church and How to Win Them BackPaul Sohn
- A study found that millennials and Gen-Xers report the highest levels of stress compared to other generations. Millennials are more likely to say their stress has increased in the past year and that they feel lonely or isolated due to stress. They also say stress has a strong impact on their physical and mental health.
- Millennials have more debt from student loans on average than previous generations. Many still live with their parents due to economic uncertainties and lack of good job opportunities. They are also delaying life milestones like marriage and children.
- Millennials are less engaged at work than older generations. They want jobs that allow them to learn, grow and develop their careers, rather than just per
The document discusses the characteristics and values of Millennials and their impact on business. Millennials seek collaboration, stimulating work environments, and innovative company cultures. They are driven by new ideas and changing work constantly. Businesses must focus on customer experience, peer recommendations, and two-way communication over traditional marketing. To attract and retain Millennials, companies need to change their brands, offerings, management styles, and implement strategies to gain their loyalty.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
Millennials have different consumer behaviors than previous generations. They are less influenced by traditional advertising and prefer to research products online by reading reviews and blogs. As digital natives, they are constantly connected through multiple devices and loyal to brands that offer convenience. To appeal to millennials, retailers must have a strong online presence on social media and focus on authenticity and co-creating products rather than traditional marketing tactics.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
This document discusses characteristics of Millennial workers and how to motivate different generations in the workplace. It provides statistics on Millennial workers' preferences for communication, flexibility, and job longevity. The document also contrasts motivational factors for the last four generations - Boomers want to see the good of the company, Gen X needs to see results and increased salary, Millennials need flexibility, and Gen Z connects responsibility to personal goals. The document suggests understanding generational differences can help motivate and appreciate employees.
How Millennials are Affecting the WorkplaceElodie A.
Attracting and retaining millennials is tough. Here are 20 statistics about millennials in the workplace that everyone needs to know.
Slideshare by Officevibe, the Simplest Tool for a Greater Workplace
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
In just over a decade, it’s estimated that Millennials will make up nearly 75% of the workforce. That’s why it’s essential for companies and their leaders to understand who Millennials are and what makes them tick. Or, in other words, how to keep them engaged. Engaged employees have an enormous impact on customer experience, the quality of products and services, and a company’s bottom line. Millennials are changing the rules regarding employee engagement. To be competitive, organizations need to learn how to attract, engage, and retain Millennials or they won’t be able to stay competitive in dynamic and ever changing workplace.
While a lot has been written about managing Millennials, data and experience suggest that attempting to manage them in the traditional sense won’t work. Millennials want to be part of fast moving, innovative organizations where they can contribute immediately. They are not content to wait in line for opportunities. And they want near continual feedback. After all, they are the first always-connected generation and they’ve grown accustomed to immediate feedback via “likes” and comments in their social media accounts. That’s why businesses that are thriving aren’t trying to manage Millennails, but rather are finding ways to channel the energy of Millennials by giving them big problems to solve and then letting them go to work.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today’s ever-changing workplace.
6 Ways Your Millennials Differ From Your Baby-BoomersUrbanBound
Millennials and Baby-boomers have very different values, and the characteristics of each generation is overwhelmingly apparent in the workplace. Until the shift from Boomer-heavy companies to Millennial-heavy companies occurs (and it will soon), the two have to learn to work together. Here we have outlined 6 of the main ways you can encourage collaboration instead of collision between these two generations.
Millennials. Ready or not, here they come.
Otherwise known as Generation Y, those born between 1982 and 2003 are a force whose dominating presence and behavior (everywhere, but especially in the workforce) will define American life and culture in the next decade and beyond...
To get the most out of the millennials (or anyone for that matter) try the following:
- Hire those who fit your unique culture
- Understand their goals
- Solicit and listen to their ideas
- Ask what they would like to get out of their career and then make it happen
- Lead and mentor, don’t hand hold
- Loosen up and nurture fun
And most importantly, like with all employees, it's imperative to make sure that millennials feel valued in the workplace.
What Millennials and young professionals wantChristoph Bauer
This document discusses the desires and expectations of Millennial workers. It notes that Millennials will make up 75% of the workforce by 2025. Millennials value work-life balance, good relationships with colleagues and supervisors, learning opportunities, and a sense of purpose in their work more than high salaries. They expect modern technology and flexible work arrangements. Rigid processes and outdated corporate technology do not meet Millennials' needs and expectations. The document recommends that companies focus on culture, technology platforms, and agile processes to attract and retain Millennial talent.
At the end of the lesson, you should be able to:
-compare responses to shared moral dilemmas of baby boomers and millennials
-state qualities of the filinnials
-differentiate ethics from religion
-appreciate the role of religion in globalized world
Millennials – a generation of people born between 1980 and 1995. They have been described as the most selfish, generation of the past millennium but is this really true?
Indeed they can be narcissistic, lazy and demanding but on the other hand they are tolerant, think globally and love to cooperate.
Here at Fenomem, we did some research and discovered a little more about them! Check out exactly what we learned about Millennials! If you want to know more, write a message!
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
The Huffington Post Millennials Are Defining the Workplace.docxoreo10
The Huffington Post
Millennials Are Defining the Workplace
Posted: 08/26/2014 6:03 pm EDT Updated: 08/26/2014 6:59 pm EDT
Millennials lead the pack when it comes to digital influence.
And understandably so. After all, now in their 20s and 30s, these adults have grown up in the
digital era. It comes naturally to them. It is part of their every day. It defines them and they, in
turn, have significant influence on those around them, whether from home, the workplace or the
treadmill.
Social media, of course, are the favored form of communications. With smartphones, tablets and
other digital devices, each tap matters greatly as they share thoughts and concerns or read what
friends and others have to say.
Pew Research calls Millennials "digital natives." In its 2014 report, "Millennials in Adulthood,"
Pew points out that they are:
"the only generation for which these new technologies are not something they've had to adapt to.
Not surprisingly, they are the most avid users.
"They have taken the lead in seizing on the new platforms of the digital era - the internet, mobile
technology, social media - to construct personalized networks of friends, colleagues and affinity
groups."
In what may seem as no more than the blink of an eye, these Millennials are fast becoming the
largest group of employees at companies large and small. Neither idle nor quiet, many of them
are making their mark.
Fast moving through the ranks and exerting greater influence in the workplace, they are now
forcing changes in how to motivate and engage with employees. And you can count on that
continuing for a long, long time.
Ron Alsop, journalist, author and former Wall Street Journal editor, set the tone for how the
Millennials would eventually dominate the workforce in his ground-breaking 2008 book: "The
Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up The Workplace."
Mr. Alsop saw early on that the Millennials would bring a set of values and priorities that
differed significantly from the generations that came before them: Gen X and Baby Boomers.
With the Millennials, he wrote, "employers are facing some of the biggest management
challenges they've ever encountered." http://www.thetrophykids.com
While the earliest assessments of Millennials tended to be very skeptical of this group - quick to
call them coddled and focused on themselves - we now have better insights and see this
generation as having very different expectations of employers than did their predecessors.
Among Millennials, loyalty is hard won, independent thinking is prized, questioning is the norm
and proof is what they are looking for.
Pew adds another very important distinction: Millennials, the research says, are "unmoored from
institutions," or unattached from organizations that have been so important to earlier generations.
This applies to religion, social groups, corporations and politics. Adding to their sense of not
belonging, t ...
This document discusses generational differences and characteristics of Millennial students. It provides background on different generations including birth years and names. It then presents a "Millennial IQ" quiz to test knowledge about traits, behaviors, and preferences of Millennial students. Key points are that Millennials highly value technology, diversity, teamwork and experiential learning. They also seek structure and challenge but want respect, fun and flexibility from teachers. The recession has significantly impacted Millennials through high debt and lack of entry-level jobs. However, most Millennials remain optimistic and are adapting to the economic challenges.
Gen Edge is a rebellious generation that intends to speak out and shake things up. However, their rebellion is defined by a desire for reform rather than destruction. They have witnessed economic struggles, disconnected politics, and stressed Millennials pursuing unrealistic careers. As a result, Gen Edge is hardworking, entrepreneurial, and believes in challenging institutions to create positive change. Their Gen X parents, access to information, and social media platforms empower Gen Edge to voice issues and spark debates on a global scale, representing a new age of rebellion focused on reform over conformism.
This document discusses generational characteristics of Generation Y (also known as Gen Y or Gen buY), born between 1978-1990. Some key points:
- Gen Y is more ethnically diverse than previous generations and values community and collaboration over individualism. They are confident and want flexibility in their careers.
- Financially, Gen Y has significant spending power but also faces high costs for housing, education, and healthcare. They are tech-savvy investors who manage finances online.
- Gen Y is marketing savvy and wants choices. They are not swayed by "hard sell" advertising but influenced by lifestyle connections and customer loyalty.
Nita Rollins and Dale Edman present Resource Interactive's latest research from Kelly Mooney's keynote at this year's Shop.org Annual Summit in our November iCitizen Webinar, Recession-Rewired: Leaner times hit home for moms and younger millennials.
Generation Y is often criticized for being selfish, entitled, and stuck in the past. However, this generation grew up with internet access and inflated self-esteems. Many factors influence Generation Y's behaviors, such as parenting styles. To address these issues, solutions include setting income expectations, teaching compassion, and helping build self-esteem. Parents could also encourage independence by helping with rent or buying homes. Overall, the key is being honest about challenges while supporting Generation Y in moving forward.
Leaner times hit home for moms and younger millennials
As Americans ride out the nation’s protracted economic recovery, they are retaining some of the consumerist values and habits acquired during one of the worst of the downturns in U.S. history, when choices were tougher than usual. Kelly Mooney, President and Chief Experience Officer of Resource Interactive, shows some interesting shifts in the shopping decisions and brand affinities of the new consumer. Looking specifically at two of the most influential cohorts, Moms and their at-home Millennials, Kelly debuts new modes of digital engagement and ecommerce amenities to help marketers make the most of the increasingly powerful digital channel.
The document summarizes research conducted by a team of millennials on attracting and retaining millennials in Northern Virginia. The research included analyzing 28 sources, identifying 215 findings, and deriving 21 themes and 5 key stories. The stories covered millennial characteristics, living preferences, vital benefits, values, and how to manage millennials. Some of the main findings were that millennials are naturally disloyal but loyal to companies sharing their values; prefer cities and walkable, diverse communities; want career progression, flexibility, and benefits like tuition reimbursement; and highly value ethics, social responsibility, and diversity.
Generation Y Volunteerism and Civic Action: Engaging Future Leaders and Entre...Sean P. Bender
This document discusses Generation Y (Gen Y) volunteerism and civic engagement. Gen Y, also known as Millennials, refers to those born between 1979-1984. They make up around 35% of the world's population. Gen Y values having a meaningful philosophy of life and prefers communication through mobile devices and social media like Facebook. While brand loyal, they are not always loyal to specific businesses. Gen Y desires a sense of community and place but is also independent and interested in entrepreneurship. The document advocates engaging Gen Y in volunteer and civic activities to develop future leaders.
Generation Y Volunteerism and Civic Action: Engaging Future Leaders and Entre...Sean P. Bender
This document discusses Generation Y (Gen Y) volunteerism and civic engagement. Gen Y, also known as Millennials, refers to those born between 1979-1984. They make up around 35% of the world's population. Gen Y values having a meaningful philosophy of life and prefers communication through mobile devices and social media like Facebook. While brand loyal, they are not always loyal to specific businesses. Gen Y desires a sense of community and influence from their peers. They want to start their own businesses and be agents of change through civic engagement and volunteerism.
This document summarizes research from a team of millennials on what attracts and retains millennials to organizations and Northern Virginia. The team analyzed 28 sources, identified 21 themes and developed 5 stories. Story 1 describes millennial characteristics such as being naturally disloyal but loyal to companies sharing their values, enjoying technology, and preferring collaboration. Story 2 notes that millennials currently prefer cities and walkable, diverse areas with jobs, schools, and amenities. Story 3 finds that pay and benefits are most important to millennials. Story 4 discusses millennial values like ethics, social responsibility, and diversity. The research provides insight but did not deeply compare generations or establish clear generation timeframes.
This document discusses strategies for relating to Generation Y (Gen Y). It notes that Gen Y, born between 1980-2000, makes up 28% of the population and influences $150 billion in annual spending. The document outlines 5 rules for engaging Gen Y, including that authenticity trumps celebrity, niche interests are important, bite-sized communication is preferred, personal utility drives adoption, and consumers feel ownership of brands. It also discusses Gen Y housing preferences, such as desiring urban locations with amenities and public transit access. The document advises delivering excellent service, acknowledging generational differences, being honest and engaging Gen Y where they already interact online and in communities.
The document discusses Monaco FC's goal four years ago to become an elite European club after spending two years in the lower French league. To achieve this, Monaco emulated PSG's strategy of heavy spending on players, hoping it would fill their trophy cabinet. While initial success was found, the long-term sustainability of such an approach is questioned as it relies on continued cash injections and player sales. Maintaining competitiveness requires reinvesting profits wisely.
This document discusses generational differences and focuses on Millennials and Generation Z. It defines the age ranges and key characteristics of Baby Boomers, Generation X, Millennials, and Generation Z. For Millennials, it discusses their impact and basic facts, comparing them to Baby Boomers in areas like spending habits and credit. It also covers Millennial trends in areas like marketing, spending behavior, and banking/finances. For Generation Z, it provides some initial trends in education and technology preferences. The document aims to provide an overview of these generations to help understand different perspectives and approaches.
The Deloitte Global Millennial Survey 2019 talked about how societal discord and technological transformation created a generation disruption. See More : https://www2.deloitte.com/in/en.html
The document summarizes research on how consumers, especially teens and mothers, have changed shopping behaviors due to the recession. It finds that teens are more concerned with practical issues like career prospects, while still seeking brands. Mothers have become smarter shoppers, using online research and sales. Both groups appreciate value and necessity over luxury. Digital tools help teens feel independent and mothers stretch budgets and learn from each other through social networks.
What if the next big disruptor isn’t a what but a who?WiseKnow Thailand
This document discusses the characteristics of Generation Z (Gen Z), those born after 1997. It begins by contrasting Gen Z with Millennials and how they were shaped by different world events and parenting styles. Gen Z grew up in a world with constant threats of violence and bullying but also increasing tolerance. They have always had access to technology and the internet. As a result, Gen Z is self-aware, self-reliant, innovative, and entrepreneurial. They are less loyal to brands and retailers than prior generations. The document explores the implications of these characteristics for businesses hoping to connect with Gen Z consumers.
This document discusses ministry strategies for the Millennial generation born between January 1997 and December 1997. It notes that Millennials grew up with unprecedented access to technology and media. They are more skeptical than previous generations and interested in making positive changes. The document suggests that effective ministry to Millennials involves building trust through transparency, addressing other religions respectfully while upholding one's own faith, and utilizing various social media platforms and the gifts of young people.
This document discusses the Millennial generation and their impact and influence. Some key points:
- Millennials were born in the early 1980s to early 2000s and make up a large portion of the population in many countries.
- They came of age during the rise of the internet and social media and have a unique relationship with technology.
- The economic recession had significant impact on Millennials as they were entering the workforce.
- Millennials prioritize flexibility, meaningful work, innovation, and work-life balance over long-term career commitments to single employers.
- Their habits and priorities are shaping new types of businesses focused on experiences and collaborative consumption over asset ownership.
- Millennials
2. Source: Pew Internet & American Life Project
and Next America, 2014
Younger teens (12-14)
Older teens (15-17)
Generation Y (18-28)
Generation X (29-40)
Trailing Boomers (41-50)
Leading Boomers (51-59)
Matures (60-69)
Were known as
Generation Next
(aged 16-25)
Who are the Millennials?
Are currently
18 to 34
(Born after 1981)
3. What do they want from us?
Not just about
communication styles
Or simply media
preferences
But about values and
general “world view”
Our ability to connect
with them
4. Millennials are. . .
Digital Natives
They don’t remember a time before computers
Achievement Oriented cheered on by helicopter
parents
Value-driven
They grew up in an era of renewed faith in the family unit
and have led highly scheduled, prioritized lives
They value social responsibility, diversity, and the
environment,
Eager for feedback and impatient to make an
impact
On their new organizations and on society at large, half
declare themselves to be political independents.
-Neal Howe, Generations
5. Millennials. . .
Live by the motto “have it your way”—in food,
music, education
See relationships as social networking
Challenge the boundaries of institutions and
corporate behavior
Value social consciousness
6. Don’t blame them; blame their
Helicopter Parents
The rise of cell phones makes it easy to stay connected
More connected via text and phone than ever before
Chronicle of Higher Education survey found that current students
in 2012 called their parents 12 times a week, whereas baby
boomers tended to call home just once a week.
Hiring consultants to fine-tune college applications
Calling professors to complain about grades
Some officials are calling the more-aggressive ones "lawn-
mower parents," in reference to their attempt to run over
administrators by challenging their authority
Calling employers to negotiate salary and benefits, and
some are even showing up at job fairs
Calling bosses to complain about treatment at work
7. Shaped by technology
Facebook (average 250 “friends”)
Emerging tools like Instagram, SnapChat,
redefine “social”
Have it their way with YouTube, iTunes,
Pandora
Text Message rather than phone
Multitasking is the norm
10. Boomerang kids. . .
By age 30, a smaller percentage have
Finished school
Left home
Gotten married
Had a child
Reached financial independence
15. Millennial buying habits are different.
For example, when it comes to cars. . .
Why is that?
Cost of cars
Cost of gas
Affinity with healthy lifestyle
Preference for urban living
Concern for the environment
18. Crowd-sourced transportation and
physical fitness converge
Motivate, American firm
focused on designing,
owning and operating
large scale bike sharing
Capital Bikeshare in Washington DC and
Arlington VA
Divvy in Chicago
Hubway in Boston
Pronto! Cycle Share in Seattle WA
CoGo in Columbus OH
Bay Area Bike Share in Bay Area CA
Bike Chattanooga in Chattanooga, TN.
19. Bottom Line: they love you, don’t
want to be you. . .
Have observed what their parents have
done and don’t want that
Don’t trust the establishment—or almost
anyone or anything
Think they are the first generation to “get it”
Feel entitled to “have it your way”
20. How do they view banking?
Quick 10 questions
Distributed via friends
and family via Facebook
Using Survey Monkey
21. 1. Where is your primary residence?
CA
DC
GA
IL (3)
IN (23)
KY
MN
NC
UT
NY (3)
OH
OR
TN
39 Total
13 States
28. 8. How did the factors below
influence the bank you chose?
29. 9. Do you look to your primary bank
for any of the following? Check all
30. 10. Have you changed where you do
your primary banking in the last
12 months?
32 No
2 Yes
Moved
Merged bank account with fiancé, new bank
had more atm locations in the city.
31. Enter, Apple Pay
Self service
Convenient
Tech enabled
Higher trust
Aligned with
their affiliations
32. As of January 2015
Aeropostale
American Eagle Outfitters
Apple
Babies ‘R’ Us
Bi-Lo
BJ’s Wholesale Club
Bloomingdale’s
Champs Sports
Chevron and Texaco
The Disney Store
Duane Reade
ExtraMile
Foot Locker
Foot action
Harveys Supermarket
McDonald’s
Meijer
Nike
Office Depot
Panera Bread
Petco and Unleashed
by Petco
RadioShack
Sephora
Shaws
Six:02
Sports Authority
Staples
Star Market
Subway
Toys ‘R’ Us
United Supermarkets
Unleashed
Walgreens
Wegmans
Whole Foods Market
Winn-Dixie
Coming soon: Acme,
Albertsons,
Anthropologie, Free
People, Urban
Outfitters, and Walt
Disney World.
33. What services does your financial
institution offer for these life events?
Red: Going off to college
Green: Moving out / getting your first place
Yellow: Getting Married
Blue: Buying your first home
34. A shift in career priorities
Of the 37,000-plus undergraduates surveyed
by Universum in 2012
No. 1 career goal was to "balance personal and
professional life“
"Security and stability" came in second
35. What matters to them in
employment?
Universum 2014 U.S. Student Survey
36. May be a slow change in employers they
admire as the economy recovers. . .
38. YouTube is an extremely team-oriented, creative work
place. Every single employee has a voice in the choices we
make and the features we implement. Besides all the
traditional benefits (competitive salary, full medical/dental,
stock options) you'll have the opportunity to directly
influence a revolutionary service used by millions of people
every day. Oh, and you'll get free snacks and your very own
YouTube t-shirt.
From the employment section of their website:
39. Giving Back
Driven by a desire to get into a good
college or by pure altruism
63% of Millennials feel personally
responsible for making a difference in the
world
40.
41. Can we all just get along in the
workplace?
Intergenerational tension
For the first time in U.S. history, four
generations co-exist in the workforce
Older workers staying longer
Healthy and vibrant
Not ready to retire financially
Millennials impatient and don’t
differentiate between technical skill and
problem solving wisdom
42. What can you can do tomorrow
based on what we have covered?
Editor's Notes
Millennials: Born after 1981They’re less religiously affiliated, and they’ve been slow to marry and have children.“Digital natives” who grew up with cellphones and social networking. Highly educated, but because of the economy, struggling financially.On politics, half identify as independents, more than any generation.
Demographers differ on just what ages they include in this next generation. Some include those born since 1980; others start with 1982 and go to about 2000. Most researchers have focused on the "first-wave" millennial — those roughly ages 16 to 25. Although there's no one set of traits that everyone shares, research has suggested some commonalities in areas ranging from home life and education to workplace behavior and leisure-time interests
A study of more than 260,000 college freshmen released this year by UCLA's Higher Education Research Institute found that 66.3% of freshmen surveyed last fall said it is "essential or very important" to help others, the highest percentage to say so in 25 years.
The term "helicopter parents" is a pejorative expression for parents that has been widely used in the media; however, there has been little academic research into the phenomenon. Although the term seems to have originated and been in use among schoolteachers as far back as 1991, it only gained wide currency when American college administrators began using it in the early 2000s as the millennial generation began reaching college age. Their late-wave baby-boomer parents in turn earned notoriety for practices such as calling their children each morning to wake them up for class and complaining to their professors about grades the children had received. Some of these parents had, in fact, chosen the child's college, and hired consultants to help fine-tune the application process.
calling employers to negotiate salary and benefits, and some are even showing up at job fairs
YouTube is a popular video sharing website—a video Napster where users can upload, view, and share video clips. Videos can be rated, and the average rating and the number of times a video has been watched are both published. YouTube was created in mid February 2005 by three former employees of PayPal