This document discusses strategies for leveraging the strengths of Millennial employees in nonprofit organizations. It begins by providing context on Millennials and their traits, such as being tech-savvy, valuing causes over institutions, and prioritizing personal connections. It then lists five tips for managing Millennials: 1) Connect them to the organization's cause from day one; 2) Allow them opportunities for personal ownership; 3) Encourage them to provide feedback; 4) Utilize their vast social networks; 5) Motivate them with flexibility and innovation. The overall message is that Millennials can drive innovation if organizations adapt to their preferences and empower them to contribute using their unique skills and priorities.
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
This document is a presentation about managing millennials in the workplace. It begins with sign-in instructions for webinar participants and then discusses generational differences in outlook, work ethic, leadership styles, and relationships. It provides information on current millennial employment trends, positive recruitment and hiring practices, the importance of relationships and feedback for millennials, and how to facilitate their success through training, clear expectations, and mentoring relationships. The presentation emphasizes that training is key to retention and engagement of millennial employees. It concludes by asking participants to discuss practices their organizations have in place to support millennials and how leaders can develop access to knowledge across generations.
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
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.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
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
This document is a presentation about managing millennials in the workplace. It begins with sign-in instructions for webinar participants and then discusses generational differences in outlook, work ethic, leadership styles, and relationships. It provides information on current millennial employment trends, positive recruitment and hiring practices, the importance of relationships and feedback for millennials, and how to facilitate their success through training, clear expectations, and mentoring relationships. The presentation emphasizes that training is key to retention and engagement of millennial employees. It concludes by asking participants to discuss practices their organizations have in place to support millennials and how leaders can develop access to knowledge across generations.
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
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.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
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.
This document outlines the business case for inclusionary leadership and engaging men as allies in gender diversity efforts. It discusses how a lack of gender diversity, especially in leadership, negatively impacts businesses. Research shows companies with gender-diverse leadership earn higher profits and revenues. The document advocates for making gender partnership a priority and provides solutions like workshops and training programs to educate men and help them become allies. It presents a roadmap for organizations to establish an inclusive culture through leadership commitment, communication, and ensuring sustainability over multiple years.
Do you wonder how to get the best out of your employees’ efforts? Interested to learn tips to align them better with your team's goals? Keen to improve connection with your team?
Learn all this and more in this research led perspective on engagement and what matters to employees now and in the future. Appreciate evolving changes at the workplace and workforce and gain from insights to enhance your impact and value as a manager and leader.
Interested to know what you think.
FS - Ebook - Engaging Millenials in the Workplace (18872)April Scarlett
Millennials, born between 1980-2004, now make up 75% of the global workforce. While often stereotyped as entitled and lazy, research shows millennials are highly skilled, tech-savvy, and eager to contribute to organizations if properly engaged. Millennials prefer work-life balance, team environments, and opportunities for growth over money. They are innovative, seek feedback, and will promote companies actively through social media if they feel excited about the workplace culture. To attract and retain millennials, companies need innovative hiring processes, opportunities for leadership development, and challenges that engage their skills over the long-term.
The document discusses strategies for organizations to effectively engage millennial employees to maximize innovation. It outlines that millennials, born between 1980-2000, will soon make up the largest share of the workforce. They are driven, tech-savvy, socially responsible, and value work-life balance. To fully unleash millennials' potential, the document recommends cultivating their needs for career growth, a values-based culture, feeling part of a community, and connectivity through technology. Specific strategies include implementing reverse mentoring programs, idea management tools, and innovation contests. The document concludes with questions for discussion around engaging millennials.
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 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.
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.
This document discusses managing a multigenerational workforce and provides recommendations. It notes that four generations are now working side by side, each with different experiences and expectations. This can lead to generational conflicts that impact engagement, turnover and costs. The document recommends focusing on motivation, technology, and knowledge transfer to bridge generational differences. Specifically, it suggests leveraging younger workers' technology skills through reciprocal mentoring. It also stresses the importance of formal knowledge transfer processes and involving all generations in deciding how knowledge is received and shared.
There is much discussion in the PR and communication industry about the role and impact of the millennial generation on the workforce and workplace culture. Research shows that millennial communication professionals (MCPs) are the most diverse and socially and politically engaged generation to date, and that they expect organizations to be diverse and inclusive. However, there is a gap between desires and expectations, and how to actually achieve these conditions. This slideshow was featured in a webinar, hosted by The Plank Center for Leadership in Public Relations. The webinar focused on research about the experiences of MCPs, and specifically addressed the following:
- What does research tell us about MCPs and their views on diversity and inclusion?
- How do minority MCPs manage cultural perceptions – their own and those of others about them? What can this teach us about unconscious bias, stereotyping and how to avoid pigeon-holing of minority MCPs?
- What can be done, on the individual level and the organizational level, to actualize workplace cultures that are open, diverse, supportive and inclusive? How can MCPs work with other generations towards this goal?
Presenters included:
Dr. Bruce Berger, Professor Emeritus of Advertising & Public Relations, University of Alabama
Aerial Ellis, Instructor of Public Relations, Lipscomb University
Dr. Juan Meng, Associate Professor of Public Relations, University of Georgia
Sarah Elise Vasquez, Brand Intern at Edelman (Los Angeles)
Moderated by: Leah Seay, Assistant Manager, Public Policy Communications, General Motors
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
This document provides an overview of a toolkit created to guide employers in connecting with opportunity youth. It defines opportunity youth as the 6.7 million 16-24 year olds not currently enrolled in school or participating in the workforce. These youth face significant barriers to employment but remain optimistic about their futures. The toolkit outlines three lanes of engagement employers can take: 1) soft skills development, 2) work ready skills development, and 3) learn and earn programs. It encourages companies to get involved by noting the potential benefits to their business such as improving their talent pipeline, boosting employee engagement, and enhancing their reputation in the community. The overview concludes by directing companies to use a provided survey to assess their resources and determine which lane of engagement
Millennials now make up a significant portion of the workforce but many are unprepared for leadership roles. While they have strong technical skills, Millennials often lack soft skills such as communication, diplomacy, and relationship building. In order to attract, retain, and develop Millennial talent into future leaders, companies need to offer specialized leadership training programs that focus on soft skills acquisition. The most effective organizations implement coaching and rotational programs to give Millennials exposure to different areas of the business and provide constant feedback to support their growth into leadership.
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.
This document discusses how emerging millennial leaders may impact the coaching profession based on their values, learning behaviors, and communication styles. Millennials value meaningful work, flexibility, social consciousness, recognition, and ease. They are accustomed to structured learning and feedback from a young age. Millennials prefer to learn from their peers through social media and want frequent feedback and transparency from employers. Coaching may be well-suited to meet millennials' desires and help integrate them into diverse workplaces.
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.
The document discusses how the millennial generation differs from previous generations in work preferences and how HR practices need to adapt. Millennials prefer frequent communication, learning opportunities, and flexibility over formal meetings and authority structures. The summary also outlines how HR is shifting to acquire, manage, and retain talent through mobile and digital technologies like social recruiting, gamified assessments, and continuous feedback. New performance management focuses on regular check-ins rather than annual reviews to better engage millennial employees.
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
This document discusses strategies for engaging Filipino millennial employees. It begins by outlining some of the global HR challenges companies currently face, such as rising attrition and costs. It then presents a framework for employee engagement that involves understanding employees' personalities, generational behaviors, and priorities. The framework is used to conduct workshops where managers are trained on engagement strategies like building relationships, recognition programs, and feedback. The goal is to move beyond traditional retention to developing truly engaged employees through motivational programs tailored to personality and generational traits.
This document summarizes research from a 2012 study about how Millennials engage with nonprofits. The study found that:
1) Millennials want to connect with nonprofits through multiple channels like websites, email, social media, and mobile in order to get information and take action. Websites are still the primary source of information but must be optimized for mobile.
2) Millennials are generous with their time and money but want impactful volunteer opportunities and strong personal relationships with causes they support. They give more to organizations they feel they have a strong connection to.
3) New technologies like smartphones and social media are important ways Millennials access nonprofit information and engage on their terms.
The Future of Business Citizenship - People's Insights MagazineMSL
For our global research study, The Future of Business Citizenship, we surveyed 8,000 young people in 17 countries. Our findings confirm that Millennials have high expectations from business and add an insightful layer to our observations around this generation, with real implications for brands and corporations.
MSLGROUP's global team of corporate and brand citizenship experts dive deep into the results of our study and outline what Millennials value as individuals and what they expect from businesses. The Future of Business Citizenship is part of MSLGROUP's People's Insights project that crowd-sources insights and foresights from MSLGROUP experts.
We hope you enjoy reading this comprehensive report and invite you to share your feedback and tips with us @PeoplesLab or you can reach out to us on Twitter @msl_group.
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.
This document outlines the business case for inclusionary leadership and engaging men as allies in gender diversity efforts. It discusses how a lack of gender diversity, especially in leadership, negatively impacts businesses. Research shows companies with gender-diverse leadership earn higher profits and revenues. The document advocates for making gender partnership a priority and provides solutions like workshops and training programs to educate men and help them become allies. It presents a roadmap for organizations to establish an inclusive culture through leadership commitment, communication, and ensuring sustainability over multiple years.
Do you wonder how to get the best out of your employees’ efforts? Interested to learn tips to align them better with your team's goals? Keen to improve connection with your team?
Learn all this and more in this research led perspective on engagement and what matters to employees now and in the future. Appreciate evolving changes at the workplace and workforce and gain from insights to enhance your impact and value as a manager and leader.
Interested to know what you think.
FS - Ebook - Engaging Millenials in the Workplace (18872)April Scarlett
Millennials, born between 1980-2004, now make up 75% of the global workforce. While often stereotyped as entitled and lazy, research shows millennials are highly skilled, tech-savvy, and eager to contribute to organizations if properly engaged. Millennials prefer work-life balance, team environments, and opportunities for growth over money. They are innovative, seek feedback, and will promote companies actively through social media if they feel excited about the workplace culture. To attract and retain millennials, companies need innovative hiring processes, opportunities for leadership development, and challenges that engage their skills over the long-term.
The document discusses strategies for organizations to effectively engage millennial employees to maximize innovation. It outlines that millennials, born between 1980-2000, will soon make up the largest share of the workforce. They are driven, tech-savvy, socially responsible, and value work-life balance. To fully unleash millennials' potential, the document recommends cultivating their needs for career growth, a values-based culture, feeling part of a community, and connectivity through technology. Specific strategies include implementing reverse mentoring programs, idea management tools, and innovation contests. The document concludes with questions for discussion around engaging millennials.
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 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.
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.
This document discusses managing a multigenerational workforce and provides recommendations. It notes that four generations are now working side by side, each with different experiences and expectations. This can lead to generational conflicts that impact engagement, turnover and costs. The document recommends focusing on motivation, technology, and knowledge transfer to bridge generational differences. Specifically, it suggests leveraging younger workers' technology skills through reciprocal mentoring. It also stresses the importance of formal knowledge transfer processes and involving all generations in deciding how knowledge is received and shared.
There is much discussion in the PR and communication industry about the role and impact of the millennial generation on the workforce and workplace culture. Research shows that millennial communication professionals (MCPs) are the most diverse and socially and politically engaged generation to date, and that they expect organizations to be diverse and inclusive. However, there is a gap between desires and expectations, and how to actually achieve these conditions. This slideshow was featured in a webinar, hosted by The Plank Center for Leadership in Public Relations. The webinar focused on research about the experiences of MCPs, and specifically addressed the following:
- What does research tell us about MCPs and their views on diversity and inclusion?
- How do minority MCPs manage cultural perceptions – their own and those of others about them? What can this teach us about unconscious bias, stereotyping and how to avoid pigeon-holing of minority MCPs?
- What can be done, on the individual level and the organizational level, to actualize workplace cultures that are open, diverse, supportive and inclusive? How can MCPs work with other generations towards this goal?
Presenters included:
Dr. Bruce Berger, Professor Emeritus of Advertising & Public Relations, University of Alabama
Aerial Ellis, Instructor of Public Relations, Lipscomb University
Dr. Juan Meng, Associate Professor of Public Relations, University of Georgia
Sarah Elise Vasquez, Brand Intern at Edelman (Los Angeles)
Moderated by: Leah Seay, Assistant Manager, Public Policy Communications, General Motors
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
This document provides an overview of a toolkit created to guide employers in connecting with opportunity youth. It defines opportunity youth as the 6.7 million 16-24 year olds not currently enrolled in school or participating in the workforce. These youth face significant barriers to employment but remain optimistic about their futures. The toolkit outlines three lanes of engagement employers can take: 1) soft skills development, 2) work ready skills development, and 3) learn and earn programs. It encourages companies to get involved by noting the potential benefits to their business such as improving their talent pipeline, boosting employee engagement, and enhancing their reputation in the community. The overview concludes by directing companies to use a provided survey to assess their resources and determine which lane of engagement
Millennials now make up a significant portion of the workforce but many are unprepared for leadership roles. While they have strong technical skills, Millennials often lack soft skills such as communication, diplomacy, and relationship building. In order to attract, retain, and develop Millennial talent into future leaders, companies need to offer specialized leadership training programs that focus on soft skills acquisition. The most effective organizations implement coaching and rotational programs to give Millennials exposure to different areas of the business and provide constant feedback to support their growth into leadership.
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.
This document discusses how emerging millennial leaders may impact the coaching profession based on their values, learning behaviors, and communication styles. Millennials value meaningful work, flexibility, social consciousness, recognition, and ease. They are accustomed to structured learning and feedback from a young age. Millennials prefer to learn from their peers through social media and want frequent feedback and transparency from employers. Coaching may be well-suited to meet millennials' desires and help integrate them into diverse workplaces.
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.
The document discusses how the millennial generation differs from previous generations in work preferences and how HR practices need to adapt. Millennials prefer frequent communication, learning opportunities, and flexibility over formal meetings and authority structures. The summary also outlines how HR is shifting to acquire, manage, and retain talent through mobile and digital technologies like social recruiting, gamified assessments, and continuous feedback. New performance management focuses on regular check-ins rather than annual reviews to better engage millennial employees.
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
This document discusses strategies for engaging Filipino millennial employees. It begins by outlining some of the global HR challenges companies currently face, such as rising attrition and costs. It then presents a framework for employee engagement that involves understanding employees' personalities, generational behaviors, and priorities. The framework is used to conduct workshops where managers are trained on engagement strategies like building relationships, recognition programs, and feedback. The goal is to move beyond traditional retention to developing truly engaged employees through motivational programs tailored to personality and generational traits.
This document summarizes research from a 2012 study about how Millennials engage with nonprofits. The study found that:
1) Millennials want to connect with nonprofits through multiple channels like websites, email, social media, and mobile in order to get information and take action. Websites are still the primary source of information but must be optimized for mobile.
2) Millennials are generous with their time and money but want impactful volunteer opportunities and strong personal relationships with causes they support. They give more to organizations they feel they have a strong connection to.
3) New technologies like smartphones and social media are important ways Millennials access nonprofit information and engage on their terms.
The Future of Business Citizenship - People's Insights MagazineMSL
For our global research study, The Future of Business Citizenship, we surveyed 8,000 young people in 17 countries. Our findings confirm that Millennials have high expectations from business and add an insightful layer to our observations around this generation, with real implications for brands and corporations.
MSLGROUP's global team of corporate and brand citizenship experts dive deep into the results of our study and outline what Millennials value as individuals and what they expect from businesses. The Future of Business Citizenship is part of MSLGROUP's People's Insights project that crowd-sources insights and foresights from MSLGROUP experts.
We hope you enjoy reading this comprehensive report and invite you to share your feedback and tips with us @PeoplesLab or you can reach out to us on Twitter @msl_group.
MSLGROUPs latest survey of 8,000 Millennials across 17 countries reveals that they feel very differently from preceding generations about businesses’ roles in dealing with the world’s greatest challenges.
This document discusses how companies can attract and retain Millennial talent. It notes that Millennials currently make up around 40% of the workforce and will be 75% by 2025, so they are a critical group for companies. However, many companies still do not understand what it takes to engage Millennials. The document outlines three key traits of Millennials that impact workplace strategy: they thrive on competition as well as collaboration; they are more interested in new experiences than new jobs; and they evaluate companies like consumers based on alignment with their values. It argues that companies need to provide choice, transparency, opportunities for growth and exposure to different roles to attract and retain Millennial talent.
2013 Millennial Impact Report For Non-ProfitsLorne Coyle
This year, Achieve gathered information from an online survey distributed to Millennials through 14 research partners, and, for the first time, conducted usability testing of nine nonprofits online presence that included video feedback. The report provides a guide for organizations to better understand this generation, immerse them in the cause, and maximize the impact of their interest, time, and giving.
Are charities learning from how businesses are tackling issues around trust, reputation and sustainability, does it matter, and if it does, what can they do about it? Our latest report shows nice ways charities can ensure their methods match their mission.
Misunderstood Millenials: How the Newest Workforce is Evolving BusinessAmanda Knowlton
• What Millennials value most in the workplace (hint: it’s not ping-pong tables)
• Why culture significantly affects Millennials’ decisions about where they work
• Ways you can engage this new workforce at your own organization
The Future of Fndraising-Engaging Millennials in MissionSarah Van Houten
This document summarizes strategies for nonprofit organizations to engage millennial donors. It discusses how millennials differ from other generations in their preferences and behaviors around philanthropy. Key factors for nonprofits to consider include using inspiration through emotional storytelling, showing measurable impact, utilizing digital platforms and social media, leveraging peer influence, and providing opportunities for involvement. The document also outlines challenges nonprofits face in implementing these strategies and potential solutions. Interviews with nonprofit professionals support the findings. Overall, the document provides guidance to help nonprofits better engage millennial donors now and in the future.
This document summarizes a presentation on harnessing the potential of a multigenerational workforce. It discusses the challenges of managing four generations in today's workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different work perspectives and expectations that managers must understand to motivate employees. By leveraging the strengths of each generation, organizations can increase engagement, productivity and performance. Effective leadership is also key to creating an environment where multigenerational employees can collaborate and succeed.
This document discusses how companies can attract and retain millennial talent. It notes that millennials currently make up around 40% of the workforce and will be 75% by 2025, so they are a critical group for companies. However, many companies still do not understand what it takes to engage millennials. The document outlines three key traits of millennials that are important for workplace strategy - they thrive on competition not just collaboration, they are "experience hoppers" seeking new opportunities rather than job hoppers, and they are consumers of companies and want alignment with their values. It argues real estate and facilities professionals can help by creating transparent, open work environments that foster these traits.
This document discusses how human rights and services nonprofits can effectively engage Millennial donors and volunteers. It analyzes survey data from AIDS Resource Center Ohio and interviews from three fundraising experts. The key findings are:
1) Millennials prefer to connect via technology, share information in small ways on social media, and be influenced by their peers.
2) Nonprofits should focus on transparency, social connectivity, leadership opportunities for Millennials, and allowing passion for causes over institutions.
3) A successful Human Rights Campaign used social media to change Facebook profiles to support marriage equality, engaging many Millennials.
This document summarizes the key findings of a study on workforce preparedness among millennials commissioned by Bentley University. The study surveyed over 3,100 people from various stakeholder groups. It found both agreement and discrepancies in how preparedness is defined. While most see a college degree as valuable, there are misperceptions about its guarantee of success. Recent college graduates demonstrate self-awareness by grading their own preparedness critically. While stakeholders generally grade recent graduates' preparedness poorly, parents view their own children more positively. The lack of preparedness is seen as a real problem impacting individuals, businesses, and the economy.
Role of Millennials and their Impact on Reputation ManagementMSL
This document discusses the role and impact of Millennials on reputation management. It notes that Millennials are the largest and most diverse generation, with significant spending power. They expect businesses to have a clear purpose and take stands on issues like climate change. The document advocates for reputation management strategies that focus on purpose, corporate citizenship, employer value proposition, and social openness. It argues businesses must align with causes Millennials care about to attract them as consumers, employees, and brand advocates. Micro initiatives that create measurable impact are more credible than broad promises. An authentic approach through conversations and shared experiences online is needed to effectively engage Millennials.
The document discusses generational differences in the workplace, focusing on Millennials born between 1977-1995. It provides background on Millennial characteristics, notes they will soon make up the majority of the workforce, and discusses how companies can better manage and recruit Millennial employees through mentorship, flexible schedules, and emphasizing meaningful work. Examples are given of companies like the U.S. Army, Deloitte, and Merrill Lynch that have adapted their management styles to be more effective with Millennial workers.
Myths exaggerations and uncomfortable truths executive reportSyl Cotter
The document summarizes research from a study comparing the preferences and behaviors of Millennials (aged 21-34), Gen X (aged 35-49), and Baby Boomers (aged 50-60) in the workplace. The research debunks five common myths about Millennials. Myth 1 is that Millennials' career goals are different, but the study found they want similar things. Myth 2 is that Millennials want constant praise, but they value fairness most in bosses. Myth 3 is that Millennials are addicted to sharing online, but they prefer face-to-face learning and respect boundaries. Myth 4 is that Millennials can't decide without crowdsourcing, but they and Gen X
This document discusses generational differences in the workplace between Millennials and older generations. It notes that while stereotypes exist about Millennials being disloyal, needy, entitled, and preferring casualness, actual differences in core values between generations are minimal. Both surface values like technology and deeper values like teamwork are shared across generations. The document also discusses Millennial expectations about promotions and preferences for autonomy and leadership opportunities at work. Overall it argues managers should understand generational traits to enhance performance and satisfaction of all employees.
The document is a white paper from The Center for Generational Kinetics that provides insights into effectively employing Millennials based on research from their 2015 Best Places to Work for Millennials Award. The white paper aims to show that Millennials can be valuable employees and that companies of any size or industry can create workplaces where Millennials thrive. It identifies the top 5 drivers of Millennial employee engagement as feeling valued, having confidence in leadership, liking the type of work, feeling daily progress, and being treated as an individual rather than a number.
1. Summer 2015 / www.afpnet.org Advancing Philanthropy 59
T
he world is fascinated by
Millennials (those born be-
tween 1980 and 1999), one
of the largest generations to date
and entirely divergent from previ-
ous generations in many respects.
Google “Millennial research,” and
you will learn how to market to
them, inspire them and respond to
them. You also will find a collection
of helpful data and suggestions on
how to engage this complex group
in your nonprofit’s work.
Perhaps one of the greatest bod-
ies of writing on Millennials focuses
on managing them—much-wel-
comed knowledge among older
generations who are unsure how to
lead staff members who have an unfamiliar perspective and
approach. At a recent work gathering, one of my colleagues
was bemoaning the challenges of supervising Millennials.
I have heard his complaints before: Millennial employees
require more supervisory time and greater motivation but
reciprocate with little commitment to the organization.
According to recent research, this perception reflects
some truth. A 2014 comprehensive Pew Research
Center study indicates that Millennials are less likely to
link themselves to an institution, identify with a political
or religious group or trust people.1
This echoes the 2013
Millennial Impact Report on philanthropy that states,
“Millennials aren’t interested in structures, institutions
and organizations, but rather in the people they help
and the issues they support.”2
Millennials have a reputation for being flighty, but
this is not exactly fair. A 2014 White House report, 15
Economic Facts About Millennials, found that Millennials
stayed with their employers longer than Generation X
workers did at the same age and stage in their careers.3
So, it is not that Millennials are disloyal. Rather, they are
yearning for personal attachment and contribution to a
cause and the people it serves.
Managing Millennials to Leverage
Their Strengths
By Arminda Lathrop, CFRE
If you add this trait to what
is already known about Millen-
nials—that they are tech-savvy,
educated, have enormous friend
networks, value creativity and in-
novation and are the most diverse
generation to date—the sum is a
powerful and potentially transfor-
mative engine to drive progress
in your organization. Millennial
staff can lead the charge in help-
ing your organization adapt to an
increasingly Millennial stakehold-
er audience.
Since Millennials will soon
make up the largest population
in the workforce and the world,
they will play a major role in
guiding the direction of philanthropy. Rather than
trying to fit Millennial staff into existing processes and
traditions, consider these five tips for leveraging their
greatest strengths to innovate your organization’s
fundraising and engagement strategies.
Nurture Connection to Cause
Provide opportunities to connect with your cause
from day one. Because members of the Millennial
generation are less attached to an organization just
because they may work there or be affiliated in some way
(take note, colleges and universities), it is essential to
build education and connection to your cause from day
one of Millennials’ employment. Make sure all of your
Millennial staff has regular opportunities to connect
with the people your organization serves. Ensure that
they are educated on your organization’s impact—not
just theoretically but also personally on individual lives
and families. Provide opportunities for them to share
what they have learned about your organization’s cause
since beginning their tenure.
Even the for-profit world is readjusting to make
companies’ contributions to the community and “cause
EXDEZ/GETTYIMAGES
management
2. 60 Advancing Philanthropy www.afpnet.org / Summer 2015
management
work” front and center in recruitment and onboarding,
noting the increase in retention when employees feel
they’re working for a philanthropically minded company.
In the Case Foundation’s Inspiring the Next Generation
Workforce: The 2014 Millennial Impact Report Executive
Summary, Millennial participants indicated that a
company’s involvement with a cause was their third-
most-important factor in applying for a job.4
Mohan Nair, author of Strategic Business Transforma-
tion: The 7 Deadly Sins to Overcome (Wiley, 2011) and
senior vice president and chief innovation officer at health
giant Cambia Health Solutions, said in a recent interview,
“Millennials seem motivated less by profit than by causes
greater than themselves. Missions are given to them but
causes are taken by them. They respond to causes that
transform their community.” After more than 30 years
in management, Nair has noticed a dramatic change in
strategy for recruiting and retaining the best staff.
Provide Opportunities for Personal
Ownership
Allow Millennials the chance to put their stamp on
your organization. Although this trait is often charac-
terized as Millennial entitlement, this group does find
fulfillment in accomplishment and praise. Paul Harvey,
who is associate professor of management at the Univer-
sity of New Hampshire and has a large body of research
and writing on Millennials and entitlement, verifies this
generalization: Millennials believe they are special.5
Managers and older staff members should not try
to prove to an entire generation of educated workers
that they are, in fact, not special. According to Harvey,
attempting this creates friction and wholesale resistance
on the part of Millennials. Instead, leadership can
recognize their need for praise and individual recognition
in the workplace and leverage it into productivity. Allow
Millennial staff to take on projects and initiatives where
they believe they can make a difference. Provide very clear
expectations around goals, timeline to completion and
evaluation. When they complete projects successfully, be
sure to recognize the difference they made.
Use Millennials’ Scrutinizing Approach to
Your Advantage
Encourage Millennials to ask questions and provide
their own feedback. At a recent staff meeting, our team
was discussing an upcoming crowdfunding initiative. The
dean had a clearly defined project he wanted to fund,
and we considered this the perfect opportunity to engage
young alumni. The 24-year-old executive assistant at the
table spoke up: “Young alumni will never pay for that.”
She continued to explain why the idea would not appeal
to recent graduates, and her reasoning made perfect
sense. We opted for a different project idea, and from
then on, she assumed the ad hoc role of young alumni
consultant.
As the study Millennials in Adulthood pointed out,
the Millennial generation is facing stronger economic
hardship than either Generation X or the baby boomers
faced. A challenging job market, overwhelming student
loan debt and ever-widening income gaps have hit
Millennials hard. Necessity has required them to be more
intentional with their philanthropy and more skeptical
of organizations seeking their support, which is one
reason why they are cause-oriented and highly value their
personal contributions.
Your Millennial staff can serve as an effective litmus
test when engaging a younger generation of donors. Seek
their input on case statements and ideas, and encourage
them to informally survey their friend groups as well.
They can be an excellent—and free!—resource, and they
will feel heard in the process.
Make Millennials’ Vast Social Networks
Work for You
Use Millennial social networking expertise to build
awareness of and engagement with your organiza-
tion. What is the quickest way to reach 10,000 audience
Long-Term Employees—
or Not?
In the article “Millennials: Keep Them or Let
Them Go” (The Wall Street Journal, May 6,
2015), author Lindsay Gellman writes, “Many
managers like to complain that 20-something
workers won’t stay put in a job for long. But for
employers, is that a problem or an opportunity?”
According to the article, Millennials make up the
largest share of the U.S. workforce (about 34
percent), with those aged 20 to 24 remaining at
the same job for up to 16 months, on average,
and those aged 25 to 34 staying for about three
years. What does this mean for the nonprofit
sector? To read the article, visit www.wsj.com/
articles/how-employers-wrangle-restless-
millennials-1430818203.
3. Summer 2015 / www.afpnet.org Advancing Philanthropy 61
management
References
1 Millennials in Adulthood, Pew Research Center, 2014
www.pewsocialtrends.org/2014/03/07/
millennials-in-adulthood
2 2013 Millennial Impact Report, Case Foundation,
2013
http://casefoundation.org/wp-content/uploads/
2014/11/MillennialImpactReport-2013.pdf
3 15 Economic Facts About Millennials, Council of
Economic Advisers, 2014
www.whitehouse.gov/sites/default/files/docs/
millennials_report.pdf
4 Inspiring the Next Generation Workforce: The 2014
Millennial Impact Report Executive Summary,
Case Foundation
http://cdn.trustedpartner.com/docs/library/
AchieveMCON2013/MIR_2014_ExecSummary.pdf
5 “As College Graduates Hit the Workforce, So Do
More Entitlement-Minded Workers,” University of
New Hampshire press release, 2010
www.unh.edu/news/cj_nr/2010/may/
lw17gen-y.cfm
6 “An Entrepreneurial Generation of 18- to 34-Year-
Olds Wants to Start Companies When Economy
Rebounds, According to New Poll,” Ewing Marion
Kauffman Foundation, 2011
www.kauffman.org/newsroom/2012/11/
an-entrepreneurial-generation-of-18-to-
34yearolds-wants-to-start-companies-when-
economy-rebounds-according-to-new-poll
members for your organization? Tap into the friend net-
works of 10 Millennials.
You cannot ask your Millennial staff to solicit their
friends on behalf of your organization, but you can
recognize three valuable Millennial traits that will
influence how your organization markets to this group
and enlist Millennial staff to lead the charge.
1. Thanks to social networking, Millennials have the
largest friend groups of any generation on the planet
(Millennials in Adulthood).
2. Millennials are highly influenced by the decisions
and behaviors of their peers (Inspiring the Next Gen-
eration Workforce).
3. Millennials need the chance to experience an organi-
zation’s work without having to be on-site (Inspir-
ing the Next Generation Workforce).
These three Millennial traits translate into the need for
a highly sophisticated online marketing strategy for your
organization, and your “digital native” Millennial staff
can be invaluable in leading these efforts. And, if they
believe in your cause, maybe they will also post about
your organization in their various virtual communities.
Be Open to Millennials’ Entrepreneurial
Nature
Strategically encourage Millennials to think like
entrepreneurs. Whether it is a symptom of coming of
age during the Zuckerberg era or facing a challenging
job market, more than half of Millennials either want
to start a business or have already started one.6
As you
may imagine, fewer Millennials have actually started
businesses, and even fewer will launch successful start-
ups. Someone who is “entrepreneurial” in a broader
sense is innovative, hard-working and willing to take
risks, which can be a winning combination for your team
if managed correctly.
While managers cannot nurture every idea that
Millennials generate, they can validate this instinct and
encourage innovation. When staff members develop
“What if we … ” or “Why don’t we … ” suggestions,
encourage them to pursue those ideas by developing
plans for how they would work. Ask them to define ideal
outcomes, resources needed and potential stakeholders
and to outline a plan for implementation. If they are
committed to the idea, they will follow through. In the
process, they will feel ownership in your organization,
and their idea could have a powerful impact.
Understand Motivations In Order to
Motivate
Considering staff members’ motivations and back-
ground helps managers to lead more effectively, re-
gardless of generational considerations. For some
organizations, working strategically with Millennials may
require a wholesale revision of management strategy.
However, changing your approach to take advantage of
Millennial qualities, rather than fighting against them,
will put you on the leading side of an evolution already
underway in the workplace.
Arminda Lathrop, CFRE, is an international
development and management consultant based in East
Africa. She works with organizations to build major-
gift programs, bolster grant revenue and analyze donor
practices and patterns.