Attracting & Developing the Millennial Generation by Illuminare Group

© 2015 Illuminare Group, All Rights Reserved
Frank J. Ciccia
Attracting & Developing the Millennial
Generation

Fact 1
By 2020, what percentage of the global
workforce will be millennials?
A.  37%
B.  47%
C.  57%
75% of workforce by 2030
Bureau of Labor Sta7s7c

Generation “Y”
Millennials
1982-2004

Do you think Millennials have an attitude
problem?
•  Or is it that every new generation of
younger workers irritates the older,
more experienced worker?
– Baby Boomers – Long-haired hippies
– Gen X – Disrespectful of authority and cynical

“Yes, Millennials will be more diﬃcult to
recruit, retain, motivate, and manage than
any other new generation to enter the
workforce.
But this will also be the most high-
performing workforce in history for those
who know how to manage them properly.”
Bruce Tulgan “Not Everyone Gets a Trophy”

Generation Y Traits & Values
•  Large due to immigration
•  Youngest children of
indulgent BB parents
•  Parents scheduled them to
death
•  Parents gave then
everything because they
were working too much or
divorced.
•  Paying a lot of student
loans
•  Will seek out
con7nuous new
opportuni7es
•  Demand recogni7on for
even rou7ne tasks
•  Learn, then leave, or
stays but bored!
•  Parents suppor7ng
them longer
•  Technologically savvy
•  86 Million millennials will
be in the workplace by
2020 – represen7ng a full
47% of the total working
popula7on.
•  Most engaged when
working with people they
think are smart, social,
and commiSed.

Gen X & Gen Y Comparisons
Gen X
Views boss as an expert,
someone whose hard-earned
experience and skill demand
consideration and deference.
Access to authority is limited
and must be earned.
This was the vastly under-
supervised generation.
AUTHORITY Gen Y
They want a coach not a
boss.
Millennials think they can go
in on the ﬁrst day and talk to
the CEO about what’s on their
mind. Their boomer parents
raised them to think that their
voice matters and question
authority
This is the great over-
supervised generation

Gen X
Individualistic,
independent. Want the
corner oﬃce and
trappings of success.
MOTIVATIONS Gen Y
Want purpose in their life
and career and may not
come from geTng the
highest salary and nicest
oﬃce.

“Genera'on Y has mul'ple passions
and is more global than any of its
predecessors, as 70% of them say
they would like to work abroad
some'me over the course of their
lives.” –Jamie GuWruend,
Intelligence Group

Gen X
Structured
and linear

WORK
ENVIRONMENT Gen Y
Unstructured and
non-linear.
They are not
typical clock-
watchers, pencil
pushers, or lazy.

Gen Y - Work & Life
Generation Y does not want to live to work like their
parents did – they want a ﬂexible lifestyle.

Why do we want Millennials in our
organizations?
Flat Flexible
Networked
& Digital
Diverse Global
THE NEW ORGANIZATION
DIGITAL CLEAR FLUID FAST

“When Millennials Take Over” By NoSer & Grant

According to some experts- Recruiting Millennials
“When you ask millennials where they’d
like to work, the answer is generally:
-First, Google; second; Apple; and third,
for themselves.”

“It’s not about free stuﬀ [like lavish
cafeterias and on-site massage therapists]. It
100% comes down to culture.”

“you can’t motivate millennials to join your
company just by posting a generic job listing that
may suit their skills. They want to get a sense of
what the larger company is about in terms of its
mission and its values and they want to see it
modeled by its leaders.”

“Truth in advertising! Don’t tell me I’m going to
be making strategy on the beach with beautiful
men, while I sip a glass of wine, connected to the
oﬃce remotely—while you give me tons of stock
options . . . unless you are planning to make that
happen. Tell me the real [situation] so I can decide
if I want to be part of your thing.”
—Millennial

Tips for Recruiting Millennials
•  Successful Hiring Proﬁling
– What worked for you in the past will work
for you in the future.

Tips for Successful Recruiting
•  Friend Referrals
– “If you want Millennials to recruit
successful new employees among their
promising friends and acquaintances, you
must ensure they feel good about their
jobs, their bosses, and the work
experience as a whole. “

•  Internet Recruitment
– “If you are not visible and interesting and
user-friendly on the Internet, you might
as well not exist to Millennials. “

•  Low-Tech Solutions
– Parents, Teachers, Counselors

Additional Tips
•  Don’t promise things you
cannot oﬀer.
•  Tell them the downside of
the job in clear and honest
terms – Upfront.
•  Let them know what you
expect from them.

Let me be very clear
•  Manage their expectations
•  Don’t assume what is
“common sense to you”, is
“common sense to them”
•  Let them know what they
can expect from the job
interview
–  No parents allowed!

Behavioral Interviewing
Assess Performance
•  Please tell me about a specific instance
when you . . .
– Identified a specific type of problem
– Solved a specific type of problem
– Accomplished a particular task
– Were charged with a particular kind of
responsibility

Behavioral Interviewing
Assess Skills
– Tell me about a time you demonstrated a
particular skill?
– What did you learn?
– How might you do it diﬀerently?

Additional Recruitment Tips
•  Use current associates to engage millennial
recruits in conversations around what job is
like.
•  When oﬀer is made – keep communicating
with them prior to start date
•  Send plenty of background materials
•  Send them “merch” to get excited about their
new job.

Onboarding & Learning Plans
•  Have a highly structured
– Highly Interactive
– High – Touch
– Individualized
•  Onboarding & Learning Plans
•  Regular Check-in Meetings with their
Manager

Managing the Millennial
Millennial’s move
through things very
quickly
You may get a prototype,
but may not be a polished
one

Provide on-going and
regular feedback

Coaching skills are
essential
Managers need to
communicate
expectations much more
clearly
They think quickly and are
used to doing more than one
thing at a time

The Hartford 2014 Millennial Survey
Millennials said employers can most
demonstrate their investment in them as a
future leader by oﬀering:
1.  training and development (50%),
2.  a clear career path (35%), and
3.  ongoing coaching and feedback (34%).

Coaching & Development
If we don’t provide ongoing coaching &
feedback.
– Their parents will,
– Their co-workers will, and/or
– They will Google it

Development Areas
•  Give continuous feedback
•  69 percent of Millennials see their company’s review
process as ﬂawed. A major reason for this is because
of the lack of feedback throughout the year.
•  Nearly 90 percent would feel more conﬁdent (in their
performance) if they had ongoing check-ins with their
bosses.
Forbes – November 2015

Millennials Need To Develop Expertise
•  Focus on Quality, if we
don’t coach them, the
result will just be
“good enough”
•  They want to keep
moving and growing,
even if it means out of
your company.
•  Beware the “Instant
Expert”
•  They may be in a rush
to complete a task, but
need to acquire the
patience of learning
and gaining a “track
record” of repetitive
success.

K = Knowledge*
A = Applica7on
M= Mo7va7on
RS = Repe77ve Success

(K*+A+M) X RS = EXPERTISE

(K* + A + M) X RS = REPUTATION
TIME

*Knowledge is always changing
The IG REPUTATION Formula

On-Going Development
•  Focus on developing their Credibility
•  Credibility = Competence + Character
•  Didactic & Vertical Learning
– Interactive group learning
– One on One Coaching (Action & Reﬂection)
– Self-guided and customized to learner
– Team Projects

Resources
•  “Not Everyone Gets a Trophy: The Guide
to Managing Millennials” – Bruce Tulgen, Wiley
Press
•  “What Millennials Want From Work”-
Jennifer Deal & Alec Levenson, Center for Creative
Leadership.
•  “When Millennials Take Over: Preparing
For The Ridiculously Optimistic Future Of
Business”, Jamie Notter, Maddie Grant, Ideapress
Publishing

Contact Information
Frank J. Ciccia
Principal Consultant
Illuminare Group
www.illuminaregroup.com
frank@illuminaregroup.com
(716) 812-5161

Attracting & Developing the Millennial Generation by Illuminare Group

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