This document summarizes the results of a study comparing Generation Y attitudes across several European countries. Some key findings:
1) Generation Y shares many similar values across countries, such as a desire for social work environments and work-life balance, despite economic differences. However, there are also some country-specific differences.
2) The study identified 6 segments within Generation Y based on attributes and drivers: Indifferent Follower, Craving High-Performer, Unpretentious Comfort-seeker, Competitive Professional, Proper Conservative, and Self-centered Entrepreneur. The distribution of these segments varies by country.
3) To attract and motivate Gen Y, companies need to
This document summarizes the key findings of a study conducted by CCL, a company of International Campus AG, on Generation Y across Europe. The study involved surveying 1,000 participants aged 18-32 from Germany, the Netherlands, Spain, and the UK to identify similarities and differences among Generation Y in these countries. Some key findings include:
- Six distinct segments of Generation Y were identified based on attitudes and behaviors.
- Generation Y values work-life balance, social competence in leadership, and opportunities for personal development and growth across all countries.
- Differences exist among countries in terms of priorities, work preferences, and motivational drivers for Generation Y.
- One-third of young professionals intend to change employers
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.
Windsor Conference Has Hr Learned From The Past Mtim 1010Marc Timmerman
The document discusses challenges in talent management for the future. It argues that while the economic crisis will subside, a talent shortage crisis will remain. Organizations must balance short-term cost cutting with long-term talent retention strategies to ensure future success. Looking ahead, talent management will become more complex and individualized as diversity, flexible work arrangements, and engagement of different generations all grow in importance. Technology will also transform how organizations interact with and develop talent.
A perfect storm is coming meanwhile lot of energy is approaching.
What are the major shifts? How to best prepare for it?
We need to first understand the major shifts. With many statistics this presentation gives a huge picture of what is coming...and what can we do to activate the inherent potential of the hidden resources.
Great challenges accompany social progress
and change. It seems like it was only yesterday that managers were struggling with how to attract and retain members of Generation X. Today, managers need to concern themselves with the challenges of the “Post-80’s” group:Generation-Y (Gen-Y).
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
Understand what the Brazilian talent market wants in their future employers, why you should proactively take charge of your employer brand, and how to tell the right story to your target group.
This illuminating report looks at the impact on globalisation and how companies learn how to achieve the fine balance between global leadership and local control.
This document summarizes the key findings of a study conducted by CCL, a company of International Campus AG, on Generation Y across Europe. The study involved surveying 1,000 participants aged 18-32 from Germany, the Netherlands, Spain, and the UK to identify similarities and differences among Generation Y in these countries. Some key findings include:
- Six distinct segments of Generation Y were identified based on attitudes and behaviors.
- Generation Y values work-life balance, social competence in leadership, and opportunities for personal development and growth across all countries.
- Differences exist among countries in terms of priorities, work preferences, and motivational drivers for Generation Y.
- One-third of young professionals intend to change employers
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.
Windsor Conference Has Hr Learned From The Past Mtim 1010Marc Timmerman
The document discusses challenges in talent management for the future. It argues that while the economic crisis will subside, a talent shortage crisis will remain. Organizations must balance short-term cost cutting with long-term talent retention strategies to ensure future success. Looking ahead, talent management will become more complex and individualized as diversity, flexible work arrangements, and engagement of different generations all grow in importance. Technology will also transform how organizations interact with and develop talent.
A perfect storm is coming meanwhile lot of energy is approaching.
What are the major shifts? How to best prepare for it?
We need to first understand the major shifts. With many statistics this presentation gives a huge picture of what is coming...and what can we do to activate the inherent potential of the hidden resources.
Great challenges accompany social progress
and change. It seems like it was only yesterday that managers were struggling with how to attract and retain members of Generation X. Today, managers need to concern themselves with the challenges of the “Post-80’s” group:Generation-Y (Gen-Y).
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
Understand what the Brazilian talent market wants in their future employers, why you should proactively take charge of your employer brand, and how to tell the right story to your target group.
This illuminating report looks at the impact on globalisation and how companies learn how to achieve the fine balance between global leadership and local control.
Hays Journal is a bi-annual publication providing insight and news for HR, recruitment professionals and hiring managers on the ever-changing world of work.
View it online at https://www.haysplc.com/our-expert-view/hays-journal/latest-issue or request a printed copy from haysjournal@hays.com
Hays Journal 11 - Wereldwijd Inzicht voor Experts in de Wereld van WerkHays Netherlands
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
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.
Strategic People Management - Article by Michael A PotterMichael A. Potter
- The human resources function has changed dramatically due to globalization and technology, opening up global talent pools and requiring organizations to employ diverse workforces.
- Demographic shifts will profoundly impact organizations, bringing both risks and opportunities related to changing population sizes, ages, and locations. Talent shortages are a major challenge requiring new recruitment, development, and retention strategies.
- Successful organizations address talent management holistically through recruitment of appropriately skilled individuals, development of talents, and retention strategies to maximize return on investment in human capital.
Hays heeft onderzoek gedaan naar de behoeften en aspiraties van deze generatie. Het onderzoek zal u voorzien van een uniek inzicht in Gen Y. Ontdek nu wat u kunt doen om dit talent aan te trekken, te motiveren en te behouden.
This document summarizes the findings of a survey on global professional mobility. Some key findings include:
- Career prospects and earning potential were the top motivations for professionals to work abroad.
- Obtaining visas/work permits and family reasons were among the biggest barriers to relocating and remaining abroad.
- Popular destinations for professionals included European countries like the UK, Germany, and France as well as countries further abroad such as the US and Australia. Attributes like lifestyle, job prospects, and culture influenced destination choices.
Generation Blend discusses how companies can better manage a multigenerational workforce and leverage technology. It addresses the different attitudes towards and skills with technology among the Silent, Baby Boomer, Gen X, and Millennial generations currently in the workforce. The book provides tools to help companies overcome obstacles to technology adoption for all generations in order to increase productivity and blend the strengths of each generation.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Attracting, Recruiting and Hiring Talented Employeesjscher
The document discusses the challenges that printing executives face in attracting, recruiting, and hiring talented employees. It notes transitions in the workforce as Baby Boomers retire and generations X and Y enter. While generations X and Y have skills needed in technology and marketing, they are often unaware of career opportunities in printing. The document recommends that printing companies understand what drives different generations, market aggressively using social media, and define their brand to attract young talent.
The 10 most inspiring business women making a difference, 2021Merry D'souza
The 10 Most Inspiring Businesswomen Making a Difference, 2021 aims to bring forward the inspiring stories of some exceptional businesswomen who have made a difference in society & have been managed to be role models for other budding leaders. Source: https://ciolook.com/the-10-most-inspiring-business-women-making-a-difference-2021-january2021/
Article on 10 steps to improve entrepreneurship educationmitecenter
The document outlines 10 steps to improve entrepreneurship education based on lessons learned at MIT and other institutions. It argues that entrepreneurship is very important for job creation and economic prosperity, and that academic institutions can play a central role in developing entrepreneurs. The 10 steps are meant to build an educational experience that produces more successful entrepreneurs, and include making a strong case for the importance of entrepreneurship, exposing students to real-world entrepreneurs, integrating entrepreneurship concepts across disciplines, and providing funding and mentoring support for student ventures.
This document provides an overview of the global challenges in recruitment and offers 10 tips for effective global recruitment. It discusses how talent markets are shifting globally due to demographic and economic changes. Skills shortages are a major issue for many countries as the workforce declines and demand for skills increases. Recruiting talent internationally presents challenges related to immigration policies, cultural differences, varying HR procedures, and ensuring compliance with regulations in multiple countries. Global recruitment requires developing a long term strategy, thorough market research, partnerships with local experts, and a focus on cultural intelligence, branding and screening candidates appropriately.
AIESEC is a global youth-run organization that facilitates international internships, volunteer experiences, and leadership development opportunities for young people in over 125 countries. Over its 65-year history, AIESEC has impacted over 1 million alumni by developing their leadership skills through hands-on experiences. The document outlines AIESEC's vision, programs, and partnership opportunities to engage youth and develop the global leaders of tomorrow.
English Translation Of Go Forward Plan, Harvard Bus ReviewThomas Nastas
This document discusses strategies for scaling up innovation and supporting small and medium enterprises (SMEs) in attacking global technology markets. It presents a seven-point "GoForward" plan for building domestic technology platforms around a country's strategic assets and industries in order to catalyze more technology absorption and position SMEs for global markets. Emerging country governments are encouraged to support SMEs' innovation and venture capital investments to replicate the success of countries like Israel and Singapore in creating and exporting knowledge.
The document discusses challenges faced by family businesses in transitioning from one generation to the next. It summarizes findings from PwC surveys on this topic. There is often a significant "generation gap" between current leadership and the next generation taking over, made worse by today's rapid pace of change. While many next generations have ambitions to change and grow the business, they face credibility gaps in proving themselves. The survey highlights gaps in communication, succession planning, and preparing the next generation for leadership roles.
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.
Career and Life expectations of Gen Y and a recruiter from generation yMain Aisa Hi Hun
This document discusses Generation Y's career expectations and how recruiters can attract them as potential employees. It first defines Generation Y as those born between 1977-1994 who grew up with digital technology. The document then reviews the literature on Generation Y's job search preferences, including their focus on employer brand attributes like career growth opportunities, positive work environment, training, and work-life balance. It also examines how Generation Y relies on digital media and the internet for job searches more than older generations. The aim is to analyze Generation Y's life expectations and what qualities recruiters look for in potential employees from this generation to better attract and recruit them.
Hays Journal is a bi-annual publication providing insight and news for HR, recruitment professionals and hiring managers on the ever-changing world of work.
View it online at https://www.haysplc.com/our-expert-view/hays-journal/latest-issue or request a printed copy from haysjournal@hays.com
Hays Journal 11 - Wereldwijd Inzicht voor Experts in de Wereld van WerkHays Netherlands
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
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.
Strategic People Management - Article by Michael A PotterMichael A. Potter
- The human resources function has changed dramatically due to globalization and technology, opening up global talent pools and requiring organizations to employ diverse workforces.
- Demographic shifts will profoundly impact organizations, bringing both risks and opportunities related to changing population sizes, ages, and locations. Talent shortages are a major challenge requiring new recruitment, development, and retention strategies.
- Successful organizations address talent management holistically through recruitment of appropriately skilled individuals, development of talents, and retention strategies to maximize return on investment in human capital.
Hays heeft onderzoek gedaan naar de behoeften en aspiraties van deze generatie. Het onderzoek zal u voorzien van een uniek inzicht in Gen Y. Ontdek nu wat u kunt doen om dit talent aan te trekken, te motiveren en te behouden.
This document summarizes the findings of a survey on global professional mobility. Some key findings include:
- Career prospects and earning potential were the top motivations for professionals to work abroad.
- Obtaining visas/work permits and family reasons were among the biggest barriers to relocating and remaining abroad.
- Popular destinations for professionals included European countries like the UK, Germany, and France as well as countries further abroad such as the US and Australia. Attributes like lifestyle, job prospects, and culture influenced destination choices.
Generation Blend discusses how companies can better manage a multigenerational workforce and leverage technology. It addresses the different attitudes towards and skills with technology among the Silent, Baby Boomer, Gen X, and Millennial generations currently in the workforce. The book provides tools to help companies overcome obstacles to technology adoption for all generations in order to increase productivity and blend the strengths of each generation.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Attracting, Recruiting and Hiring Talented Employeesjscher
The document discusses the challenges that printing executives face in attracting, recruiting, and hiring talented employees. It notes transitions in the workforce as Baby Boomers retire and generations X and Y enter. While generations X and Y have skills needed in technology and marketing, they are often unaware of career opportunities in printing. The document recommends that printing companies understand what drives different generations, market aggressively using social media, and define their brand to attract young talent.
The 10 most inspiring business women making a difference, 2021Merry D'souza
The 10 Most Inspiring Businesswomen Making a Difference, 2021 aims to bring forward the inspiring stories of some exceptional businesswomen who have made a difference in society & have been managed to be role models for other budding leaders. Source: https://ciolook.com/the-10-most-inspiring-business-women-making-a-difference-2021-january2021/
Article on 10 steps to improve entrepreneurship educationmitecenter
The document outlines 10 steps to improve entrepreneurship education based on lessons learned at MIT and other institutions. It argues that entrepreneurship is very important for job creation and economic prosperity, and that academic institutions can play a central role in developing entrepreneurs. The 10 steps are meant to build an educational experience that produces more successful entrepreneurs, and include making a strong case for the importance of entrepreneurship, exposing students to real-world entrepreneurs, integrating entrepreneurship concepts across disciplines, and providing funding and mentoring support for student ventures.
This document provides an overview of the global challenges in recruitment and offers 10 tips for effective global recruitment. It discusses how talent markets are shifting globally due to demographic and economic changes. Skills shortages are a major issue for many countries as the workforce declines and demand for skills increases. Recruiting talent internationally presents challenges related to immigration policies, cultural differences, varying HR procedures, and ensuring compliance with regulations in multiple countries. Global recruitment requires developing a long term strategy, thorough market research, partnerships with local experts, and a focus on cultural intelligence, branding and screening candidates appropriately.
AIESEC is a global youth-run organization that facilitates international internships, volunteer experiences, and leadership development opportunities for young people in over 125 countries. Over its 65-year history, AIESEC has impacted over 1 million alumni by developing their leadership skills through hands-on experiences. The document outlines AIESEC's vision, programs, and partnership opportunities to engage youth and develop the global leaders of tomorrow.
English Translation Of Go Forward Plan, Harvard Bus ReviewThomas Nastas
This document discusses strategies for scaling up innovation and supporting small and medium enterprises (SMEs) in attacking global technology markets. It presents a seven-point "GoForward" plan for building domestic technology platforms around a country's strategic assets and industries in order to catalyze more technology absorption and position SMEs for global markets. Emerging country governments are encouraged to support SMEs' innovation and venture capital investments to replicate the success of countries like Israel and Singapore in creating and exporting knowledge.
The document discusses challenges faced by family businesses in transitioning from one generation to the next. It summarizes findings from PwC surveys on this topic. There is often a significant "generation gap" between current leadership and the next generation taking over, made worse by today's rapid pace of change. While many next generations have ambitions to change and grow the business, they face credibility gaps in proving themselves. The survey highlights gaps in communication, succession planning, and preparing the next generation for leadership roles.
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.
Career and Life expectations of Gen Y and a recruiter from generation yMain Aisa Hi Hun
This document discusses Generation Y's career expectations and how recruiters can attract them as potential employees. It first defines Generation Y as those born between 1977-1994 who grew up with digital technology. The document then reviews the literature on Generation Y's job search preferences, including their focus on employer brand attributes like career growth opportunities, positive work environment, training, and work-life balance. It also examines how Generation Y relies on digital media and the internet for job searches more than older generations. The aim is to analyze Generation Y's life expectations and what qualities recruiters look for in potential employees from this generation to better attract and recruit them.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
This document discusses research conducted by PwC on female millennials. Some of the key findings include:
- Female millennials, born between 1980-1995, make up a large portion of the current and future workforce. They are more educated than previous generations and entering the workforce in larger numbers.
- Female millennials are more confident in their career progression than previous generations of women. However, a confidence gap still exists compared to male millennials.
- Opportunities for career progression is the most attractive employer trait and top reason female millennials have left employers.
- Flexible work arrangements and work-life balance are very important to female millennials. Employers will need to adapt practices to attract and
The female millennial: A new era of talentPlanimedia
This report aims to provide some insight
into the minds of female millennials and
how to position your organisation and
talent strategies towards the attraction,
retention, engagement and development
of this significant talent pool.
The document discusses sustainability frameworks and certifications that companies can adopt. It analyzes the United Nations Global Compact, Dow Jones Sustainability Index, B Corp, and Future-Fit Business Benchmark frameworks. It finds that B Corp receives the most social media and news mentions, while DJSI is best for large multinationals. Small to mid-size companies are more suited for B Corp due to its community focus, while Future Fit provides in-depth goals for high impact. Each framework takes a different approach to measuring sustainability topics like water use.
The Diagonal Thinking Self-Assessment - Second Year Progress ReportThink Ethnic
The document provides information on the second year progress report of the Diagonal Thinking Self-Assessment tool. Over 11,000 people have registered for the assessment since its launch in 2008, with around 55% completing it. In the second year, there was an increase in under-25s, students, unemployed individuals, and those from non-white backgrounds taking the assessment compared to the first year. The assessment identifies 'Diagonal Thinkers' who display both linear and lateral thinking abilities. Feedback found the tool was useful for career guidance, especially among under-25s, though recruitment staff in advertising agencies could make better use of the assessment.
The Future of Reputation - People's Insights Magazine by MSLGROUPOlivier Fleurot
Our reputation management experts in France, Brazil, the US, UK, Germany, India, the Netherlands, China and Poland, explore the evolving definition of reputation, how it can be protected, and how its sustainability can be assured for the future.
Read more: http://peopleslab.mslgroup.com/reputation
The Future of Reputation - People's Insights MagazineMSL
Our reputation management experts in France, Brazil, the US, UK, Germany, India, the Netherlands, China and Poland, explore the evolving definition of reputation, how it can be protected, and how its sustainability can be assured for the future.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations by leveraging each group's strengths. However, it also presents challenges as generations may have differing perspectives. Leaders play a key role in engaging employees and influencing organizational culture to maximize performance across generations.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. This impacts organizational culture, employee engagement, customer satisfaction, and business success.
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.
1. The document discusses 5 HR strategies for recruiting top talent, focusing on positioning, price, place, product, and promotion. It emphasizes understanding the target audience and their drivers in order to craft meaningful messaging.
2. Generational and cultural influences on candidates are reviewed to help define a persona of the ideal candidate. Consistent branding across all recruitment marketing channels is recommended.
3. Reaching candidates involves using a variety of channels like job boards, events, social media, and providing valuable content to build "social currency" and encourage sharing of the employer brand.
Marketing For Talent: The New Frontier, SMPS, Marketer, August 2014Maribel Castillo
Feature article by Marjanne Pearson and Mike Plotnick that discusses the importance of A/E/C marketers taking "a leadership role in shaping the future of our firms by actively engaging in the pursuit of talent." Highlights T.Y. Lin International's LinkedIn advertising and recruiting campaign.
The document discusses how organizations can better connect with and attract millennial employees. It notes that millennials have distinct preferences and priorities compared to previous generations. Key factors for millennials include having good work-life balance, opportunities for career growth, competitive pay and benefits, and wanting to work for organizations that have a clear social purpose and high ethical standards. The document provides recommendations for organizations, including developing a culture that is easy to understand, building flexibility and ensuring work is interesting, and managing a culture that supports and appreciates employees.
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