Many employers express frustration with the Millennial Generation. This presentation offers a new framework for understanding "Emerging Adults" and working with the up and coming generation in the workplace. Solutions for accelerating the development of entry-level talent are discussed.

1. “It’s NOT All Generational”
____________________________
CTC Consultants
Terese Corey Blanck, M.Ed.
&
Judith Anderson, M.A.
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2. © Copyright 2009, CTC
Consultants.
All rights reserved. Contact CTC
Consultants to inquire about the use of
this presentation for educational
purposes only.
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3. CTC Consultants
Terese Corey Blanck and Judy Anderson
CTC helps organizations understand the
changing dynamics of entry-level employees,
and implement strategies to impact productivity,
retention and purposefully accelerate their
development for the future.
Accelerating development to close the
gap between the employees you have
and the ones you want.
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4. Core Expertise
18-28 year old employees
Entry-level talent
management
Young adult
development
Emerging adulthood;
and the
Millennial generation
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5. Diagnosing the Millennial
Generation
What is the true challenge?
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6. ☺
The Challenge
Entry-level talent is not equipped to meet
the daily rigors of professional entry-level
work. There are far reaching
consequences compromising the future
health of all organizations if the right
investment is not made up front.
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7. ☺
The Solution
A comprehensive assessment of
organizational practices touching entry-
level talent with a focus on identifying
competency gaps accelerating individual
development.
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8. ☺
Millennial Filter
(12 Deal Breakers)
+
Emerging Adulthood
(A New Life Stage)
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9. Millennial Filter
“12 Deal Breakers”
Meaningful and Recognition of Individual
Challenging Work Contribution
Positive Rapport with Team Orientation
Manager Positive Work Culture
Professional Skill Flexible Work
Development Environment
Clear Career Path Competitive
Structure (Scaffolding) Compensation
Immediate Access Innovative Technology
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10. ☺
“Emerging Adulthood”
“A New Life Stage”
Distinct new life stage: identity and
cognitive development
Result of societal changes
Extended period of exploration and
instability in the late teens and twenties
Changes are not generational (X,Y,Z..)
(Arnett, 2004)
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11. ☺
Emerging Adults
“What’s Changed? The age of exploration?”
Extension of higher education
Gender role shift
Rise in the age of marriage and parenting
Change in how young people view
“becoming an adult” – “yes, but not yet”
Adult responsibilities are delayed
(Arnett, 2004)
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12. Identity Development
“Who am I?”
Self-awareness is limited and not tested
Developing sense of self-efficacy
Autonomy is derived externally not from
inside
Dualistic point of view
Self-management skills
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13. ☺
Cognitive Development
“How do I think?”
Abstract analysis
Complex problem solving
Leadership capacity
Capacity for self-evaluation
Thinking ahead
Risk v. Reward
(MIT Young Adult Development Project )
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14. ☺
Physiologically
“The Brain is Different?”
The human brain is still developing
Connection among regions
Myelination: nerve fibers insulation = greater
efficiency
Synaptic pruning: nerve pruning = greater
efficiency
Experience required to promote physical
development
(MIT Young Adult Development Project )
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15. Identifying the Disconnect
Managers expect “adult” characteristics,
attitudes and behavior
Definition of adulthood from a young
adult perspective is different
Behavior shaped by generational
nuances and developmental deficiencies
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16. Examples of Workplace Impact
Generational and Developmental
Interrupts manager multiple times a day
for direction
Desires a promotion after 6 months
Texts managers and senior staff
Wants to flexible work hours
Others?
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17. ☺
The Solution
Accelerating Development
Develop employee self-knowledge
Push discomfiture for individual
development
Provide opportunity for confidential
feedback to test self-awareness
Design intentional experiences for
learning
Allow testing of skills
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18. Management and
Organizational Change
85% of managers don’t know how to
intentionally develop their employees
Understand generational needs (12 Deal
Breakers)
Push developmental intentionally (build
scaffolding, walk through decisions,
reflect impact etc…)
AT&T Research
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19. Impacts all Entry-level
Talent Practices
Attraction and hiring practices
Training and development
Compensation structure
Individual development/Career pathing
Supervision/Management practices
Recognition
Organizational culture
Leadership identification and development
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20. CTC Consultants Solutions
Manager and employee training
Workshops
Keynote Speaking
Comprehensive Generational and
Developmental Analysis – GDA
Entry-Level Accelerator Program
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21. “We not only can accelerate the younger
generations development of core leadership
skills, we must. Today’s ultra competitive, fast-
paced global marketplace won’t afford us the
time to sit back and wait for the aging process
to run it’s course. Despite the slumping
economy, most boomers will retire sooner
rather than later. We need to prepare talented
twentysomethings for leadership roles today. If
we don’t teach them how to manage
themselves, is it reasonable to expect them to
lead us to a prosperous future.”
The Leadership Vacuum: What We Lose with
the Next Generation, Nick Tasler, TalentSmart
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22. ☺
“Accelerating development to
close the gap between the
employees you have and the ones
you want.”
CTC Consultants, 2009
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23. Contact Information
Terese Corey Blanck
tblanck@collegetocareer.net
http://www.linkedin.com/in/teresecoreyblanck
763-286-9150
Judy Anderson
janderson@collegetocareer.net
http://www.linkedin.com/in/judyandersonctcconsultants
612-281-7286
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24. © Copyright 2009, CTC
Consultants.
All rights reserved. Contact CTC
Consultants to inquire about the use of
this presentation for educational
purposes only.
24