The document proposes a marketing campaign targeting millennials in the workplace. It recommends developing content highlighting the working conditions and benefits millennials seek, such as flexibility and work-life balance. It suggests gathering insights from influencers and publications on the topic. The campaign would utilize multiple channels, with an emphasis on digital channels like the company website and LinkedIn. It would conduct research through surveys, focus groups, and trend analysis. The goal is to create thought leadership content and measure results through analytics to improve client and candidate acquisition and retention.
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.
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.
The document proposes creating a Sara Lee Young Professionals (SLYP) affinity group to attract, develop, and retain young talent. It summarizes the characteristics of Millennials and benefits of developing talent internally. A steering committee is interviewing potential executive sponsors. The group would provide a voice for young professionals and foster a culture that values their input and career growth.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
What Millennials and young professionals wantChristoph Bauer
This document discusses the desires and expectations of Millennial workers. It notes that Millennials will make up 75% of the workforce by 2025. Millennials value work-life balance, good relationships with colleagues and supervisors, learning opportunities, and a sense of purpose in their work more than high salaries. They expect modern technology and flexible work arrangements. Rigid processes and outdated corporate technology do not meet Millennials' needs and expectations. The document recommends that companies focus on culture, technology platforms, and agile processes to attract and retain Millennial talent.
Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SH...LiderAgenteDeCambio
Repasa los 5 componentes de la caja de herramientas de la Liga de los Intraemprendedores, de la mano de sus autores para convertirte en un Intraemprendedor Social
The document discusses promoting youth entrepreneurship by expanding opportunities and capacity for young people. It notes challenges such as lack of good jobs and declining wages that make entrepreneurship important. The presentation proposes that youth need support developing skills and mindsets to successfully pursue entrepreneurial opportunities through resources like Studio E.
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.
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.
The document proposes creating a Sara Lee Young Professionals (SLYP) affinity group to attract, develop, and retain young talent. It summarizes the characteristics of Millennials and benefits of developing talent internally. A steering committee is interviewing potential executive sponsors. The group would provide a voice for young professionals and foster a culture that values their input and career growth.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
What Millennials and young professionals wantChristoph Bauer
This document discusses the desires and expectations of Millennial workers. It notes that Millennials will make up 75% of the workforce by 2025. Millennials value work-life balance, good relationships with colleagues and supervisors, learning opportunities, and a sense of purpose in their work more than high salaries. They expect modern technology and flexible work arrangements. Rigid processes and outdated corporate technology do not meet Millennials' needs and expectations. The document recommends that companies focus on culture, technology platforms, and agile processes to attract and retain Millennial talent.
Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SH...LiderAgenteDeCambio
Repasa los 5 componentes de la caja de herramientas de la Liga de los Intraemprendedores, de la mano de sus autores para convertirte en un Intraemprendedor Social
The document discusses promoting youth entrepreneurship by expanding opportunities and capacity for young people. It notes challenges such as lack of good jobs and declining wages that make entrepreneurship important. The presentation proposes that youth need support developing skills and mindsets to successfully pursue entrepreneurial opportunities through resources like Studio E.
Here are 3 actions I would implement to engage my Gen Y team members in hotel/departmental KPIs:
1. Involve Gen Y team members in developing strategies and setting team goals for achieving KPIs rather than just presenting targets. This taps into their strengths as collaborative team players and gives them autonomy.
2. Provide regular feedback and recognition focused on strengths and contributions to motivate continued performance. Gen Y values appreciation and wanting to build on their strengths.
3. Encourage innovative thinking on improving processes and challenge the status quo by asking for their ideas and using coaching to guide positive changes. This engages their desire for mastery and challenges them while allowing autonomy.
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
Sorting Truth from Myth regarding Millennial Pay
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this broadcast.
For the full video version of this presentation, visit VisionLink's website at: http://www.vladvisors.com/compensation-knowledge-center/webinars/what-millennials-want-in-a-pay-plan
This document provides an overview of an innovation and design thinking course. It outlines the course learning goals which are to enable students to recognize changing business landscapes, understand design thinking philosophy, and equip students with design thinking tools and frameworks. It also lists the intended learning outcomes which are recognizing limitations of traditional thinking, formulating innovative solutions, developing empathy, and recognizing an entrepreneurial mindset. The course evaluation includes a mid-term exam, design thinking project, and end-term exam. It then introduces the course facilitator and provides testimonials praising his expertise in innovation and design thinking workshops.
A brief introduction to the Entrepreneurial Mindset and how it is different from the traditional mindset taught to students of traditional business or management programs. I deliver regular courses based on these concepts, and regularly help aspiring and experienced entrepreneurs to put these principles to use in the process of creating new ventures.
The document discusses promoting entrepreneurship and social entrepreneurship. It defines entrepreneurs as innovators who implement change by introducing new goods, production methods, markets, supply sources or organizations. Entrepreneurship is crucial for development as it results in lower unemployment, innovation adoption and structural economic changes. Social entrepreneurship addresses social problems through mission-driven initiatives using entrepreneurial approaches to create social value rather than profit. The government can promote entrepreneurship by establishing strong property rights, legal systems and macroeconomic stability.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Criteria for a great marketing book: ideas from psychology, behavioral economics, marketing, advertising, and business about how to influence behavior and buying patterns at the edges of bounded rationality
Leveraging Human experience into Customer experience
More people are unemployed today than at any point in history, including many highly educated young individuals who cannot find jobs due to lack of work experience or lack of job availability. The document describes an organization called Pride and Joy that aims to create opportunities for unemployed youth through an ice cream business model and entrepreneurship training program called the Joy Business Academy. It provides details on the history and goals of the organization, its business areas, team structure, and roadmap to launch an online learning platform and content to help youth develop entrepreneurial skills and mindsets.
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.
Whether you are a nonprofit organization, business professional, an entrepreneur, small business owner, or developing your company’s social media strategy, LinkedIn is a virtual goldmine, offering endless opportunities.
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 future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
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.
2017-09-19 *NON-PROFIT EXCLUSIVE: LinkedIn for Nonprofits - Optimizing Linked...Raffa Learning Community
Whether you are a nonprofit organization, business professional, an entrepreneur, small business owner, or developing your company’s social media strategy, LinkedIn is a virtual goldmine, offering endless opportunities.
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.
The thought process of the entrepreneur varies from a normal person to an extent that it functions differently. Learn about the difference, the role creativity plays, what motivates an entrepreneur and the process of transitioning from Idea to Business opportunity!
Also get an insight why business fail, so that you can avoid those mistakes and how to start a business with low investment.
This document provides guidance and best practices for effectively recruiting and engaging young professionals for volunteer and board service. It defines young professionals as those aged 13-33 and discusses their key motivations, such as making an impact, networking and professional growth. The document recommends providing mentorship, leadership opportunities, and networking events to attract young professionals. It also stresses learning the skills needed to work effectively on boards, such as communication, problem-solving and understanding the organization's goals. Sources to find qualified young professionals for boards include local young professional groups and leadership programs.
I delivered a presentation to senior management at a multinational HR consultancy, where I discussed the topic of ‘Millennials in the Workplace’. Specifically, I was tasked with addressing how I would conduct a marketing campaign on such a pertinent topic, with a view to targeting the organisation’s two key external audiences - clients & candidates. I intend to publish my notes accompanying these slides separately through my LI profile. I hope it makes sense!
Thanks
In today’s global economy, companies are attracting talented workers beyond community borders. With more talented workers using the internet to connect locally and globally, hear strategies using social media to attract, connect and retain workers for your community
Here are 3 actions I would implement to engage my Gen Y team members in hotel/departmental KPIs:
1. Involve Gen Y team members in developing strategies and setting team goals for achieving KPIs rather than just presenting targets. This taps into their strengths as collaborative team players and gives them autonomy.
2. Provide regular feedback and recognition focused on strengths and contributions to motivate continued performance. Gen Y values appreciation and wanting to build on their strengths.
3. Encourage innovative thinking on improving processes and challenge the status quo by asking for their ideas and using coaching to guide positive changes. This engages their desire for mastery and challenges them while allowing autonomy.
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
Sorting Truth from Myth regarding Millennial Pay
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this broadcast.
For the full video version of this presentation, visit VisionLink's website at: http://www.vladvisors.com/compensation-knowledge-center/webinars/what-millennials-want-in-a-pay-plan
This document provides an overview of an innovation and design thinking course. It outlines the course learning goals which are to enable students to recognize changing business landscapes, understand design thinking philosophy, and equip students with design thinking tools and frameworks. It also lists the intended learning outcomes which are recognizing limitations of traditional thinking, formulating innovative solutions, developing empathy, and recognizing an entrepreneurial mindset. The course evaluation includes a mid-term exam, design thinking project, and end-term exam. It then introduces the course facilitator and provides testimonials praising his expertise in innovation and design thinking workshops.
A brief introduction to the Entrepreneurial Mindset and how it is different from the traditional mindset taught to students of traditional business or management programs. I deliver regular courses based on these concepts, and regularly help aspiring and experienced entrepreneurs to put these principles to use in the process of creating new ventures.
The document discusses promoting entrepreneurship and social entrepreneurship. It defines entrepreneurs as innovators who implement change by introducing new goods, production methods, markets, supply sources or organizations. Entrepreneurship is crucial for development as it results in lower unemployment, innovation adoption and structural economic changes. Social entrepreneurship addresses social problems through mission-driven initiatives using entrepreneurial approaches to create social value rather than profit. The government can promote entrepreneurship by establishing strong property rights, legal systems and macroeconomic stability.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Criteria for a great marketing book: ideas from psychology, behavioral economics, marketing, advertising, and business about how to influence behavior and buying patterns at the edges of bounded rationality
Leveraging Human experience into Customer experience
More people are unemployed today than at any point in history, including many highly educated young individuals who cannot find jobs due to lack of work experience or lack of job availability. The document describes an organization called Pride and Joy that aims to create opportunities for unemployed youth through an ice cream business model and entrepreneurship training program called the Joy Business Academy. It provides details on the history and goals of the organization, its business areas, team structure, and roadmap to launch an online learning platform and content to help youth develop entrepreneurial skills and mindsets.
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.
Whether you are a nonprofit organization, business professional, an entrepreneur, small business owner, or developing your company’s social media strategy, LinkedIn is a virtual goldmine, offering endless opportunities.
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 future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
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.
2017-09-19 *NON-PROFIT EXCLUSIVE: LinkedIn for Nonprofits - Optimizing Linked...Raffa Learning Community
Whether you are a nonprofit organization, business professional, an entrepreneur, small business owner, or developing your company’s social media strategy, LinkedIn is a virtual goldmine, offering endless opportunities.
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.
The thought process of the entrepreneur varies from a normal person to an extent that it functions differently. Learn about the difference, the role creativity plays, what motivates an entrepreneur and the process of transitioning from Idea to Business opportunity!
Also get an insight why business fail, so that you can avoid those mistakes and how to start a business with low investment.
This document provides guidance and best practices for effectively recruiting and engaging young professionals for volunteer and board service. It defines young professionals as those aged 13-33 and discusses their key motivations, such as making an impact, networking and professional growth. The document recommends providing mentorship, leadership opportunities, and networking events to attract young professionals. It also stresses learning the skills needed to work effectively on boards, such as communication, problem-solving and understanding the organization's goals. Sources to find qualified young professionals for boards include local young professional groups and leadership programs.
I delivered a presentation to senior management at a multinational HR consultancy, where I discussed the topic of ‘Millennials in the Workplace’. Specifically, I was tasked with addressing how I would conduct a marketing campaign on such a pertinent topic, with a view to targeting the organisation’s two key external audiences - clients & candidates. I intend to publish my notes accompanying these slides separately through my LI profile. I hope it makes sense!
Thanks
In today’s global economy, companies are attracting talented workers beyond community borders. With more talented workers using the internet to connect locally and globally, hear strategies using social media to attract, connect and retain workers for your community
How to find employees in Romania and What motivates them?Ana Ber
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
Using Social Media as a Recruitment Tool | Webinar Presentation SlidesAdecco Staffing, USA
It’s no surprise that social media is infiltrating every industry within the business world.
We know it as a great tool for attracting consumers, but did you know it’s also advantageous for attracting new employees?
In the "Social Age", it’s essential for recruiters, or those looking to hire new employees, to have an up close and personal relationship utilizing various techniques to maximize your results.
In this webinar, learn how to best use social media as a recruitment tool, and where to go to find qualified jobseekers within your industry. Throughout the hour, we discuss:
- The Current Employment Landscape
- The Job Seeker Journey
- The Effectiveness of Using Social Media to Recruit
- Your Personal Brand
- Developing Your Social Media for Recruitment Strategy
- ROI of Social Recruiting
Cutting Edge Consulting Marketing Media Plan Book (Senior Capstone Project)Mckenzie Imhoff
This document provides a marketing plan book for InclusionINC created by Cutting Edge Consulting. It includes an executive summary, situation analysis looking at the company, products/services, consumers, market/industry, and competition. The goals are for InclusionINC to become well-known locally and on social media, create national buzz, increase clients, stand out from competitors, and increase website traffic. The target markets are senior leaders and mid-level managers who are influential decision-makers seeking to improve teamwork. The creative executions include direct mail, LinkedIn ads, Twitter posts, SEO, expositions, and conferences. An evaluation will assess clients, social media interactions, and client interviews after 4-6 months.
Social Business Strategy & Plan 8 Steps to Develop & Sustain Social BusinessPam Moore
The document discusses social business strategies and tactics. It provides tips for developing a social business plan, including determining objectives, knowing your audience, mapping your vision/journey, establishing executive support, creating a roadmap and governance guidelines, securing resources, and investing in the right technology. The overall message is that social media should align with and support core business goals, with a focus on people over tools and a holistic strategic approach rather than random acts of marketing.
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
“You can still dunk in the dark.” Those are Oreo’s now-famous words heard around the social media world, and the creative concept behind a great example of the new wave of real-time marketing. It’s is where Logic meets Magic!
You will learn:
Plan for real-time opportunities that transcend multiple channels
Get results that move campaigns beyond hype via social
Employ best practices for developing a program for real-time marketing
This document discusses using content and social media to attract top talent. It argues that traditional employer branding focused too much on self-promotion and that the modern landscape requires a new approach focused on engaging candidates through interesting, educational content. It recommends thinking like a content marketer by producing content that inspires, educates and entertains candidates rather than just promoting the company. It also emphasizes using search engine optimization and social sharing to boost content's reach. Examples from successful companies like Rackspace and RedBalloon are provided that focus on authentically representing their culture through employee-generated content.
This document discusses best practices for building an employee advocacy program on LinkedIn. It recommends selecting champions who are influential internally, defining program goals and guidelines, providing training to champions on social media and personal branding, offering tools and resources to make participation easy, and promoting champions' activities both internally and externally. It also includes tips for creating a social media policy and guidelines for personal and corporate social media use. The overall goal is to empower employees to become advocates for the company brand in a way that strengthens engagement and trust.
Millennials In The Work Place: Driving Productivity & Innovation From This Un...When I Work
Milliennials make up 80 million members of the US population, and counting. They will be 50% of the workforce by 2020. Here's how to drive productivity and innovation from this unique workforce generation.
The document discusses ideas for an integrated talent branding campaign for Acme. It provides examples of current recruitment branding campaigns and employer brands. It suggests that Acme focus on good/innovative work, work-life balance, and societal impact. Ideas are presented for connecting with millennials through social media and mobile-friendly engaging content. Campaign ideas focus on health and hobbies in the workplace. Executing major campaigns would require some traditional advertising to generate buzz.
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2. Overview
“To produce a marketing campaign(s) and idea(s) around
millennials in the work place. We would like to see ideas that target
both clients and candidates using a variety of channel(s) as
appropriate.”
“The presentation should be based on what millennials want
regarding certain working conditions and benefits that traditionally
are not in place. We’d like to see some ideas around what we could
do for clients and candidates on this subject.”
To start, it’s important for me to reinforce the initial task/requirements, highlighting key
words which set out the agenda for the presentation.
3. Millennials
• Also known as ‘Generation Y’
• Anyone born between
1981 and 1996
(ages 22 - 37 in 2018)
However, my initial thoughts:
• Technology / working environment
• ‘Millennials’ born between 1981 - 1989
• More in common with late
‘Generation X’ (i.e. late 1970’s)
• Less in common with late Millennials
(i.e. 1990 - 1996) and ‘Generation Z’
I wanted to make a few personal observations about the topic of ‘generation labelling’ -
after all, what might an organisation (particularly in the HR/recruitment sector) achieve by
doing this?
My rationale [albeit rather subjective] is that early ‘Millennials’ have more in common with
late-‘Generation X’ compared with late-‘Millennials’ - particularly in the context of working
environments and, moreover, technology use and dependency!
From a personal perspective, I had - and still have - more experiences in common with my
‘Generation X’ friends (particularly those born in the late 70s) than I do with later
‘Millennials’ (those born in the 90s).
4. Millennial Factors
• In a world so connected, we’ve never felt so disconnected
• Interpersonal skills
Staying informed,
Keeping in touch
Ignorance
is bliss
Information
overload
This simplistic diagram sums up my take on the wider use of technology, on a personal and
professional level.
I explain how one extreme (‘information overload’) or the other (‘ignorance is bliss’) can
prove detrimental in a professional context. For example, their impact on interpersonal
skills with key internal and external stakeholders.
An ideal scenario would see millennials using technology in a balanced way to ‘stay
informed and keep in touch’, but the reality is somewhat different.
6. Influencers
• Brigette Hyacinth
• 900,000+ LinkedIn ‘followers’
• Bestselling author
• International keynote speaker
• Leadership and management
• Human resources
• Social Media Marketing & Influencing
• Digital Transformation and Artificial
Intelligence
For any campaign, it’s important for me to recognise – or at least appreciate – the relevant
views and opinions of those who are highly regarded and receive positive attention for
their take on HR/recruitment trends in the commercial world.
For the purposes of this presentation topic, I pick out a couple of Influencers who stand out
to me:
The first being Brigette Hyacinth, whose empathy and understanding of people’s
employment/workplace circumstances have made an incredible impact, particularly for
those facing pertinent issues in their careers – be it goals, pathways, judgement calls, work-
life balances… the list goes on!
The next slide goes through some of her key highlights which relate to this campaign’s
requirements.
7. Brigette Hyacinth
• 5 Things That Make Loyal Employees Leave
• Micromanaging
• No opportunities for growth and development
• Lack of empathy
• Not supporting work life balance
• Not recognising and rewarding employees efforts
• “…a study by Future Workplace showed that Millennials expect to
stay in one job for less than three years.”
• “We need leaders with human qualities who will put people first.”
Source: LinkedIn (www.linkedin.com/pulse/5-things-make-good-employees-quit-brigette-hyacinth)
8. Influencers
• Simon Sinek
• Over 1.5 million LinkedIn ‘followers’
• Founder and Visionary
• Start with Why
• “People don’t buy what you do,
they buy why you do it” Why
How
What
The next influencer, Simon Sinek, is a well-known entrepreneur advising on leadership
qualities, working environments and workforce productivity. He has a unique ability to take
a philosophical yet practical view on human resource topics, relating it to each and
everyone’s professional circumstances.
I highlight his following work:
• ‘Start with Why’ – his practical take on leadership
(https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action)
• ‘The Millennial Question’ – his philosophical take on millennials in the workplace (next
slide)
Both of which I will never grow tired of watching!
The next slide goes through some of his key highlights which relate to this campaign’s
requirements.
9. Simon Sinek
• ‘The Millennial Question’
• * “Job satisfaction and strength of relationships… there ain’t no app for that!”
• Message to Millennials: “Too many companies you will work for are not built to
take care of you. Until that changes, please take care of each other.”
Source: YouTube (https://youtu.be/vudaAYx2IcE)
They are tough to manage
Accused of being:
Millennial happiness hard to achieve
4 key characteristics:
Entitled Parenting
Narcissistic Technology
Self-interested Impatience*
Unfocussed Environment
Lazy
10. Publications
• Inc.
• ‘What do Millennials want from their
employers, exactly?’
• Freelance flexibility with full time stability
• The power of flexible working arrangements
• The future of work
• Bottom line: discretionary effort
• Related reports
• Deloitte ‘Millennial Survey 2018’
• IBM and Globoforce ‘Employee Experience Index’
Credit: Getty Images
As well as Influencers, campaign content ideas can also derive from relevant Publications.
Inc. for example, is an American weekly magazine with an established website and an abundance of
blogs. They provide articles and insights on ‘hot topics’ for SMEs - one of which I highlight in this
slide, ‘What do Millennials want from their employers, exactly’:
• Flexible working arrangements - Focussing on what Millennials seek in their careers, such as
flexible time, recruitment, role, location / remote workforce
• The future of work - Millennials are influenced by the internet of things / seeking a better work-
life balance and stronger engagement / wanting the best of both worlds / striving for a sense of
entitlement (seen as a negative) and ownership (seen as a positive)
• Discretionary effort – Employers must take responsibility to create an environment for a positive
work experience, which will achieve higher levels of:
- Productivity (an acronym I’ve always liked is ‘ABCD’ = Above and Beyond the Call of
Duty)
- Sustainable competitive advantage
- Professional AND emotional commitment
Here’s the link: https://www.inc.com/marcel-schwantes/what-do-millennials-want-from-their-
employers-exactly-this-study-sums-it-up-in-1.html
11. Initiatives
• ‘Heads Together’ campaign
• Mental health and well-being
• Online portal
• Information, advice, training
• Managers and employees
• Blue-chips to start-ups
• Survey of 44,000+ employees (Source: Mind)
• Cost to UK employers (Source: Deloitte)
There are many initiatives which set out to highlight and address pertinent issues and
trends in the workplace.
Heads Together has been spearheaded by the Duke & Duchess of Cambridge. This is a new
mental health initiative with a dedicated web portal called ‘Mental Health at Work’. Here
are some key points:
• Aimed at large and small businesses alike (small businesses in particular may not have
dedicated HR teams and support networks at their disposal)
• It supports managers as well as struggling employees
• Survey of more than 44,000 employees – 48% have experienced poor mental health. 1 in
4 workers remain silent about anxiety, low mood and stress (Source: Mind)
• Cost to UK employers between £33bn & £42bn (Source: Deloitte)
Although relevant to the topic, these stats do not focus on the Millennial generation, so if
the campaign proposal were to receive approval I would delve deeper into this research to
establish the demographic breakdowns.
12. Market research
• Primary
• Questionnaires
• Surveys
• Focus groups
• Testing (aptitude & psychometric)
• Secondary
• Social trends
• Published reports
• Articles & trade journals
• Competitor analysis
Both primary and secondary research will add value to this campaign, albeit the latter
requires less resource to undertake (i.e. time/budget). Exactly how much time and money
is spent depends on how significant the topic/campaign is to the client.
As the campaign is intended for clients and candidates, we must consider which research
outcomes will prove constructive for both stakeholders - and therefore which research
methods should be undertaken:
• Surveys
• Focus groups
• Social trends / demographics
• Articles / trade journals
Others are of course relevant as well, but these stand out to me.
13. Thought leadership
• Compelling content
• Fundamental to any campaign
• Success stories
• A day in the life
• Case studies
• Who, what, when, where, how, why
• Corporate social responsibility / sustainability
• Industry news and trends
Thought leadership offers a unique perspective on any topic and can take many forms,
some of which I allude to in the slide. I would suggest a combination of these in order to
raise the profile and optimise exposure of this campaign.
For example, ‘A day in the life’ can provide a personal and professional perspective on a
Millennial’s work experiences, depending on their industry sector… being careful not to
‘stereotype’ or ‘marginalise’.
14. Campaign
Channels
Having conducted research on ‘Campaign Content’ ideas, we should then consider how we
can promote our message through the most effective ‘Campaign Channels’ .
15. Digital
Website
• Newsletters
• Page creation
• Page updates
• Blog posts
• Links
• Forms
Social media
• LinkedIn
• Company / Showcase pages
• Affiliated companies
• Regular updates
• Sponsored content / ads
• Facebook
• Instagram
• Twitter
Digital encompasses some of the more obvious channels the company should exploit for the greatest
potential campaign exposure…. IF, of course, it is planned and executed with a carefully considered timeline /
timescale.
The website, for example, can be updated in several different ways to promote this campaign, whilst lending
itself effectively to organic SEO.
A premium ad SEO campaign could be executed over a relatively shorter period of time (say 2 – 3 weeks), but
In my view ROI comes from longer-term organic success.
As for social media, my priorities would be LinkedIn and Twitter for Clients. Twitter relates more specifically
to ‘Events’ (next slide).
For Candidates, I’d be looking at LinkedIn, Facebook and possibly the likes of Instagram and YouTube for their
visual impact / emotional connection with the target audience (if done correctly) especially around working
conditions and environment.
What are the calls-to-action? Does the reader need to fill in a short enquiry form to subscribe, meet, receive a
call back, further research, etc.
For any campaign, my number one principle for online activity is this - the website should link to everything;
everything should link to the website.
Linkages are key, both for SEO and user-experience. Get those right for both stakeholder groups and results
will follow.
16. Events
Representation
• Sponsor
• Keynote speaker
• Exhibitor
• Delegate / attendee
Type
• Conferences
• Tradeshows / exhibitions
• Roundtables
• Seminars
• Focus groups
We should never underestimate the value and importance of face-to-face / offline
interactions with our key audiences.
Events can work extremely well when combined effectively with online efforts. It is a
significant opportunity to highlight a campaign, report, service offering, etc.
For example, keeping Twitter followers updated with your movements at a
conference/exhibition:
• “I will be delivering a keynote speech this afternoon to discuss key themes and trends on
‘Millennials in the workplace’ – hope to see you there. Look forward to answering your
questions”
…. Or …..
• “Don’t forget, we will be at stand [xx] today – come and visit us for further insight on our
latest report findings”
18. Omni-Channel Campaign
• Emphasis toward online activity
• Specifically the website and LinkedIn
• Paid solutions in short-term (3-4 weeks)
• Website – premium SEO
• LinkedIn – sponsored content / ads
• Organic growth thereafter
• Website – keywords, links, metatags
• LinkedIn – likes, commenting, sharing
• Printed materials
• Presentation slides
I felt that a multi-channel marketing campaign, with a focus on web / social media activity
(more specifically, LinkedIn) would be most relevant, given the subject matter and intended
target audiences. Adding to my points on the slide:
Website – new article; specific calls-to-action; homepage prominence for 3-4 weeks;
client/candidate login for specifics (e.g. findings & professional conclusions on the topic).
LinkedIn – new post; link to webpage(s); paid campaign targeting intended demographic for
3-4 weeks; employees to share with their respective networks; highlight in relevant
LinkedIn groups.
Offline efforts should also be considered - hardcopy formats such as ‘factsheets’ as well as
‘presentation slides/handouts’ for the purposes of key meetings with clients and
candidates.
19. Target audiences
Clients
• Productivity
• Synergy
• Return on
investment
Integrated
Candidates
• Career prospects
• Use of tech skills
• Level of autonomy
• Work/life balance
The purpose of this slide is to differentiate key themes for the intended campaign target
audiences – Clients and Candidates. There are findings and messages we will want to
specifically convey to each.
That said, some of these themes are relevant to both audiences, which can be used to form
an integrated campaign. The intention is to achieve synergy – the ‘whole’
[result/readership] being greater than the sum of its ‘parts’ (i.e. we could achieve a greater
result if we produce a compelling – albeit more challenging – integrated approach to this
campaign).
21. CRM
• Client / Candidate relationship management – GDPR & Opt In
• Key performance indicators and metrics – the AIDA model
• Return on investment
• New business / client & candidate acquisition
• Repeat business / client & candidate retention
• Intangible - reputation and loyalty
Awareness
• Impressions
• Referrals
Interest
• Clicks
• General
enquiries
• Sharing
Desire
• Inbound
calls
• Meetings
Action
• Applications
• Contracts &
long-term
agreements
How do we start to measure results of the campaign?
• It’s important to have an effective CRM system for logging interactions throughout the
campaign’s lifecycle, being mindful of GDPR & ‘Opt-In’ protocols.
• There are many variations of marketing model used to depict and measure KPIs /
metrics through the ‘customer acquisition’ process. My preferred choice is one that’s
been around for some time - AIDA. It’s both simplistic and reliable in helping to clearly
define ‘calls to action’.
• ROI and Profit are the campaign’s ultimate objectives. For example, measurable results
from online activity against CPC (cost per click) and/or CPM (cost per thousand
impressions).
22. In conclusion…
“Industry has a responsibility to make up the
shortfall and help this [millennial] generation build
their confidence, learn patience, learn social skills,
find a better balance between life and technology;
because quite frankly it’s the right thing to do.”
- Simon Sinek
In my view, all comms and campaigns about millennials in the workplace should be
influenced by the underlying principle set out in the following quote…