The document discusses strategies for engaging multigenerational workforces, with a focus on millennials. It notes barriers like negative stereotypes between older and younger workers, as well as differences in communication styles and values. Millennials seek opportunities for career growth, meaningful work, flexibility, and a sense of purpose. They prioritize work-life balance, learning and development opportunities, and non-traditional rewards like travel and wellness benefits. Engaging millennials requires developing these skills and providing continuous feedback, learning experiences, and a millennial-friendly culture that leverages technology.

1. Page 1
Multigenerational Workforce: Engaging the Millennials
‘Lola Esan
Director, People and Organisation
EY West Africa

2. Page 2
The Modern Employee
Mobile, overwhelmed, on-demand, distracted, collaborative, impatient and empowered…
Attract
me
Inspire
me Support
me
Develop
me
Involve
me
Connect
meExtend
me
Value
me
65%
of employees say they
would take a new boss over
a pay raise
74%
of generation Z agree that
business has a
responsibility to create a
better world
>50%
of firms have been forced
to inflate salaries to well
above market rates, to
secure candidates
47%
of workers want to change
jobs in the next 12 months
Source: EY Seren (2018) - How to create an engaging Employee Experience and keep it

3. The New Normal
Mobile, overwhelmed, on-demand, distracted, collaborative, impatient and empowered…
The Modern Employee
Attract
Me1 Inspire Me2 Support Me3 Develop Me4 Involve Me5 Connect Me6 Extend Me7 Value
Me8
65% of employees
say they’d take a new
boss over a pay raise
74% of Generation Z
agree that business has a
responsibility
to create a better
world
5% increase in
employee
engagement
correlates to
0.7% increase in
operating margin
Average USworker spends
25% of their
time
reading and answering emails
The average mobile phone user
checks their device
150 times / day
with particular skills in the past
year
90% of employers
Have had trouble recruiting someone
>50% of firms
have been forced to
inflate salaries
to well above
market rates to
secure candidates
47% of workers
want to change
jobs in the
next 12
months
Skills shortages cost
UK businesses
£2bn / year
Average human attention
span
has fallen from 12 seconds in
2000 to around 8 seconds
today
5 different generations
In the workplace with different needs
70-80% of jobs
Will disappear in the next
20 years
(they will be replaced by
new jobs…hopefully)
The future workforce
includes
robots & contingent
workers
3x moreMillennials
Likely to expect a
purposeful,
personalised experience
of work

4. Page 4
For the first time ever, today’s workforce
includes five generations working together.
As each generation has different work
expectations, this multigenerational
workforce presents a critical challenge for
business leaders.
BABY BOOMERS
MILLENIALS
GEN X
GEN Z
Who is at Work Today
TRADITIONALISTS
( 1930-1945)
( 1946-1964)
( 1964-1979)
( 1980-2000)
( 2000)

5. Page 5
Barriers facing Multigenerational workforce
NEGATIVE STEREOTYPES
Lazy. Entitled. Tech obsessed. Overeager. These are just a few of the terms that come to mind for many older workers
when they think of millennials. Younger workers may also perceive baby boomers as difficult to train and stubbornly set
in their ways
COMMUNICATION STYLES
The differences in styles of communication between young and older employees may be obvious. Millennial rely on
utilizing social media or other digital technologies to communicate with people in their environment, whereas Baby
Boomers and older Generation X’s prefer communicating face-to-face or via phone calls and emails.
VALUES
Each of the generational cohorts brings different values to the workplace. Influential events such as economic recessions,
periods of war and developments within technology shaped values in a way differing from one generation to the other.
While Baby Boomers value individuality and place importance on material success, Millennials value social activities,
personal freedom and workplace engagement.
AGE
A preference exists among employees to work and interact with people of similar age. In a world of age-diverse
organizations, this will create new workplace challenges for leaders to learn the intentions and specific traits of all ages
and find a way to integrate them in cohesive teams.

6. All Employees want the same things…
Opportunity Organisation People Work
► Compensation
► Health benefits
► Retirement benefits
► Vacation
► Development
opportunity
► Future career
opportunity
► Growth rate
► Meritocracy
► Stability
► Empowerment
► Environmental responsibility
► Ethics & integrity
► Formality of work environment
► “Great Employer” recognition
► Inclusion & diversity
► Camaraderie
► Collegial work
environment
► Co-worker quality
► Manager quality
► People management
► Senior leadership
reputation
► Business travel
► Innovative work
► Job-interests alignment
► Level of impact
► Location
► Recognition
► Work-life balance
Employee Value Proposition
The set of attributes that the market and employees perceive as the value they gain through
employment in an organization
Rewards
“Never take lightly that becoming an employer puts another person’s ability to provide for their life in your
hands.” Amber Hurdle-Author

7. Why are Millennials such a Hot Topic?

8. Page 8
Source: EY & EIG National Survey of Millennials
The Millennial Mindset
Of Millennials recognize
that hard work is an
important factor to get
ahead in life .
83%
Would move to a
different part of the
country for a better job
or access to better
opportunities
64% Would add an hour to
their commute for a
better job
63%
Consider entrepreneurs
successful
78% Of Millennials have
considered starting their
own business
62%
Millennials recognize that
taking risks and being
willing to fail are important
to getting ahead in life
71%
Of Millennials identify as
independents
47%
Millennials believe that
the government makes
it difficult for people to
succeed in starting their
own businesses.
59%
Of Millennials still believe
the best way to advance
their career is to climb the
corporate ladder.
44%
Of Millennials believe
their standard of living
will not be better than
their parents’
54%
Born between 1980 and
2000
Annual spending power: $1.5
trillion
50+% of the workforce by
2020
74% prefer flexible working
hours

9. 2025The year when Millennials will
account for ¾ of working-age
people
65%Of Millennials seek financial
planning and retirement
benefits from their employer
work-life balance
it’s all about
that
work-life
Integration
9 out
of 10
Millennials consider a
company’s social impact
when joining a company
Management
must adopt work
culture in line with
millennial
preferences
Millennials like companies that
host social
events for employees
Millennials Have Unique Job Considerations
64%Of Millennials say they want
their job to make the world a
better place
Lack of career and professional
development is a top reason as to why
millennials leave companies
Strong appetite for working
overseas and majority expect and
want to do an overseas
assignment during their career

10. Self-centered
Entitled
Idealist
Creative
Dependent
Key factors of differentiation
Self-aware
Persistent
Realist
Innovative
Self-reliant
19 – 39 years old 12 – 19 years old
Millennials Gen Z > Intuitively deliver on their constantly evolving needs.
> Make them part of the solution
> Demonstrate respect and loyalty before asking for it.
Let’s not forget who’s around the corner
So, now what?
Feed younger generations’ hunger to learn
Career-focused perks and professional development opportunities
that help them stay ahead of the curve, are more important than
flexible schedules and open work environments.
Speak to their independent nature
Gen Z and Younger Millennials want to take things into their own hands
when it comes to the workplace. They want to set their own goals and
have their opinions heard
Crack the gender equality code
companies that identify and work through the perceived or imposed barriers to
gain the loyalty of these women will gain short- and long-term competitive
advantage.

11. What do Millennials Want?

12. Travel
rewards
Credit for food
delivery services
Cafeterias with
organic food
options
Gym
memberships
ID theft
protection
Flexibility on
holidays
Labs with
new software
Attracting and Retaining Millennials
Emerging
Non-
Traditional
Rewards
Recognize short-term employee
performance with performance and
results-based compensation
Offer non-traditional rewards
and healthcare, financial and retirement
planning benefits
Offer learning and
development opportunities through
experiences

13. Strategies for effectively attracting and retaining Millennials
Developing
► Constant Feedback
► Continuous Learning through various learning methods
► Global Careers
Managing
► Promote a millennial friendly environment, by leveraging technology
& managing intergenerational tension
Attracting
► Ample opportunities for career progression & personal development
► Reputation/Image matters
► Flexible working environment

14. EYngaging Millennials
 Flexible Working -Flextober
 Provision of Meaningful Work
 Take5Fridays
 Digital and Collaborative Work and Learning Tools
 Global Talent Resourcing
 Focus and Leadership Commitment to Diversity and Inclusion Agenda
 Community of Connected Employees
 Investment of time, resources and energy to listen and stay connected with
employees e.g. Global People Survey, Quarterly Leadership Meet-Ups
 Investment and promotion of Volunteering and CSR
75%
Millennial
Population

15. How will Millennials secure the future Workplace?

16. Source: The Millennial Economy 2018
35%
of millennials worry a lot about having good-paying job opportunities in the
future.
In 2016, 50% of millennials worried a lot about having good-paying job opportunities in the future
56%
of millennials are focused on learning new technology as part of their job
8% believe their education did not prepare them to use or compete with new technologies
12%
of millennials worry a lot about automation jeopardizing
their jobs
A McKinsey report estimates that 400 million to 800 million jobs worldwide could be automated by 2030.

17. The Millennial Economy
Source: The Millennial Economy 2018
► 86% of millennials believe working hard is an extremely or very important
factor in getting ahead in life, and 36% think staying with one company and
working your way up the ladder is the best way to advance your career,
consistent with 2016
► Millennials see themselves as their best resource for career development
► They think that hard work, and not luck, is the key to getting ahead in life
67% believe taking risks is extremely or very important to getting ahead in life

18. Why Millennials will help your Workforce succeed
Millennials are the future of the global economy. It is a generation that delivers results efficiently, learns quickly, and helps organizations adapt to the
digital age
They are more tech-savvy
Technology itself is also beginning to have far-reaching implications for the business world. They can help you leverage the power of
technology to improve and succeed growing your business
1
They value career progression
Millennials are very goal-oriented and are constantly looking for ways to improve their role in the organization. They can help to boost
morale and their inner drive will encourage them to think outside the box and drive themselves forward towards success.
2
Millennials are very ethical
As Millennials enter the workforce, organizations will be more influenced and encouraged to abide by their ethical obligations and have a
positive impact on society around them. This can not only help make the organization a positive force, it will also make it easier to build
relationships with consumers
3
Millennials are an educated group
Millennials are becoming the most educated generation in history. Your organization can reap the benefits of this education in the form of
critical thinking skills and strong work ethics.
4

19. Millennials and the Future of Work
Millennialsare often portrayed as apathetic, disinterested,tuned out and selfish. None of those adjectivesdescribe the MillennialsI've
been privilegedto meet and work with...
Chelsea Clinton
Technology Innovation Changing Workforce Disruption Changing
Service Delivery Model
19
• Confident and have a “can-do” attitude
• Optimistic and hopeful, yet practical
• Believe in the future and their role in it
• Expect a workplace that is challenging, collaborative, creative, fun, and financially rewarding
• Goal and achievement oriented
• Think in terms of the greater good and have a high rate of volunteerism
• Force conversations about ‘uncomfortable topics

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Creating an enabling environment for Millennials and
Gen Z

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Use multiple communication Modes ensures all
generation gets the information
Because not all generations value the same thing, they
may not be motivated in similar ways. Flexible perks
and benefits allow you satisfy everyone.
Diversify
Communication
strategies
Reverse
Mentoring
Flexible Benefits
If you remain open to new ideas, the various
viewpoints can provide you with unexpected
insights and solutions )
Keep an open
mind
Encourage collaboration between old and young
employees to help build a stronger team environment.
Bridging the Gap…

22. Embracing the Future
1. Monitor Generations at work
2. Go Digital
3. Promote Wellness
4. Reward Innovation
5. Increasetransparencyaroundcompensation
6. Rethinkpractices aroundrewards and careerprogression
7. Embrace Moonlighting, Freelancing, Side Hustling
8. Flexi Policies; LeaveBanking, Telecommuting, CareerSabbatical, Abolish
WorkingHours
9. Customisation
10. Monitor EmployeePerception
11. IntegrateDisruption into the Operating Model
12. Focus of EmployeeDevelopment and EmployeeExperience
13. Ongoing coachingconversation
14. RegularTrainingfor Line Managers and Appraisees

23. 1. Instill urgency to overcome the inertia of success :Success frequently complicates and hinders the objective of culture change. A long track
record of past success can engender complacency because it seemingly validates the current culture
2. Bring the outside in to change ways of thinking: Changing how an organization perceives the threat of disruption and seizes on innovation
opportunities can’t be achieved in isolation. Leaders and teams must get out of their comfort zones and interact with the outside and identify the
new attributes that need to be cultivated inside the organization
3. Learn positive lessons from failure: Changing the organizational perspective on failure as something to be feared
4. Remix talent to drive change: Change the talent mix to favor innovation, openness to change and entrepreneurialism
5. Measure and incentivize to change behaviors: Clearly define the behaviors that lead to rewards and promotion
6. Move from “doing” to “being”: “Everything boils down ultimately to culture, and the ability of people to move ahead and think of new solutions
without everyday reminders from the top,” says one of the study’s CEOs
Source: EY 2018 CEO Survey
Prerogatives for Leadership

24. Page 24
Quick Recap…Why do Millennials Matter?
1 The Millennial Economy 2018
2 The Executive’s Guide to Engaging Millennials
Millennials were
born between 1980
and 2000
The millennial generation will shape the world of work for years to come, and attracting the best of them is critical to the future of every business.
Millennials are self-
reliant and know
the best way to get
ahead in life is
through hard work.
Millennials’ primary
priority is pay
equity, but flexibility
is also important in
their career1
One of the defining
features of the
Millennial
generation is their
affinity with the
digital world
Millennials are 22x
more likely to stay
in high-trust
environment than a
low-trust one.2
They are
uncomfortable with
rigid structures and
turned off by
information silos

25. Page 25
Millennials are more aware of society's many challenges than previous
generations and less willing to accept maximizing shareholder value as
a sufficient goal for their work.
They are looking for a broader social purpose and want to work
somewhere that has such a purpose …Micheal Porter
In summary

26. Q
& A