This document summarizes research from a team of millennials on what attracts and retains millennials to organizations and Northern Virginia. The team analyzed 28 sources, identified 21 themes and developed 5 stories. Story 1 describes millennial characteristics such as being naturally disloyal but loyal to companies sharing their values, enjoying technology, and preferring collaboration. Story 2 notes that millennials currently prefer cities and walkable, diverse areas with jobs, schools, and amenities. Story 3 finds that pay and benefits are most important to millennials. Story 4 discusses millennial values like ethics, social responsibility, and diversity. The research provides insight but did not deeply compare generations or establish clear generation timeframes.
This is my take on Generational Marketing , based on USA and EU data, and it's application in positioning, marketing and segmentation. This presentation was meant for internal training and borrows content available on the internet. I do not claim any ownership of the material included in this presentation.
Ever wondered why the two hottest words in marketing today are “Millennial” and “Multicultural”?
Well the short answer is that the Millennial Generation (18-34) rules category after category and Multiculturals are their heart and source of vitality and growth.
Andy Halley-Wright, VP Planning and Research at Y&R/Bravo Miami, looks at how despite millennials coming of age in dire economic times, they are optimistic, open minded and brave. And in the home of the brave, the American Dream burns brightest in multicultural millennial hearts. Naturally various life stages and different mindsets fall between the ages of 18 and 34. In fear of over simplification, the younger cohort (18-24) are “Explorers” (4Cs) driven by the mega need of discovery while the older segment (25-34) are “Aspirers” (4Cs) motivated to make a mark and to show the world that they are making it.
"Born in a digital world, eight in 10 Millennials in America own a smartphone. They are always on, always connected – like 1 in 2 are tweeting, liking, emailing, you-tubing or whatever; while on the toilet! No generation has ever spread the word about themselves and help build or break brands like this generation. And again, Hispanics are at the bleeding edge, especially when it comes to mobile," he writes.
If “Millennial” and “Multicultural” are the two hottest words in marketing today, the two most important commandments they impart are that the marketer should “Embrace Diversity” and “Be Participatory.” Of course, that’s easier said than done.
For the first time ever, there are four generations (Traditionals, Baby Boomers, Generation X and Millenials) in the workplace. This can be the root of many communication issues, ranging from employee interaction to job seekers interfacing with younger hiring managers and recruiters. In this presentation, I attempt to shed some light on generational characteristics as well as share relevant communication tips. Thanks to all who attended the event and requested the content. Any questions, let me know in the comments below or by contacting me (info on the last slide). I am also considering creation of a companion video for this presentation; LMK what you think.
This is my take on Generational Marketing , based on USA and EU data, and it's application in positioning, marketing and segmentation. This presentation was meant for internal training and borrows content available on the internet. I do not claim any ownership of the material included in this presentation.
Ever wondered why the two hottest words in marketing today are “Millennial” and “Multicultural”?
Well the short answer is that the Millennial Generation (18-34) rules category after category and Multiculturals are their heart and source of vitality and growth.
Andy Halley-Wright, VP Planning and Research at Y&R/Bravo Miami, looks at how despite millennials coming of age in dire economic times, they are optimistic, open minded and brave. And in the home of the brave, the American Dream burns brightest in multicultural millennial hearts. Naturally various life stages and different mindsets fall between the ages of 18 and 34. In fear of over simplification, the younger cohort (18-24) are “Explorers” (4Cs) driven by the mega need of discovery while the older segment (25-34) are “Aspirers” (4Cs) motivated to make a mark and to show the world that they are making it.
"Born in a digital world, eight in 10 Millennials in America own a smartphone. They are always on, always connected – like 1 in 2 are tweeting, liking, emailing, you-tubing or whatever; while on the toilet! No generation has ever spread the word about themselves and help build or break brands like this generation. And again, Hispanics are at the bleeding edge, especially when it comes to mobile," he writes.
If “Millennial” and “Multicultural” are the two hottest words in marketing today, the two most important commandments they impart are that the marketer should “Embrace Diversity” and “Be Participatory.” Of course, that’s easier said than done.
For the first time ever, there are four generations (Traditionals, Baby Boomers, Generation X and Millenials) in the workplace. This can be the root of many communication issues, ranging from employee interaction to job seekers interfacing with younger hiring managers and recruiters. In this presentation, I attempt to shed some light on generational characteristics as well as share relevant communication tips. Thanks to all who attended the event and requested the content. Any questions, let me know in the comments below or by contacting me (info on the last slide). I am also considering creation of a companion video for this presentation; LMK what you think.
Generation Y is taking over the workplace and it’s sooner than you think. By 2025, they will comprise 75% of the workforce.
Due to demographic shifts, including more experienced Baby Boomer workers retiring, it is essential to engage Generation Y now so they are able to fulfill expected talent shortages in the near future. Developing a strong leadership pipeline and expertise are key to business continuity.
Unfortunately, many organizations are not prepared to attract, engage, and retain Generation Y employees because they continue to use management practices that are off target. Neglecting to engage Generation Y will result in talent shortages, turnover expenses, and a damaged reputation.
Generation Y had a different upbringing than the Baby Boomers and Generation X; however, much of what they demand in the workplace will engage the entire workforce, not just their demographic. Engaging Generation Y is as much about modernizing your workplace as it is about creating an environment to capture the best new talent; the ROI is far-reaching.
Learn more about the trends that are shaping the future of work and how embracing technology and the social web can help organizations to capture the millennial workforce and enhance organizational performance.
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.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Millennials are bending and breaking the traditional rules, while becoming fast, aggressive new competitors. They’ve been described as the “Me Generation” and:
Get bored quickly
Seek meaningful work
Enjoy constant change
Desire professional development
Crave instant gratification
Learn more about Millennials in order to more effectively recruit, retain, manage and motivate them in the workplace.
Leadership in the age of Participation Trophies appears ever more challenging for those entering or existing in the leadership space, especially in the public sector. Observations from the field present a challenging picture of applying yesterday’s solutions to today’s problems.
The fact is that the oldest of the "millennials" are now almost 40 and have had the same things in life happen to them that every generation before them had (bankruptcy, divorce, disease etc.)
What's followed in the form of Gen Z however are a new crop of hard working, fair minded, worldly young people who aren't seeking what the generations before them once did.
Preparing to lead the next generation of young professionals, especially in the public sector, will take less of the hard‐line “command and control” methods of the past and more authenticity, personal strength and servant‐centered leadership along with the "soft" skills like empathy, self‐awareness, kindness, and self‐esteem.
People are products of their history, their environment and all of their experiences. As a result, people from different generations often have very different life experiences that shape how they think, what they value, and what drives them. These influences affect people’s values and attitudes throughout their lives.
Today’s economic situation may have leveled the playing field in terms of the impact rising unemployment is having across all the generations, however, this does not diminish the fact that each generation brings its own unique way of dealing with the world and its ever changing terrain. This manifesto addresses the uniqueness and similarities of the four generations known as the: Traditionalists, Baby Boomers, Generation X, and Millennials with regards to workplace teams.
Generation Y is taking over the workplace and it’s sooner than you think. By 2025, they will comprise 75% of the workforce.
Due to demographic shifts, including more experienced Baby Boomer workers retiring, it is essential to engage Generation Y now so they are able to fulfill expected talent shortages in the near future. Developing a strong leadership pipeline and expertise are key to business continuity.
Unfortunately, many organizations are not prepared to attract, engage, and retain Generation Y employees because they continue to use management practices that are off target. Neglecting to engage Generation Y will result in talent shortages, turnover expenses, and a damaged reputation.
Generation Y had a different upbringing than the Baby Boomers and Generation X; however, much of what they demand in the workplace will engage the entire workforce, not just their demographic. Engaging Generation Y is as much about modernizing your workplace as it is about creating an environment to capture the best new talent; the ROI is far-reaching.
Learn more about the trends that are shaping the future of work and how embracing technology and the social web can help organizations to capture the millennial workforce and enhance organizational performance.
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.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Millennials are bending and breaking the traditional rules, while becoming fast, aggressive new competitors. They’ve been described as the “Me Generation” and:
Get bored quickly
Seek meaningful work
Enjoy constant change
Desire professional development
Crave instant gratification
Learn more about Millennials in order to more effectively recruit, retain, manage and motivate them in the workplace.
Leadership in the age of Participation Trophies appears ever more challenging for those entering or existing in the leadership space, especially in the public sector. Observations from the field present a challenging picture of applying yesterday’s solutions to today’s problems.
The fact is that the oldest of the "millennials" are now almost 40 and have had the same things in life happen to them that every generation before them had (bankruptcy, divorce, disease etc.)
What's followed in the form of Gen Z however are a new crop of hard working, fair minded, worldly young people who aren't seeking what the generations before them once did.
Preparing to lead the next generation of young professionals, especially in the public sector, will take less of the hard‐line “command and control” methods of the past and more authenticity, personal strength and servant‐centered leadership along with the "soft" skills like empathy, self‐awareness, kindness, and self‐esteem.
People are products of their history, their environment and all of their experiences. As a result, people from different generations often have very different life experiences that shape how they think, what they value, and what drives them. These influences affect people’s values and attitudes throughout their lives.
Today’s economic situation may have leveled the playing field in terms of the impact rising unemployment is having across all the generations, however, this does not diminish the fact that each generation brings its own unique way of dealing with the world and its ever changing terrain. This manifesto addresses the uniqueness and similarities of the four generations known as the: Traditionalists, Baby Boomers, Generation X, and Millennials with regards to workplace teams.
2014 Community Foundation of Morgan County Annual ReportDanie M. Becknell
We are happy to announce that the 2014 annual report is now available online. Donors and community supporters will be able to find a wealth of information on 2014 grants, scholarships and events, as well as donor profiles and a highlight of the inaugural 2014 Philanthropy Awards Dinner.
For more information visit CFMConline.org
This Presentation is all about the ideal customer acquisition in Indian Market and the Strategies which can be taken care of by "Mera Medicare" from the indian customer point of view.
Marketing to Millennials and the Significant ROI They Can Bring Your FirmLarry Bodine
Marketing to the Millennials doesn't have to be mysterious. Law firms can no longer afford to overlook or avoid marketing to this often-misunderstood generation. There's real ROI tied to knowing this audience – and now you can discover how to understand and reach them.
Millennials surpassed Baby Boomers as America's largest generation in 2016. The easiest way for a law firm to fail is to NOT understand Millennials, NOT find ways to be relevant or engage to them, and NOT to adapt to their new expectations. They are the largest spending cohort in the US, and they are retaining attorneys.
"Law firms and marketers need to shift and adapt to this reality, instead of waiting for one that won't come true,” says Katie Elfering, a CEB Iconoculture consumer strategist and Forbes' resident expert on Millennials.
What you will discover
- How Millennials search for attorneys.
- How to appeal to this generation, now in their mid-30s and buying cars, homes and insurance.
- What Millennials care about.
- Creating brand messaging to appeal to Digital Natives.
- How today's generation makes purchase decisions.
Our Millennial Presenters from Network Affiliates:
- Emily Frickey, Director of Digital Operations
- Alex Dodge, Account Director
- Kate Stromberg, Marketing Director
Social Media Trends & Best Practices: The Millennial GenerationGerri Baum
Learn what young people ages eight to 18 are doing on social media: What are their favorite social media platforms; who are they following; what are their goals on social media; and how to keep young people safe.
How to Reach the Mobile Generation (Millennial Christians)Patrick Padley
Only 30% of Americans who were raised Catholic are still practicing. In an environment like this, how do we reach the millennial Christians? We discuss ways to ignite the flame of the millennial church through the use of digital media, content strategy, social media and mobile.
This presentation was given at the 2013 Catholic New Media Conference #CNMC by Patrick Padley.
Learn more: www.patrickpadley.com
Meet Ryan Jenkins - Millennial & Generation Z Keynote SpeakerRyan Jenkins
Ryan Jenkins is a Millennial keynote speaker and author. Ryan equips organizations and leaders with the next generation leadership, branding, and communication skills needed to thrive in today’s multi-generational marketplace. And this is his story.
Follow his blog and podcast at: http://ryan-jenkins.com
Book Ryan as a Speaker: http://ryan-jenkins.com/checkavailability
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.
CEB presentation for Aug 25 Millennial Hiring and Management event.
The millennial generation makes up 35% of the workforce globally. By 2020, they will be 46% of the world's working population - 60% of them will be in Asia. It's more important than ever to understand millennials and develop a strategy to engage them, but how? How do companies make themselves appealing to this game-changing generation?
To find out, we are honored to invite experienced HR industry experts and millennials themselves to an interactive session, which will cover:
Millennials - who they really are
Why are millennials important to your company
What entices millennials to join a company
How to use social and digital channels to attract millennial talent
What’s the secret sauce of high retention rate among millennial employees
You will have a chance to listen to the following experts share their knowledge and experience, and interact with them and the millennials during the fireside chat and Q&A session.
Mandy Wong, Talent Brand Consultant, LinkedIn Talent Solutions
Kelvin Chua, Senior Executive Advisor, CEB
Bocco Chen, Senior Human Resources Manager, The Hong Kong Jockey Club
Delton Li, Head of Talent Acquisition - Personal Banking, Bank of China
(Hong Kong)
Angie Sung, Regional Talent Development Manager, Hilti Asia
Joyce Lai, Associate Consultant, Stanton Chase International
Millennials and sustainability not all in the same bag | Albert Vilariño Alon...Albert Vilariño
Post published on Medium on 2/2/2017
https://medium.com/@albert.vilarino/millennials-and-sustainability-not-all-in-the-same-bag-344f4f3b6c0e#.upiqfge8y
Communities around the nation are continually asking themselves the same question: how do we attract, engage, and keep a millennial workforce? In this expert webinar, Kirstie McPherson, Director of Marketing of Golden Shovel presented about how to actively engage millennials in your community while working to attract new ones.
Think Millennials and Gen Z are the Same? Think Again. Amy Snow
Gen Z is just being defined, but for some reason marketers and journalists often conflate them with Millennials. But this new cohort is different in some really critical ways. Learn everything you need to know about both.
ConsumerLab Young Professionals at Work Report Ericsson
For more from the ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
In this report Ericsson ConsumerLab looks at the latest generation to enter the workforce– the Millennials. In particular, we focus on those aged 22-29 who are currently in employment.
Motivating Millennials: Communicating with the Younger Generation in the Work...Deanna Tomaselli
Millennials often get a bad rap. They’ve been called lazy, entitled, and they also apparently “killed” cereal, chain restaurants, and napkins over the last decade (among many other things). But before you go pointing the finger at them and sayingthings like “back in my day,” take a step back and get to know this generation... from a millennial herself.
Millenials
Student’s Name:
Institutional Affiliation:
Date:
Millenials
Abstract
The study reviews an extensive analysis of focus on Millenials generation particularly in America and the correlation it has with the workplace, their desires, relations, communication career choices, and family consideration. The millennials as born between 1980 and mid-2000s make the greatest of American with one-third of the overall American population by 2013.They thus make the significant part of the economy and need to be studied so as to realize the American dream. Being diverse and so much educated and since they come of age at a hard economic time, hence up to date their life is affected by the recession. The lives of the millennials are based on transformation. The largest percent of millennials are White followed by Hispanics, black with few Asians/Pacific Islanders and other. This essay explores the beliefs, contact and other aspects surrounding Millenials.
Introduction
The basic millennials are generations born between years 1980 and 2000. They are believed to be the biggest in population in the United States history. Sadaghiani & Myers (2010), opine that nation of the time. Particular traits related to their birth which came during the time of recession when Great Depression had affected America and there were difficulties in the economic time. According to Sadaghani & Meyer (2010), Millenials are also characterized to be self –centered lack enthusiasm; disloyal and disrespectful .This distinct trait is necessitated by economic, political and social influences. Their unique traits are poised to change the American economy in terms of how the companies transact in business and how companies employ millennials. This reason, therefore, makes companies strategize their operations in relation to dealing with millennials, therefore, leading to a great impact in a change in the economy. Therefore, with the exploration of millennials’ communication values, their expectations, their interaction with co-workers and how their environment impact on millennials, the large part of American culture will have been explored.
Communication
In terms of communication, millennials have particular ways in which they set information to others and families. They communicate too with the workforce, clients, and the bosses in a discrete way. According to Sadaghiani & Myers (2010), communication is factored as a mode of information sharing, decision making, influence, coordination motivation and documentation in work groups and organizations. Effective communication serves to maintain a link within an organization and organized groups. White (2016) states that due to dynamic changes in employee’s millennials continue to comprise a vast majority, therefore, their impact in the organizational mode of communication is more important. Unlike the old-school legacy communications like emails and intranets millennials have shifted o more mobile friendly tools. This has forced o ...
The 5 keys to engage Millennial thinking - Fintech Americas, Miami October 2015Juan Lopez Salaberry
A fresh perspective on millennial thinking with 5 actionable items you can apply today to increase engagement with the generation that will represent 75% of the worldwide workforce by 2025. Presented at Fintech Americas in Miami.
Whitepaper: Surprising Attitudes Millennials Have About Total CompensationIconixx
Companies must understand what millennials think about compensation. The notion is that millennials constitute the entitlement generation – but as with many other perceptions surrounding millennials and compensation, there’s much more to it than appears.
Similar to NVTC Millennial Board Research v1.3 (20)
2. About NVTC
Millennial
Board
The NVTC Millennial board is a newly formed, cross-organizational
network of millennials seeking to enhance and reaffirm that
NorthernVirginia is a great place to work for GenerationY.The
research results contained within this document were created by a
team of Millennials for the purpose of enhancing our understanding
of what attracts and retains Millennials in organizations and
NorthernVirginia.
2
4. What we set
out to do…
As an initiative of the newly formed NVTC Millennial Board, our
research team sought to establish a deep understanding of what
attracts and retains millennials in NorthernVirginia.The goal was to
gather secondary research and summarize it in a useful way for
NorthernVirginia organizations.We set up four questions to guide
our research:
1. What attracts Millennials to come and work at a company in
general?
2. What builds loyalty in Millennials to a particular company?
3. What has attracted Millennials to come work in Northern
Virginia?
4. What are the factors that help retain Millennials in the Northern
Virginia area?
4
5. OurApproach
Build
Report of
Conclusions
Conduct
Thematic
Analysis of
Observations
Identify
Sources and
Discover
Observations
Establish
Research
Questions
Our approach is fairly self-explanatory.We established research
questions, developed a standard method for collecting data,
captured relevant findings and conducted a thematic analysis of
those findings.Those themes were then pieced together into
common stories for easy consumption.
5
6. Based on
Significant
Evidence
28 Sources
215
Observations
21Themes
5 Stories
Our team looked at the most valid resources available including
some major surveys by leading companies and consultants with
specialized experience working with Millennials.The research
results are thoroughly grounded in evidence, all of which can be
traced back to their source.
Icon by Sebastian Langer from the Noun Project.
6
7. 5 BigStories
A story is essentially a collection of themes we derived from the
data.The themes are interrelated so some of the stories overlap;
however, each one reinforces the other to give a holistic picture of
what attracts and retains Millennials.
Millennial
Characteristics
Millennial
Values
Living
Preferences
How to
Manage
Vital Benefits
7
8. WhatWe
Didn’t Do…
In depth comparison with other generations.This research
focused on millennials only. Some themes and stories could apply
to more than the millennial generation. Organizations using this
information will have to balance the findings here with other
generational needs/desires.
We didn’t establish any firm guidelines for when the millennial
generation starts and ends, nor did we analyze different
millennial segments. Not all millennials are the same.We focused
on broad characteristics and themes that are generally true of the
millennial generation; however, in certain organizations, regions,
industries, and different millennial segments these findings may
not apply.
8
9. Story 1:
Millennial
Characteristics
Millennialsare…
InNorthernVirginia
Millennials make up about 1/3 of the
workforce in Fairfax County and
Arlington and are generally satisfied
with their quality of life. One area of
concern is their frustration over their
personal financial position. They are
struggling to purchase homes and
cars and raise families. However,
they are optimistic that their
financial situation will improve.
Millennials are also dissatisfied with
job opportunities in Virginia and
aren't optimistic that this will
improve.
Naturally disloyal
to companies
Millennials have a natural absence of
loyalty to the companies they work
for. However, there are a few key
factors that increase their loyalty.
Millennial personal values guide
their decision making more than
other factors, so they feel more loyal
towards companies that share their
values. They are highly conscious of
their personal values and believe it
communicates who they are and
where they fit in. They also are more
loyal to companies who invest in
them as leaders.
Technology enthusiasts
Millennials like using technology to
find jobs and accomplish work.
Before they apply for a job, they will
look at media, social networks,
company websites and reviews to
influence their decision to apply.
Millennials value their laptops more
than any other device they work
with; however, they highly value
mobile technology as well.
Millennials access news primarily
through their computer or mobile
device, mostly on social media;
however, television remains a strong
source as well.
9
Icons (left to right) by Dolly Holmes, Miguel C. Balandrano, and Yamini Ahluwalla from the Noun Project.
10. Story 1:
Millennial
Characteristics
Millennialsare…
Similartoprevious
generationsintheirgoals
Millennials don’t necessarily have
different aspirations than previous
generations. They are largely the
same. They want homes, families,
financial security, work/life balance
and a good retirement. They also
want to make a difference in their
organizations and the world.
Constant learners
Millennials want to learn and enjoy
learning at their own pace. They
want to play a role in their training
process, meaning they want their
voice to be heard on the training
they need. Millennials take training
very seriously because they want to
apply what they've learned in the
workplace.
Primarily collaborators
but still competitors
Millennials want a collaborative
work culture over a competitive one.
Paradoxically, they are also the most
competitive generation. However,
this is because they want to push
one another towards achievements
as opposed to a desire to do better
than their peers.
10
Icons (far right) by Krisada from the Noun Project.
11. Lots of Available Jobs
Jobs are the primary reason millennials choose to live in a certain areas.
Good Public Schools
Millennials with children want good quality, local, public schools.
Safe Neighborhoods
Millennials want safe neighborhoods.
Outdoor Amenities
Millennials are attracted to areas with many outdoor amenities (pickup sports
games and hiking, cultural events, sporting events, exercising).
Walking
Virginia Millennials want to live in areas that are walkable, and close to work
and/or school.
Diversity in their Communities
Millennials value diversity in areas where they live.
Story 2:
Living
Preferences
Millennialsprefer…
Citiesandmixed-use
areas…fornow
Because millennials are marrying
and starting families later than
previous generations, the majority
still prefer to live in urban centers
because of the easy access to a
variety of jobs, restaurants and
shops. As they age, they will likely
move to more suburban locations.
The good news for Northern Virginia
is that millennials generally like
living here.
11
Icons (city) by Remy Medard, (right, top to bottom) Martha Ormiston, P.J. Souders, Karlina Bueno, Ryo Sato from the Noun Project.
12. Story 3:
Vital Benefits
Payandfinancialbenefits
arestillnumberone
Pay and financial benefits
(retirement packages, college debt
assistance, etc.) are still the most
important factors for millennials
when they aren't paid what they
sense they are worth. However,
once pay is adequate, other benefits
like good company culture and
work/life balance become far more
important. Tuition reimbursement is
very important to millennials
because they want their companies
to invest in their education.
Career progression
Millennials want to know they are
making progress in their career.
Whether it be personal
development, like pursuing an
advanced degree or taking a training
course, a special opportunity to
tackle a challenge the organization
is facing, or simply receiving a
promotion, Millennials want to see
consistent, tangible progress in their
journey.
Flexibility and work/life
integration
You will see it multiple times in this
document: Millennials want
flexibility. They want the ability to
work from anywhere, anytime, and
want the tools to make it easy. They
want to be empowered to start their
day in their home and finish it at a
local coffee shop or restaurant while
taking a break in between to have a
nice lunch with friends. This is
work/life integration and is
extremely valued by Millennials.
12
Icons (left to right) by Ken Murray, Martha Ormiston, and Theresa Stoodley from the Noun Project.
13. Story 4:
Millennial
Values
Areconsistentacrosstheir
workandpersonallives
Millennials want seamless
integration between their work and
personal lives. This includes the
values they hold. They want to work
for organizations that hold their
values. While there is diversity in
millennial values, there are some
that consistently rise to the top.
Ethics and social
responsibility
Millennials believe that businesses
should be organized primarily
around ethical practices and social
responsibility. This doesn’t mean
that they don’t value profits.
However, the methods businesses
use to make their profits matter to
Millennials and they strongly believe
that businesses will perform better
in the long run by placing an
emphasis on good ethics and socially
responsible business practices.
Social tolerance
Diversity and mutual respect
between different social groups is
highly valued by Millennials. They
want fair treatment of all social
groups and steps taken to overcome
obvious disparities within their
organizations. They believe that no
person’s career should be hindered
by their biological or social traits and
want to work for organizations that
emphasize this as a core value.
13
Icons (left to right) by Theresa Stoodley, Picons.me, and Ryo Sato from the Noun Project.
14. Story 4:
Millennial
Values
Fun
Millennials place an unusual
emphasis on having fun in the
workplace. This doesn’t mean they
don’t take their work seriously.
Rather it means that they don’t want
people to take themselves too
seriously as they do their work. They
want space created in and outside
the work environment to connect
and have fun with their co-workers.
They also want to approach their
work more creatively and build fun
into the process.
Transparency
Perhaps it is because they grew up
with easy access to information, but
Millennials have very little tolerance
or patience with organizations that
lack transparency. Their trust in the
organization and management is
shaken when they sense information
is being withheld from them. They
want everything out in the open.
This includes company financials,
challenges, successes, promotions,
upcoming changes and more.
Autonomy and feedback
It might seem odd to group
autonomy and feedback together.
However, millennials want the have
the decision making authority to
work the way they want while at the
same time receiving constant
feedback on the direction they are
taking. Micro-management isn’t a
good idea with Millennials, but they
still appreciate constant feedback so
they can change their direction to
one that is adding value.
14
Icons (left to right) by Felix Westphal, Michal Czekala, and Ben Pixels from the Noun Project.
15. Story 5: How
to Manage
Millennials
Beamentorandrecognize
achievement
Millennials want to be managed by a
mentor, not a boss. They want
consistent and frequent feedback on
their work from someone they trust.
Keep your distance by giving them
plenty of autonomy in how they
conduct their work, but understand
the value they place on your
guidance and feedback as their
manager. Don’t forget to recognize
their achievements through
constructive feedback, awards,
benefits, perks and promotions.
Allow for flexibility and
reward outcomes
Millennials really like the flexibility
of working from anywhere, anytime,
they way they like and believe it
makes them more productive.
Work-life balance is important, but
better is work-life integration. They
want work to be seamlessly
integrated into their daily activities
instead of being a disruptor to their
personal lives. Create space for them
to work flexibly and measure them
in terms of output quality instead of
hours worked.
Invest in them
as a person
A great way to lose a Millennial is to
make their job redundant. They like
to sense their career is going
somewhere. To the extent possible,
give them challenging opportunities
that stretch their current skill set,
promote them when they deserve it
instead of by the traditional time
table, and invest in their personal
skills through training.
Millennials want to have
opportunities to give ideas and
feedback and see subsequent action.
15
Icons (left to right) by Rediffusion and Ben Pixels from the Noun Project.
16. Story 5: How
to Manage
Millennials
Askfortheiropinion
You probably know that Millennials
have a lot to say about the direction
of their companies. This is because
they want their organization’s
actions to align with their values.
Make sure you are creating
opportunities for them to give ideas
and feedback. Don’t forget to show
them subsequent action because
they will be looking for it.
Create the ultimate
onboarding program
Coming into a new company and
feeling immediately lost is difficult
for Millennials. They want to have
the knowledge to hit the ground
running and immediately start
adding value to the organization’s
mission. Take onboarding seriously
by helping them understand the
culture, expectations you have for
them, and all of the company’s
products/services.
Don’t withhold
information
Good news or bad, Millennials want
to hear it today and not tomorrow.
Millennials are excellent at detecting
when their personal manager isn’t
giving them the whole story.
Withholding information from them
immediately breaks down trust in
their managers. Tell them the whole
truth as soon as possible.
16
Icons (left to right) by TMD, jhon, and Michal Czekala from the Noun Project.
17. Recommendations
for Northern
VirginiaCompanies
Recommendations for Adapting to Millennials
Adapting for the millennial generation will require significant organizational changes. Simply adding more financial and job benefits will
not work if attracting and retaining millennials is the goal. Fundamental adjustments will need to be made in how work is accomplished.
This is good and bad news. The good is that many of the fundamental shifts don’t necessarily need to be financially burdening to the
organization. The bad is that these shifts might cause tension between traditional operating norms valued by previous generations. The
following recommendations are meant to focus on millennials only. Companies will have to consider making these fundamental shifts
carefully as Generation X and the Baby Boomers still have a significant presence in the workforce:
Remove the requirement to work the traditional 9-5 work week and simply reward employees for outcomes achieved. As much as
possible, let employees manage themselves as long as they accomplish their outcomes.
Put an emphasis on mobile technologies that enhance flexibility. Invest in infrastructure, laptops, cell phones, software and other
tools that increase an employee’s ability to work from anywhere.
Build fun into the work environment. Don’t frown upon extended breaks, casual attire, playing games, or social gatherings. Instead
encourage these things as long as they don’t hinder employee outcomes.
Train your managers to act like mentors, not bosses. Give your millennials as much autonomy as can be afforded, but be sure to give
them positive and negative feedback so they can change their direction.
Set funding aside to develop millennials and ask them specifically what kind of training they think would be beneficial to their work.
Make everything about the organization as transparent as possible. Millennials want to see an unprecedented amount of
information, especially when it comes to career progression. Deliver statistics on diversity, job promotion averages, salaries,
approved development courses, and anything else that helps them gauge their career progress.
Ensure that you are engaging your millennials for feedback on major strategic initiatives. Schedule follow up meetings to fill them in
on progressive steps taken based on their feedback.
Manage your online presence. Millennials will not just be looking at the job description you post. They will use every information
source available to them to learn about your company. Keep your social media up to date and be sure what you value is clear.
17
18. Sources
Pleasecontacttheresearch
teamfordetailedfindings.
18
# Source
1 Virginia Millennials Come of Age
2 American University Millennial Index (2016)
3 The Ultimate Guide to Recruiting Millennials
4 Millennials want a work-life balance. Their bosses just don’t get why.
5 Boosting Retention of Millennials
6 The Value of Transparency to Millennial Employees
7 Why Fairfax won’t change for millennials
8 Housing Outlook for Millennials in NOVA
9 Loudoun is Becoming a Draw for Millennials
10 Deloitte 2016 millennial survey
11 3 things millennials want in a career (hint: it’s not more money
12 PWC Millennials at workplace
13 How companies are changing old ways to attract young workers
14 5 Ways To Attract And Keep Top Millennial Talent
15 How Companies Are Changing Their Culture to Attract (And Retain) Millennials
16 Quit Trying To 'Engage' Millennials
17 How to Retain Millennial Employees Through Workplace Equity
18 Why You Having Such a Hard Time…
19 Small business advice: How to attract and retain loyal millennials
20 2015 Connected World Technology Report
21 Facing the Millennial Wave
22 Why Millennials Don't Want To Work For You
23 Job Hopping the New Norm
24 Purposeful Hiring: How To Attract Millennials To Your Workplace
26 Why the D.C. area risks losing its allure to millennials
27 The Staples Advantage Workplace Index
28 The Staples Advantage Workplace Index Millenial Infographic
29 Millennials: Burden, blessing, or both?