This is basically a presentation which cover the importance of millennials at the organisation or company and also how the organisation achieve the goals with the millennials.
Millennials in the Workplace - How to better connect with them in the workplaceXPotential
This document discusses how to better connect with Millennials in the workplace. Millennials expect to stay in jobs for less than 3 years and value meaningful work. They challenge hierarchies and want feedback. Employers should cultivate learning, offer training, provide mentoring, set clear targets, and give recognition to engage Millennials. Google's YouTube office exemplifies engaging Millennials with amenities like free food, collaboration spaces, and fun areas like a slide and putting green.
This document provides information on managing and motivating millennials in the workplace. It discusses the characteristics of millennials and how they differ from other generations in areas such as leadership, feedback, and work-life balance. Tips are provided on managing millennials effectively, such as providing strong management, connecting work to a higher purpose, making recognition impactful, making work challenging and engaging, and leveraging technology. The document also discusses how millennials are entering management roles and the differences and similarities between millennials and the new Gen Z workers.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
Voices of a New Generation - Insights on the Gen Z MindsetOlogie
Students today are entering college at a unique time in history, shaping who they are and how they see the world. For colleges and universities, it's critical to recognize this generation's deep-rooted motivations, preferences, characteristics, beliefs and behaviors before they arrive on campus. Presented in Orlando at the 2018 AMA Higher Ed conference, this is Gen Z.
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.
22 Insightful Statistics About What to Expect from Generation Z in the WorkplaceRyan Jenkins
According to the recent Get Ready For Generation Z Study by staffing company Robert Half and Enactus, a student-focused nonprofit that encourages entrepreneurship, Generation Z will make up 20% of the total workforce by 2020. The statistics below are from the study which surveyed 770 individuals born between 1990 and 1999.
While I believe this to overlap the age range of Millennials (typically defined as those born in the 80s and 90s), employers and leaders can still benefit from the insights as they begin to prepare to work alongside a new generation of professionals. Prepare for Generation Z in the workplace.
Presented by Ryan Jenkins, Millennial & Generation Z keynote speaker and blogger. http://ryan-jenkins.com.
This document introduces Generation Z and discusses some of their key characteristics based on generational trends. It summarizes that Generation Z will be highly tech-savvy, accustomed to a digital world, and multi-tasking. The document recommends that to help Generation Z succeed, their environment should support their natural technological abilities and tendencies towards constant connectivity.
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
Millennials in the Workplace - How to better connect with them in the workplaceXPotential
This document discusses how to better connect with Millennials in the workplace. Millennials expect to stay in jobs for less than 3 years and value meaningful work. They challenge hierarchies and want feedback. Employers should cultivate learning, offer training, provide mentoring, set clear targets, and give recognition to engage Millennials. Google's YouTube office exemplifies engaging Millennials with amenities like free food, collaboration spaces, and fun areas like a slide and putting green.
This document provides information on managing and motivating millennials in the workplace. It discusses the characteristics of millennials and how they differ from other generations in areas such as leadership, feedback, and work-life balance. Tips are provided on managing millennials effectively, such as providing strong management, connecting work to a higher purpose, making recognition impactful, making work challenging and engaging, and leveraging technology. The document also discusses how millennials are entering management roles and the differences and similarities between millennials and the new Gen Z workers.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
Voices of a New Generation - Insights on the Gen Z MindsetOlogie
Students today are entering college at a unique time in history, shaping who they are and how they see the world. For colleges and universities, it's critical to recognize this generation's deep-rooted motivations, preferences, characteristics, beliefs and behaviors before they arrive on campus. Presented in Orlando at the 2018 AMA Higher Ed conference, this is Gen Z.
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.
22 Insightful Statistics About What to Expect from Generation Z in the WorkplaceRyan Jenkins
According to the recent Get Ready For Generation Z Study by staffing company Robert Half and Enactus, a student-focused nonprofit that encourages entrepreneurship, Generation Z will make up 20% of the total workforce by 2020. The statistics below are from the study which surveyed 770 individuals born between 1990 and 1999.
While I believe this to overlap the age range of Millennials (typically defined as those born in the 80s and 90s), employers and leaders can still benefit from the insights as they begin to prepare to work alongside a new generation of professionals. Prepare for Generation Z in the workplace.
Presented by Ryan Jenkins, Millennial & Generation Z keynote speaker and blogger. http://ryan-jenkins.com.
This document introduces Generation Z and discusses some of their key characteristics based on generational trends. It summarizes that Generation Z will be highly tech-savvy, accustomed to a digital world, and multi-tasking. The document recommends that to help Generation Z succeed, their environment should support their natural technological abilities and tendencies towards constant connectivity.
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
This is a presentation I did for a group of 15 supervisors.
It is an interactive training session which requires an experienced facilitator. It is a great way to present generational differences using input from the group you are training. You can send the survey to participants in advance and add your company's demographics to the presentation to make it even more effective
Generation Z, born in the late 1990s to 2010s, are comfortable with technology and social media is a significant part of their social lives. Understanding Generation Z could impact work in schools. Key issues include:
- Teens may not understand the ramifications of online activity and oversharing personal information.
- Technology blurs contexts and it's important to help teens manage personal information flow and develop skills to navigate social media and an information-rich environment.
- While technology provides social connection, it can also enable addiction, bullying, and drama. Schools should help teens develop focus and critical thinking in this context.
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.
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.
Engaging 5 Generations in the WorkplaceElsa Velasco
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
Generation Z will soon make up a large portion of the workforce as they enter their careers. A survey of Gen Z college students found that within five years:
- 32% expect to be managing employees in a corporate environment.
- 24% expect to be advancing in their careers but not yet in management.
- 20% want to start their own businesses.
Gen Z expects to work harder than previous generations to have fulfilling careers and over half expect to work into their 70s due to economic uncertainties they witnessed. They value skills like listening, teamwork, and problem-solving and want ongoing training from their employers.
Generation Z refers to those born after 1995. They have distinct characteristics from previous generations like Baby Boomers and Generation X. Generation Z craves regular, technology-enhanced learning and visual teaching methods. They stay connected constantly through technology and expect others to do the same. Rewards for Generation Z need to change frequently to meet their changing expectations, and they want high intensity relationships with authority figures and coworkers.
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
Managing 5 Generations in the Workplace Noon Knowledge Session, November 18, ...Sandy Ratliff
From the Traditionalists to the Gen 2020, each generation brings great strengths to the table, but they also bring preconceptions and even judgements. This lively and interactive Noon Knowledge session will offer an overview of each generation, the context in which they grew up, the traits and expectations they bring to the workplace, and some thoughts on how to harness their collective strengths, while keeping warfare from breakout out. Lil Dupree, Director of Program Development, with People Incorporated provided insights to managing various generations in the workplace.
This document defines and describes different generations throughout history based on their birth years. It discusses The Lost Generation (born 1883-1900), The Greatest Generation (born 1901-1927), The Silent Generation (born 1928-1945), Baby Boomers (born 1946-1964), Gen X (born 1965-1980), Millennials/Gen Y (born 1981-1996), Gen Z (born 1997-2012). Each generation faced defining historical events and developed shared characteristics based on the time period in which they came of age.
This document discusses Generation Z and provides information from several sources on their characteristics and behaviors. It begins by noting that Generation Z, born in the late 1990s to present, will make up 20% of the US population by 2020. Several key facts are presented about Gen Z: 70% expect to have multiple careers, 60% plan to enroll in some form of college, and 75% believe alternative education is valid. The document examines research from books and reports on how Gen Z navigates social media, learns best through doing/creating, and is pragmatic and entrepreneurial in their career outlook. Educators are encouraged to better understand Gen Z to help them develop skills for a technology-driven world and focus amid constant connectivity.
This document discusses employee engagement and its importance. It notes that engaged employees feel a profound connection to their company and drive innovation, while disengaged employees undermine company goals. The document outlines the three types of employees - engaged, not engaged, and actively disengaged. It discusses how engagement is created through emotional relationships and influences work output. Strategies for improving engagement are also provided, including having a strong sense of purpose, empowering employees, listening, and inspiring workers. High engagement is correlated with better financial performance and customer satisfaction.
The Employee Experience Engagement & Culture from the Bottom-UpYouEarnedIt
Build an employee engagement program that drives results.
Fancy employee perks. Employee wellness programs. Rewards and recognition — you name it, there's no shortage of initiatives to improve the employee experience.
But many of these efforts are falling flat.
There has been a shift in employee engagement, and companies with an outdated Employee Experience are missing the mark.
It's time to look at engagement from the bottom-up and build a culture that drives results.
Watch this webinar to learn:
- The main issues companies have with engagement
- A roadmap for improving key parts of the employee experience
- Tips, tactics, and best practices for building a better company culture
- Specific advice for incorporating managers and millennials
To request a demo, visit www.youearnedit.com/demo
Generation Z the Newest Member to the Workforcerapidbounce
Learn About:
• Previous Generations
• Generation Z Characteristics
• Generation Z Vs Millenials
• Generation Z in the Workplace
• Gen Z's Aspirations And Beliefs About Their Working
Environment
Short And Easy Reading Slides
This document discusses managing a multi-generational workforce. It identifies 5 generations currently or soon to be in the workforce - Silent Generation, Baby Boomers, Generation X, Millennials, and Generation Z. Each generation has different characteristics and motivations. To help different generations work together effectively, the document recommends creating cross-generational teams, pairing younger employees with mentors, hosting social events, and offering incentives tailored to each generation. Understanding generational differences can help organizations better engage and retain all age groups.
Work-Life Integration: 7 Effective Ways to Achieve Healthy BalanceDux Raymond Sy
Microsoft Ignite the Tour Stockholm 2019 presentation:
Work-life integration is "an approach that creates more synergies between all areas that define 'life': work, home/family, community, personal well-being, and health."
This approach emphasizes gentle pivots rather than hard boundaries between different areas of life. This presentation shows how to they make work-life integration work.
The document discusses strategies for attracting and retaining millennial employees. It defines millennials as those born between 1985-2005 and notes that they will make up 75% of the workforce in 10 years. Some key facts about millennials are that they prefer collaboration, want coaching/mentoring opportunities, and value work-life balance. The document provides tips for employers, such as offering flexible work hours, team-based projects, clear career paths, and social events to build community. It also suggests asking millennial employees questions to better understand their goals and how the company can support them. Overall, the document outlines the importance of catering to millennial preferences in order to attract and retain this growing segment of the workforce.
This is a presentation I did for a group of 15 supervisors.
It is an interactive training session which requires an experienced facilitator. It is a great way to present generational differences using input from the group you are training. You can send the survey to participants in advance and add your company's demographics to the presentation to make it even more effective
Generation Z, born in the late 1990s to 2010s, are comfortable with technology and social media is a significant part of their social lives. Understanding Generation Z could impact work in schools. Key issues include:
- Teens may not understand the ramifications of online activity and oversharing personal information.
- Technology blurs contexts and it's important to help teens manage personal information flow and develop skills to navigate social media and an information-rich environment.
- While technology provides social connection, it can also enable addiction, bullying, and drama. Schools should help teens develop focus and critical thinking in this context.
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.
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.
Engaging 5 Generations in the WorkplaceElsa Velasco
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
Generation Z will soon make up a large portion of the workforce as they enter their careers. A survey of Gen Z college students found that within five years:
- 32% expect to be managing employees in a corporate environment.
- 24% expect to be advancing in their careers but not yet in management.
- 20% want to start their own businesses.
Gen Z expects to work harder than previous generations to have fulfilling careers and over half expect to work into their 70s due to economic uncertainties they witnessed. They value skills like listening, teamwork, and problem-solving and want ongoing training from their employers.
Generation Z refers to those born after 1995. They have distinct characteristics from previous generations like Baby Boomers and Generation X. Generation Z craves regular, technology-enhanced learning and visual teaching methods. They stay connected constantly through technology and expect others to do the same. Rewards for Generation Z need to change frequently to meet their changing expectations, and they want high intensity relationships with authority figures and coworkers.
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
Managing 5 Generations in the Workplace Noon Knowledge Session, November 18, ...Sandy Ratliff
From the Traditionalists to the Gen 2020, each generation brings great strengths to the table, but they also bring preconceptions and even judgements. This lively and interactive Noon Knowledge session will offer an overview of each generation, the context in which they grew up, the traits and expectations they bring to the workplace, and some thoughts on how to harness their collective strengths, while keeping warfare from breakout out. Lil Dupree, Director of Program Development, with People Incorporated provided insights to managing various generations in the workplace.
This document defines and describes different generations throughout history based on their birth years. It discusses The Lost Generation (born 1883-1900), The Greatest Generation (born 1901-1927), The Silent Generation (born 1928-1945), Baby Boomers (born 1946-1964), Gen X (born 1965-1980), Millennials/Gen Y (born 1981-1996), Gen Z (born 1997-2012). Each generation faced defining historical events and developed shared characteristics based on the time period in which they came of age.
This document discusses Generation Z and provides information from several sources on their characteristics and behaviors. It begins by noting that Generation Z, born in the late 1990s to present, will make up 20% of the US population by 2020. Several key facts are presented about Gen Z: 70% expect to have multiple careers, 60% plan to enroll in some form of college, and 75% believe alternative education is valid. The document examines research from books and reports on how Gen Z navigates social media, learns best through doing/creating, and is pragmatic and entrepreneurial in their career outlook. Educators are encouraged to better understand Gen Z to help them develop skills for a technology-driven world and focus amid constant connectivity.
This document discusses employee engagement and its importance. It notes that engaged employees feel a profound connection to their company and drive innovation, while disengaged employees undermine company goals. The document outlines the three types of employees - engaged, not engaged, and actively disengaged. It discusses how engagement is created through emotional relationships and influences work output. Strategies for improving engagement are also provided, including having a strong sense of purpose, empowering employees, listening, and inspiring workers. High engagement is correlated with better financial performance and customer satisfaction.
The Employee Experience Engagement & Culture from the Bottom-UpYouEarnedIt
Build an employee engagement program that drives results.
Fancy employee perks. Employee wellness programs. Rewards and recognition — you name it, there's no shortage of initiatives to improve the employee experience.
But many of these efforts are falling flat.
There has been a shift in employee engagement, and companies with an outdated Employee Experience are missing the mark.
It's time to look at engagement from the bottom-up and build a culture that drives results.
Watch this webinar to learn:
- The main issues companies have with engagement
- A roadmap for improving key parts of the employee experience
- Tips, tactics, and best practices for building a better company culture
- Specific advice for incorporating managers and millennials
To request a demo, visit www.youearnedit.com/demo
Generation Z the Newest Member to the Workforcerapidbounce
Learn About:
• Previous Generations
• Generation Z Characteristics
• Generation Z Vs Millenials
• Generation Z in the Workplace
• Gen Z's Aspirations And Beliefs About Their Working
Environment
Short And Easy Reading Slides
This document discusses managing a multi-generational workforce. It identifies 5 generations currently or soon to be in the workforce - Silent Generation, Baby Boomers, Generation X, Millennials, and Generation Z. Each generation has different characteristics and motivations. To help different generations work together effectively, the document recommends creating cross-generational teams, pairing younger employees with mentors, hosting social events, and offering incentives tailored to each generation. Understanding generational differences can help organizations better engage and retain all age groups.
Work-Life Integration: 7 Effective Ways to Achieve Healthy BalanceDux Raymond Sy
Microsoft Ignite the Tour Stockholm 2019 presentation:
Work-life integration is "an approach that creates more synergies between all areas that define 'life': work, home/family, community, personal well-being, and health."
This approach emphasizes gentle pivots rather than hard boundaries between different areas of life. This presentation shows how to they make work-life integration work.
The document discusses strategies for attracting and retaining millennial employees. It defines millennials as those born between 1985-2005 and notes that they will make up 75% of the workforce in 10 years. Some key facts about millennials are that they prefer collaboration, want coaching/mentoring opportunities, and value work-life balance. The document provides tips for employers, such as offering flexible work hours, team-based projects, clear career paths, and social events to build community. It also suggests asking millennial employees questions to better understand their goals and how the company can support them. Overall, the document outlines the importance of catering to millennial preferences in order to attract and retain this growing segment of the workforce.
In the workplace, millennial’s are seen as more talented, tech-savvy, and adaptable, as well as risk takers with a desire to accomplish meaningful work. Employers are beginning to see the value of effective millennial engagement in the workplace.
This document discusses how companies can attract and retain Millennial talent. It notes that Millennials currently make up around 40% of the workforce and will be 75% by 2025, so they are a critical group for companies. However, many companies still do not understand what it takes to engage Millennials. The document outlines three key traits of Millennials that impact workplace strategy: they thrive on competition as well as collaboration; they are more interested in new experiences than new jobs; and they evaluate companies like consumers based on alignment with their values. It argues that companies need to provide choice, transparency, opportunities for growth and exposure to different roles to attract and retain Millennial talent.
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.
The document discusses emerging trends in the workplace, specifically the retirement of Baby Boomers and the influx of Millennials. Baby Boomers are retiring at a rate of 10,000 per day, taking their skills and knowledge with them. Millennials have different values and ideals than previous generations and will need flexibility and frequent feedback to feel engaged. Employers will need to adapt practices to attract and retain Millennial workers as they replace retiring Baby Boomers.
As more and more organizations say that their biggest challenge is finding, managing and retaining millennial talent, here are some statistics and employment strategies organizations can implement to improve engagement and retention.
Millennials, born around the turn of the 21st century, will reshape the workplace as they enter employment. As the most diverse generation, they follow their dreams with confidence and want work that has purpose and contributes to the world. Millennials expect to keep learning through new experiences and information. They want flexibility in how and where they work, and feel constrained by rigid hierarchies and outdated practices. Employers will need to understand millennials' goals of work-life balance, diversity and inclusion, global opportunities, and engaging work environments to attract and retain their talent.
Millennials will be 75% of the workforce by 2025. With an average tenure of just two years, it's time to reevaluate the way we keep young professionals happy and engaged.
Learn the best strategies for reducing millennial turnover and increasing job satisfaction in this report, Top 7 Tips for Engaging Millennial Workers.
Hot off the press and filled with facts from the recently released Deloitte Millennial 2016 Survey, this is a not-to-be-missed guide to creating a workplace culture that millennials won't want to leave!
At the end of the lesson, you should be able to:
-compare responses to shared moral dilemmas of baby boomers and millennials
-state qualities of the filinnials
-differentiate ethics from religion
-appreciate the role of religion in globalized world
This document provides information about millennials and Filinnials (Filipino millennials). It discusses the characteristics and traits of millennials, including that they value meaningful motivation, challenge hierarchy, place importance on relationships with superiors, have intuitive technology knowledge, are open to change, value tasks over time, have a passion for learning, are receptive to feedback, are free-thinking and creative, and value teamwork and social interactions. It then discusses some of the top traits of Filinnials, including that they value authenticity, want to be rewarded for loyalty, favor word-of-mouth recommendations, are tech-savvy, will pay for experiences, are socially conscious, carefully consider prices, love good content, have selective attention
This document discusses strategies for understanding and attracting Millennial employees. It outlines that Millennials prefer more social interaction and team collaboration in the workplace. They are motivated more by cause marketing and making an impact than monetary rewards. The document provides five key things to understand about Millennials: they seek frequent feedback and mentorship; they rely on online reviews and want to feel creative in their work; they value a strong benefits package including flexibility and travel; they prefer a comfortable collaborative work environment; and they are heavily influenced by technology and need to feel connected.
Millennials: Understanding the GenerationUrbanBound
Understanding the Millennial mindset can be a tricky thing to do. Understand some of the key things Millennials need in the workforce in order to be happy. For even more information, check out our eBook here: http://resources.urbanbound.com/millennial-mindset-understanding-millennials
This document discusses a study on millennials (born between 1980-2000) entering the workforce. Some key findings:
- Millennials will make up half the global workforce by 2020 and attracting them is critical for businesses.
- Millennials have high expectations for career progression, work-life balance, flexibility, and development opportunities that differ from previous generations.
- Many millennials feel they compromised to get their current jobs and nearly half are open to new opportunities, suggesting lower loyalty than previous cohorts.
This document discusses how companies can attract and retain millennial talent. It notes that millennials currently make up around 40% of the workforce and will be 75% by 2025, so they are a critical group for companies. However, many companies still do not understand what it takes to engage millennials. The document outlines three key traits of millennials that are important for workplace strategy - they thrive on competition not just collaboration, they are "experience hoppers" seeking new opportunities rather than job hoppers, and they are consumers of companies and want alignment with their values. It argues real estate and facilities professionals can help by creating transparent, open work environments that foster these traits.
The document discusses the need for new leadership approaches to engage and retain younger generations in the workforce. As the large Millennial generation enters the workforce, leaders must understand how to motivate them. Millennials expect flexibility, meaningful work, feedback, and work-life balance. They also seek fun work cultures with opportunities for growth. Effective leaders will link business strategy to talent management, creating an employee value proposition that appeals to Millennials and other emerging generations.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations by leveraging each group's strengths. However, it also presents challenges as generations may have differing perspectives. Leaders play a key role in engaging employees and influencing organizational culture to maximize performance across generations.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. This impacts organizational culture, employee engagement, customer satisfaction, and business success.
Ähnlich wie Why Millennials Are Important At Workplace (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. Who are millennials
?
The millennial generation, born between 1980 and 2000 now entering
employment in vast numbers, will shape the world of work for years to
come.
Attracting the best of these millennial workers is critical to the future of
your business.
……………………………
The millennial generation,
now entering into
employment, will reshape
the world of work. Are you
ready?
Their career aspirations, attitudes about work, and knowledge of new
technologies will define the culture of the 21st century workplace
It’s more than just the way millennials use technology that makes today’s
youth different – they behave differently too.
3. • Loyalty-lite
• A time of compromise
• Development and work/life balance are more important than financial reward
• Work/life balance and diversity promises are not being kept
• A techno generation avoiding face time?
• Moving up the ladder faster
• The power of employer brands and the waning importance of corporate
responsibility
• Wanderlust
• Generational tensions
There are many such features
in which the millennials are spouse to have:
4. Why they necessary at workplace:
• Millennials matter because they are not only different from those that have gone before, they
are also more numerous than any since the soon-to-retire Baby Boomer generation –
millennials already form 25% of the workforce in the US and account for over half of the
population in India. By 2020, millennials will form 50% of the global workforce.
• It’s clear that millennials will be a powerful generation of workers and that those with the right
skills will be in high demand.
• They may be able to command not only creative reward packages by today’s standards,but
also influence the way they work and where and how they operate in the workplace.
• Millennials’ use of technology clearly sets them apart. One of the defining characteristics of the
millennial generation is their affinity with the digital world.
• They have grown up with broadband, smartphones, laptops and social media being the norm
and expect instant access to information. This is the first generation to enter the workplace with
a better grasp of a key business tool than more senior workers.
5. The Rise of Millennials in the
Workplace
• Millennials make the majority of today’s workforce. Moreover, according to the U.S. Bureau
of Labor Statistics, they will make 75% of the US workforce by 2030.
• it is not easy to work with and engage Millennials in the workplace. Therefore, it is not
surprising that there is a lot of talk and research about Millennials in the
workplace. Employers are trying to understand Millennials’ motivations, needs and
expectations in order to attract, engage and keep them in their companies.
• Understanding and managing multigenerational workforce requires form employers
to adjust their talent management practices and create working environments in which all
the generations can strive.
6. ....................................
“My career will be one
of choice, not one
chosen out of
desperation. It will align
who I am with what I
do.”
Male graduate employee,
USA
Millenial values
What Millennials value in the workplace
While Baby Boomers and Gen X’ers want job security and structure , Millennials seek
employability and flexibility.
The top three careers priorities for Millennials are compensation, flexible work schedule , and
the opportunity to make a difference . The next three are trusting their organization’s leadership,
benefits, and professional development opportunities.
Millennials prefer leaders who are honest, have integrity, and treat them with respect.
7. 74%
Want flexible work schedules.
72%
Want to be their own boss. However, if they
do have a boss, 79%would want that boss to
act as a mentor.
88%
Want work-life integration.
88%
Prefer a
collaborative work
culture rather than
a competitive one.
Millennials want to know the big picture so they understand their roles.
Millenials want flexibility and opportunities to learn and contribute meaningfully.
Millenials want to work on projects that force them to learn and work harder.
Millenial values
What Millennials value in the workplace
8. What Millennials want from employers
COACHING:
Millenials expect coaching and feedback in the workplace. Coaching will keep millennials
engaged in their work and shouldn’t be time intensive or averly formal.
Bosses are the number one reason millennials leave their job.
69%of millennials see their corporate review process as flawed because there is a lack of
feedbackthroughout the year.
Three out of four millennials don’t know where they stand with regard to performance. Nearly
90% would feel more confidence if they had ongoing check-ins with their bosses.
COLLABORATION:
Millenials are natural collaborators. Employers should be
clear about deadlines and buissness boundries.
9. What Millennials want from employers
MOTIVATION:
Millennials want a work environment that is comfortable and safe. They don’t want an oppressive,
critical environment.
UPWARD MOBILITY:
Millennials are entrepreneurs and want to move up the corporate ladder or do their own thing.
MEASURES:
Millennials were raised with a lot of structure and measuring systems, and are accustomed to
understanding how they will be judged and assessed. They expect these matrics to continue in the
workplace, so employers should define clear and consistent job assessment criteria.
FLEXIBILITY:
Millennial employees want to have the flexibility to leave when their work is done.
10. THE IMPORTANCE OF UNDERSTANDING
MILLENNIALS
As the Baby Boomer generation retires, Millennials will dominate the workforce.
Misunderstanding the differences between generations can detrimentally affect employee
performance and satisfaction.
Managers must learn more about their employees’ job satisfaction and organizational
commitment levels as new generations merge with older established ones. In order to attract
and retain a Millennial, it is essential for a manager or organization to understand what
motivates and satisfies the younger generation.
Differences among the generations can create problems such as distrust among employees and
high turnover rates. These problems make it vital to understand Millennial’s values and
demands. It is also beneficial to understand generational differences due to the conflicts that
can arise.
Due to the differences in values and expectations, conflict is common as Millennials enter the
workforce. They found that if these differences in values are not addressed or identified, an
organization can expect an increase in conflict.
11. IMPLICATIONS FOR PRACTICE
• Due to the natural influx of the upcoming generation, it will become crucial for managers to
adapt
• their leadership style to the motivation needs of Millennials.
• The values identified in the literature can be used to develop recommended practice guidelines.
• Companies will benefit from the Millennials’ achievement focused mentality, as this generation
puts forth extra effort to help an organization succeed.
• Managers will need to also provide career enhancing opportunities; otherwise other companies
may scalp quality employees.
• Managers will also need to provide constant feedback or Millennials will interpret their work is
unsatisfactory.
• More empathy is desired from this newest generation. Millennials desire a caring
employer who
• wishes to build a more interpersonal relationship. Companies will need to be less
ambitious and more connected to the needs of their employees to avoid high turnover.