generational differences and recruiting millennials€¦ · title: making the right call a customer...
TRANSCRIPT
Generational Differences
and Recruiting Millennials
TMHRA Conference, April, 2015
4th Dimension Leadership:
The Context for Developing Leaders
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Four Generations Together
Traditionalists/Silent Generation (pre 1946)
Baby Boomers (1946-1964)
Generation X (1964-1981)
Millennials/Gen Y ( after 1981)
Workforce Trends • 23% of employed personnel
are under 30
• Turnover increases with
younger generations.
*On average, Baby Boomers
change jobs every 3.3 years, Gen
Xers every 3 years, and Millennials
every 2.3 years. Copyright SGRI
Workforce Trends Cont’d
• The end of the twentieth century has seen a
shift in retirement behavior, with labor
participation rising instead of declining for
those over the age of 65.
• Currently, 12% of employed personnel are
over 60.
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Workforce Trends Cont’d • The Office of Personnel Management found
that retirement-eligible federal employees stay
with their agency an additional four years, yet
25% will remain another nine years.
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Generational Expectations
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From a CPS survey of government employees
and their report “Multi Generational Training
in the Public Sector” Copyright SGRI
Traditionalists/Silent Generation • I value discipline and hard work for the good of the
organization.
• I respect and follow management directives.
• I have a can-do attitude and desire to contribute.
• I value experience and accomplishment.
• I like to volunteer.
• I like a well-crafted memo that includes important information.
• I like formal recognition of a job well done.
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No one is exempt from the rules and procedures that get the
job done.
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Baby Boomers • I value and enjoy teamwork.
• I value leadership.
• I have a high level of involvement with my organization or department.
• I like to be recognized for my efforts with commensurate pay and recognition.
• I value hard work and put in long hours.
• I value personal fulfillment as well as job fulfillment.
• I question my manager on directives if I don’t see the benefit.
• I like to communicate directly.
• I am adaptable to changing conditions and technology.
• I am competitive.
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I like to communicate directly.
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Generation X
• I am technology savvy.
• I view things with a healthy dose of skepticism.
• I am aware that change doesn’t always lead to a better place.
• I like a healthy balance between work and family.
• I like to communicate immediately and directly.
• Rules and protocol aren’t as important as getting the job done efficiently and effectively.
• I like to multi-task a diverse portfolio of projects and information.
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I am independent and self-reliant.
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Millennials • I value balance and teamwork.
• I am sociable and like collaboration.
• I am resilient to change.
• I value diversity and inclusion.
• I like flexible working hours.
• I like to learn new things and see a career as a learning environment for self- fulfillment.
• I would rather send an e-mail or text message than pick up the phone.
• I like positive reinforcement and feedback that is direct, respectable, and goal-focused.
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I like to be challenged.
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Skill Gaps by
Generation From “Multi Generational Training in the
Public Sector” by CPS
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Boomer/Traditionalist
Skill Gaps
• Technology
• Creative Thinking
• Conflict, Stress,
Change, and Time
Management
• Written
Communication Copyright SGRI
Generation X Skill Gaps • Technology
• Presentation Skills
• Supervision
• Leadership
• Conflict, Stress, Change,
and Time Management
• Written Communication
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Millennial Skill Gaps
• Customer Service
• Oral Communication
• Critical Thinking
• Supervision
• Leadership
• Conflict, Stress, Change, and Time Management
• Written Communication
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Transition in Learning Styles • High correlation between preference for live or online by
generation
• A side benefit of live training Millennials is that it helps address interpersonal skill gaps regardless of the class topic
• A side benefit of training boomers online is that it helps address their technology skill gaps regardless of the class topic
• The right strategy is a blended learning environment that uses both live and online in a coherent and well planned fashion
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Focusing on Millennials
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Survey Results from the study by Robert Half International
“What Millennial Workers Want – How to Attract and Retain
Gen Y Employees”
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Survey Ranking of Top (1-10) Job
Search Considerations
• Salary-9.05
• Benefits-8.86
• Opportunities for career growth/advancement-8.74
• Location-8.44
• Leadership-7.95
• Reputation/brand recognition-7.56
• Job title-7.19
• In-house training-6.95
• Tuition reimbursement-6.44
• Diversity-6.07
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Most Important in a Work
Environment (1-10)
• Working with a manager I can respect and learn from 8.74
• Working with people I enjoy 8.69
• Having work/life balance 8.63
• Having a short commute 7.55
• Working for a socially responsible company 7.42
• Having a nice office space 7.14
• Working with state-of-the-art technology 6.89
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Time required to “pay your dues”?
• Less than one year 16%
• 1-2 years 51%
• 2-3 19%
• More than 3 years 5%
• Not sure 9%
Copyright SGRI less than 1 yr 1-2 yrs 2-3 yrs 3+ yrs unsure
How long do you expect to stay in
your current position?
• Less than one year 16%
• One to two years 24%
• Three to five years 19%
• Six years or more 22%
• Not sure 19%
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Top reason to leave one job
for another
• Higher pay 4.63
• Better perks and benefits 4.44
• More opportunities for advancement 4.22
• More interesting work 4.14
• Better work environment 3.99
• Shorter commute 3.51
• More prestigious job title 3.39
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The Millennial Perspective
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Compared to Previous Generations,
Millennials: • Have more frequent job and career
changes
• Have a greater focus on personal/family life
• Have more knowledge of technology
• Have more education
• Place more emphasis on education than experience
• Expect to rise quickly through the ranks
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How to be a Millennial-Friendly
Employer
• Offer slightly above average compensation… but do
it at the start… they want instant gratification and
will take a good offer now over a great one in six
months (future raises, etc)
• Encourage development through in-house training,
tuition reimbursement, paid professional dues and
participation
• Offer formal coaching and mentoring
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Millennial Job Searching
• ¾ visit your website to learn about you before applying
• 2/3 use online job boards
• ¼ use social networking sites such as Linked In,
Facebook, Jobster, etc
• Attracted to organizational image and reputation in your
market
• Interprets work environment based on technology used in
the recruitment and the website
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A Millennial’s Ideal Employer:
• Cares as much about their employees and their
community as their customers
• Provides an opportunity to make a difference in the
world
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A Millennial’s Ideal Boss
• Cares about them as a person
• Provides daily feedback
• Gives assignments that help them grow
• Makes their jobs more diverse
• Helps them achieve their personal and professional goals
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How would you describe your
dream boss?
• Good management skills
• Pleasant/approachable
• Understanding/caring
• Adviser/supporter
• Flexible/open-minded
• Respects/values/appreciates employees
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Recruiting Millennials
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Manage First Impressions
• Easy to find and meaningful information about the organization, the culture, and the community on your website
• High quality electronic brochure describing the position
• High quality, well-placed ads
• Video recruitment ads get 12% more qualified candidates than traditional ads
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Talent Recruitment Methods
• Highly targeted email marketing campaigns that
engage viral networks via peer and mentor referrals
• Highly targeted online job boards
(www.SGRjobs.com, www.ICMA.org, etc)
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Use Social Media
• Linked In (professional
and informational)
• Facebook (visually
graphic and social)
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Manage the Candidate Experience
• Hassle-free electronic application process
• Exceptional communication with candidates on a
regular basis
• Move the process promptly with a sense of urgency
for the candidates
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Managing Millennials
From Robert Half International
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Give them Their “Scores”
Recent graduates are accustomed to receiving regular
feedback in the form of test scores and grades and
appreciate knowing where they stand. Don’t wait for
the annual performance review to provide feedback –
give “spot reviews” as tasks and projects are completed.
Immediate input on their performance and progress
will help motivate these team members.
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Keep the door open...
This group appreciates a friendly, fair-minded manager
who dispenses advice, provides support, and gives them
space to do their jobs in their own way.
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But don’t be a doormat.
They aren’t looking for pushovers; they want their
supervisors to exercise clear authority.
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Give it to them straight.
This was not a “children-should-be-seen-and-not-heard”
generation. They likely questioned things and received fairly
open responses. Subsequently, Millennials expect honesty
and candor from their managers.
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Walk the talk.
• Similarly, this group wants companies to act true to
their values. They are skeptical of corporate
pronouncements unless they are backed up with clear
action.
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See them as people, not just
employees.
• Like all professionals, these workers want supportive
managers. When talking with Gen Y staff members,
acknowledge that they have lives and concerns
outside of work, and help them balance work and
personal obligations.
• 73% are worried about work/life balance
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Lend them your ears.
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Acknowledge them!
They seek the validation that comes from being
heard. This does not mean that you have to act
upon their every suggestion, but you can
acknowledge their ideas and encourage them to
approach you with their thoughts.
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Sources Drawn From Include:
•Robert Half International report “What Millennial Workers Want – How to Attract and Retain Gen Y Employees”
•CPS HR Consulting report “Multi Generational Training in the Public Sector”
•Contact [email protected] for a link to either of these comprehensive reports.
More information on Generations
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For a link to the CPS or Robert Half studies referenced as
sources, contact Ron Holifield:
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