Millennia Majorit - Employer Associations of America

Transcription

The Millennial Majority
Voices of Millennials in the Workplace
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Megara Kast velopment and Learnin
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Alyssa Leounrc
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Introduction
The Millennial Majority – Voices of Millennials in the Workplace event was a success beyond our expectations.
All of the planning and preparation set the stage for a day filled with excitement, amazing conversations,
and an energy that filled the entire building.
There were 68 Millennials, representing 36 MSEC member companies. Some admittedly came to the event
skeptical. Others expected they were going to be “lectured to.” We surprised them! After the brief
introduction by Deborah Brackney, Executive Vice President, we gave brief instructions, called time for each
session, and let the small groups do all the talking.
This report represents the event. It explains its evolution from a small conversation in 2013 to a “first-ever”
MSEC event on June 3, 2015. Our goal is to give you, as the reader, the information in an easy-to-follow
format. The first section explains our purpose, methodology, and statistics. The second section gives you the
individual questions, corresponding narrative summary, and themes. The appendix is all the raw data
representing what the group said and wrote.
The voices of these 68 Millennials only represent their individual and collective perspectives. It is not meant
to generalize or characterize all people born between 1981 and 2000 that are in the current workforce.
Please take this information, adapt to your workplace, and remember Millennials love and thrive on
feedback. Check in, ask questions, discover who your employee is and how to best support their efforts to
succeed, collaborate, and contribute to your Organization.
Enjoy and thank you for taking time to better understand these Millennials.
Sue Burdette, Consultant
Organizational Development and Learning
Megara Kastner, Ph. D., Consultant
Organizational Development and Learning
Alyssa Leonas, SPHR-CA, Consultant
Human Resource Services
“I would just like to thank you for what you put together last week. I, for one, enjoyed it much more than I expected. I was one of the
participants that had to leave mid-afternoon, but I was sad to not be able to finish out the session.”
Cliff Thompson
“I truly enjoyed the Millennials Majority seminar. It’s something I have never experienced and loved the dedication I saw in all
you ladies. The passion you let out. That, in itself, was inspiring. I came out of that seminar feeling like I can take the world on - thank
you. “
Reyna B. Alderete
© Copyright 2015, Mountain States Employers Council, Inc.
Table of Contents
Purpose __________________________________________________________________________ 1
Methodology _____________________________________________________________________ 1
Statistics _________________________________________________________________________ 3
Millennial Forum Questions _________________________________________________________ 4
World Cafe ____________________________________________________________________________ 5
What Is Your Experience In The Workplace As A Millennial? ____________________________________________ 5
What Does Being a Millennial Mean to You? ________________________________________________________ 6
How Could Your Employer Best Support You In Your Day-to-Day Work? _________________________________ 8
How Could Your Employer Best Support Your Professional Development? _______________________________ 9
How Do You Deal With Stress At Work? ___________________________________________________________ 10
What Is Your Ideal Work Environment? ___________________________________________________________ 11
What Is Most Important To You In Terms Of Relationships At Work? ____________________________________ 13
What Methods Of Training Work Best For You? _____________________________________________________ 14
What Does Leadership Look Like To You? _________________________________________________________ 15
What Is Your Preferred Way For Finding Information? _______________________________________________ 16
Open Space___________________________________________________________________________ 17
If The 30-Year Career Is Dead, What Is Your Future? _________________________________________________
The Future Is Not Certain and Loyalty Doesn’t Matter________________________________________________
How Do Millennials Feel About Gender Equity? ____________________________________________________
Why Are Millennials Perceived As “Being Lazy”? ____________________________________________________
How Do We Change The Perception That We Are Lazy? ______________________________________________
How Do Millennials Perceive & Manage Baby Boomers?______________________________________________
What Are Some Of The False Stereotypes You Hear About Millennials? _________________________________
Where Do You Want To Be In Five Years? What Do You Expect? _______________________________________
How Realistic Is This? _________________________________________________________________________
What Does Compensation Look Like For Millennials? ________________________________________________
What Could Be Included in Onboarding That Would Entice You To Start and Stay With a Company? __________
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Data Summary ___________________________________________________________________ 27
World Café Data _______________________________________________________________________ 27
What Is Your Experience In The Workplace As A Millennial? ___________________________________________
What Does Being A Millennial Mean To You? ______________________________________________________
How Could Your Employer Best Support You In Your Day-to-Day Work? ________________________________
How Could Your Employer Best Support Your Professional Development? ______________________________
How Do You Deal With Stress At Work? ___________________________________________________________
What Is Your Ideal Work Environment? ___________________________________________________________
What Is Most Important To You In Terms Of Relationships At Work? ____________________________________
What Methods Of Training Work Best For You? _____________________________________________________
What Does Leadership Look Like To You? _________________________________________________________
What Is Your Preferred Way For Finding Information? _______________________________________________
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Open Space Data ______________________________________________________________________ 57
If The 30-Year Career Is Dead, What Is Your Future? _________________________________________________
The Future Is Not Certain And Loyalty Doesn’t Matter _______________________________________________
How Do Millennials Feel About Gender Equity? ____________________________________________________
Why Are Millennials Perceived As “Being Lazy”? ____________________________________________________
How Do We Change The Perception That We Are Lazy? ______________________________________________
How Do Millennials Perceive & Manage Baby Boomers ______________________________________________
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What Are Some Of The False Stereotypes You Hear About Millennials? _________________________________
Where Do You Want To Be In 5 years? What Do You Expect? How Realistic Is This? ________________________
What Does Compensation Look Like For Millennials? ________________________________________________
What Could Be Included In Onboarding That Would Entice You To Start & Stay With A Company? ____________
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Millennial Majority: Voices of Millennials in the Workplace
Background
The idea for a Millennial event was conceived in 2013 when two trainers, Sue Burdette and Megara Kastner,
in the Organizational Development and Learning Department were discussing how to best work with
“younger leaders and managers.” The styles of learning, how these younger leaders interacted in the
trainings, and their general presence was different than Sue and Megara had experienced.
Their conversations continued and they both agreed that it would be best to ask Millennials rather than
trying to guess what would work best. Yes, they could read the research, however, Megara and Sue thought
asking the MSEC members would give them the most applicable information.
Eventually they decided it was time to bring their idea to fruition. Alyssa Leonas, a Millennial and consultant
in the Human Resource Services Department has a passion for her group of peers. Alyssa joined Sue and
Megara as part of the team in the winter of 2014. Their meetings progressed and the “Millennial Majority:
Voices of Millennials in the Workplace” event was set for June 3, 2015.
These three women took on the task of creating a “first of its kind” event for MSEC, on many levels. One,
gathering a group of emerging leaders to listen to their perspectives would be a first. Two, utilizing a oneday comprehensive event of inquiry and networking had not been previously done. Three, feed the
Millennials breakfast, lunch, and happy hour to keep them engaged was going to be new. Four, convening a
leaderless event where organized chaos and creativity were crucial to include all perspectives was an
atypical MSEC strategy.
Purpose
The Millennial Majority had three components:
1. As the emerging leaders of the MSEC member community, ask Millennials what their experiences
and needs were in the workplace.
2. Determine how MSEC could best serve our members’ up-and-coming leaders through the
information gathered.
3. Bring a diverse set of Millennials together for a day of self-generated conversation and connection to
network and understand all perspectives.
Methodology
The most important goal was to make the environment appealing enough that everyone would stay
engaged. To keep them all day, there needed to be plenty of food, give them a fun and interactive space to
create and talk, and “hold the container” for their conversations (stay out of their way).
This was accomplished with the two distinct small group discussion models. Each small discussion group
was 6 to 7 people.
1
The Morning
The morning was a World Café model. The model was developed in the early 1990’s as a way of gathering
the “collective wisdom” of a large group through small group discussion sessions. There were 10 – six person
tables in the Colorado/New Mexico rooms, each with a different question. The group was given five 20minute discussion sessions. During each of the leaderless discussion sessions, one person usually acted as a
facilitator to keep everyone on track and took notes on the flip chart. Another person volunteered to take
notes on a computer. The notes were emailed immediately after each session was completed. The event
coordinators aggregated all the data.
After each discussion session ended, everyone was encouraged to move to a new table and question. One
person stayed at the table and acted as the “host or thread” to summarize the previous discussion and move
it forward adding in the current group’s thoughts. In essence, each of the 10 questions had five rounds of
different people who added more information to each previous group – gathering the collective wisdom.
The morning had two other components after the small table discussions. During a break, all 25 flip charts
from the sessions were posted around the room, filling the walls. The large group was divided into four
smaller groups. Sue, Alyssa, Megara, and Eric Schram (ODL Consultant – volunteer for the day) each took a
group and simultaneously led the groups in debriefing/summarizing two or three of the questions. It was
important to see how the group could synthesize their discussions. The second component was a large
group discussion about the morning process – what did they think of the discussions, the format, the ability
to roam, write, and draw. The purpose of this component was to make sure their learning styles and
interacting needs were being met.
The Afternoon
The afternoon utilized the second model titled Open Space. This model, too, was developed in the 1990’s as
more of a “virtual” concept. In other words, whatever question or topic is in the room, at the moment, could
be discussed in the same small group format. This model seemed most pertinent to give the Millennials an
opportunity to determine what they wanted to talk about that wasn’t discussed in the morning. There were
two 25-minute rounds in the afternoon. Prior to the first round starting, eight different people stood up and
wrote their question or topic on a flip chart. They became a small group discussion convener. Their task was
to explain their topic, facilitate the discussion, and take notes. Once all eight questions/topics were written,
the large group was directed to move to the table topic they wanted to discuss. People could move around
at any point during the session acting as “bees and butterflies” pollinating any conversation in which they
had something to add. There was a second 25-minute round, where four more topics/questions were posted
– again, people moved to the topic they were most interested in discussing. As with the morning, at the end
of Round #2 – the collective wisdom had been gathered.
The afternoon had two additional components. First, each of the conveners led a short discussion to
summarize and theme their topic. Then each briefly reported out to the entire group. Second, the large
group was directed to write a short Individual Action Plan with no more than two steps. These plans were to
be taken back to their work. Once each plan was written, all shared the plans in a small table discussion.
The Action Plans ended the formal discussion portion of the day.
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Overall Environment
A key component to both of these models is making the environment as festive and creative as possible.
There was music and a continuous PowerPoint slide show filling the room. Each of the 10 tables was
completely covered with brown butcher paper. There were flowers, crayons, colored markers, play-dough,
stickers, bubbles, post-it notes, and pencils on each table. Millennials were encouraged to write, draw, and
create whatever they wanted on the tables to symbolize their thoughts, ideas, and creative sides. Every table
was completely “decorated” by the end of the day.
Breakfast, lunch, and an afternoon happy hour were provided. These “food and beverage” opportunities
allowed for more informal networking amidst the formal discussions. During lunch all 68 Millennials were
seen in the hallways, the courtyard, outside the building, the mezzanine. They filled the building with a buzz
of interactions. Most everyone stayed for the happy hour where the craft beer appeared to be the drink of
choice.
Statistics
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68 Millennials
36 member companies represented:
1. APC Construction CO, LLC
2. A-Train Marketing Communications, Inc.
3. Aurora Mental Health Center
4. Boulder Creek Builders
5. CHA
6. Cherry Creek Athletic Club
7. CHFA
8. City of Lakewood
9. Colorado Library Consortium
10. Colorado Nonprofit Development
Center
11. Community Financial CU
12. Compassion International
13. Denver Metro Chamber of Commerce
14. Denver Rescue Mission
15. Developmental Pathways, Inc.
16. FirstBank Holding Company
17. Flightsafety Services Corporation
18. Food Bank of the Rockies
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
GCC of America
Image Projections West, Inc.
Inspirato
Intermountain Electronics
Mountain States Employers Council, Inc.
Numerica Corporation
Panarama Orthopedics & Spine Center
Parker Adventist Hospital
Payzone Directional Services, INC.
Pella Windows & Doors, Inc.
Powdr-Copper Mountain
Rocky Mountain SER/Jobs for Progress
Saunders Construction, Inc.
Sooper Credit Union
The Crawford Hotel Denver Union
Station
34. Volunteers of America Colorado Branch
35. Webroot Inc.
36. World Venture
More than half of the attendees had never been to MSEC – approximation by show of hands
Each company was allowed to send only four employees to create a very diverse set of participants.
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Millennial Forum Questions
World Café - Morning Event
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
What is your experience in the workplace as a Millennial?
What does being a Millennial mean to you?
How could your employer best support you in your day-to-day work?
How could your employer best support your professional development?
How do you deal with stress at work?
What is your ideal work environment?
What is most important to you in terms of relationships at work?
What method of training works best for you?
What does leadership look like to you?
What is your preferred way for finding information?
Open Space - Afternoon Event
1. If the 30-year career is dead, what is your future?
2. The future is not certain and Loyalty doesn’t matter
3.
4.
5.
6.
7.
8.
9.
How do Millennials feel about gender equity?
Why are Millennials perceived as “being lazy”?
How do we change the perception that we are lazy?
How do Millennials perceive and manage baby boomers?
What are some of the false stereotypes you hear about Millennials?
Where do you want to be in 5 years? What do you expect? How realistic is this?
What does compensation look like for Millennials?
a. Example: Is it salary based or are there other important factors?
10. What could be included in onboarding that would entice you to start and stay with a company?
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World Cafe
What Is Your Experience In The Workplace As A Millennial?
Narrative:
Millennials are the IT experts bridging the generational gap for older workers. They are IT. Millennials prefer
to use technology to communicate rather than in person. Millennials are looking for efficiency versus
producing data and reports. Millennials are challenged with gaining respect because of their age from both
management and customers. Millennials want to be viewed as individuals and not stereotyped. Millennials
want to know what is expected of them and given flexibility to complete the task.
Themes:
1. Technology
a. We are the go to people for older workers
b. Old school ways not efficient
c. We are willing to train
2. Generational Issues
a. Change is good
b. Give us structure and let us go
c. Treat us with respect
d. More efficient to use technology than to talk in person
e. Give us praise to keep us motivated
f. Dress code allow for more diversity
3. Workplace Environment
a. Make it fun, light and bright
b. Feed us
c. Ability to individualize our workspaces
d. Bring dog to work
e. Wellness programs
f. Bright colors that stimulate creativity
4. Diversity
a. Compassion and accepting of different lifestyles
b. We are not all the same
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World Café
What Does Being a Millennial Mean to You?
Narrative:
Millennials have been shaped by the times in which they have grown up. Events like 9/11 and the Great
Recession along with real-time access to information about war and politics have made them skeptical and
less trusting of institutions. They are tech-savvy and also remember dial-up Internet and the advent of the
iPhone. They value happiness and are less focused on material success than other generations. Work-life
balance and having a community of friends is of great importance to Millennials. Millennials are activists.
They want to know how things work and then fix the problems. Millennials are also adaptable. They like
adventures and new experiences and are accepting and tolerant of differences. Millennials are informal.
They are often a few minutes late and tend to dress more casually than other generations. They want
information and they want it fast. Millennials want their mobile devices with them at all times to find
information quickly and easily and to stay connected via social media.
Themes:
Adaptable and Activists
a. Change agents
b. Adventurous
c. We like to try new things
d. More accepting than other generations
e. More tolerant and compassionate
f. We want to know how things work and fix the problems
2. Instantaneous information
a. Attached to our mobile devices
b. We want quick transfer of data
c. Instant communication
d. Connectivity and sharing information are imperative
e. Social media
f. Expect instant information, give us info ASAP!
3. Entitled and Informal
a. We are often five minutes late
b. We dress casually
c. We are more entitled than other generations, but aware of it
d. Think we’ll be CEOs tomorrow
4. Value happiness
a. Work-life balance is important
b. Having a community of friends
c. Won’t stay in a job if there is no incentive to stay
d. Don’t value material success as much as other generations, more focused on happiness
1.
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5. Our values have been shaped by external factors
a. 9/11
b. The great recession – layoffs
c. Advent of the iPhone
d. Climate change
e. Social media
f. Events caused us to be skeptics.
g. Information about war and politics at our fingertips with technology
h. We have opinions
i. Tech-savvy, but not overly dependent like younger generations
j. Less trust in institutions – we’ve seen a lot of corruption
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World Cafe
How Could Your Employer Best Support You In Your Day-to-Day Work?
Narrative:
Millennials want constant and continuous feedback. They want to know where they are hitting the mark and
how they could improve. Constructive feedback is most preferred because it helps them grow professionally.
Regular face time with their supervisor, through goal-setting and/or regular meetings is very important. They
like leaders to have an interest in them as individuals with opportunities for training and development to
acquire new and diverse skills. They also want to feel that their boss and the organization on the whole care
about them. Organizational leaders can show Millennials that they care by knowing their names, being
genuine, and creating a culture that supports employees’ quality of life. Examples of a culture that shows a
concern for lifestyle includes: a) allowing employees to bring pets to work, b) providing opportunities for
fitness and relaxation, and c) creating opportunities to socialize, such as regular happy hours. Millennials also
care deeply about balance on several levels: a) work-life balance, b) balance at work, c) balance of both
structure vs. freedom, and d) guidance and autonomy.
Themes:
1. Constant and continuous feedback
a. Help us grow, but don’t micromanage us
b. Help us set goals and check in with us monthly
c. Both positive and constructive feedback; we just want to know how we’re doing
2. Leadership
a. Have an interest in me as a person; know my name
b. Be consistent and follow-through; do what you say
c. Be available and friendly
d. Weekly or bi-weekly meetings
e. All employees should be held to the same level of accountability despite age, seniority or
level of employment
3. Balance
a. Structure and Freedom
b. Guidance and Autonomy
c. Work-life balance (flexible schedules, allowed to work from home)
d. Focus on my career now, but also what I might like to do (that is different) in the future
4. Opportunities for training
a. Invest in technology updates and me as an employee
b. On-line
c. Sit in with other department
5. Care about me as a person
a. See me as an individual
d. Free chair massages
b. Opportunities for fitness
e. Let us bring our dogs to work
c. Happy hours
f. Be genuine
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World Cafe
How Could Your Employer Best Support Your Professional Development?
Narrative:
Millennials believe that work should provide a platform and opportunity to explore who they are and what
they want to be, both personally and professionally. They want coaches and mentors at work. People they
can look up to and learn from on a professional and personal level. Exploring many different opportunities
using a variety of platforms gives the Millennials diversity for their learning. They don’t want to be
pigeonholed or feel that they are seen as only being able to do one type of work. It’s important to feel
empowered, taken seriously, and trusted. They want to be challenged and have an opportunity to be use
their creativity to better themselves and their organization. If these Millennials don’t see opportunities for
growth with their current employer, they will look elsewhere.
Themes:
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3.
4.
5.
6.
Opportunities for Growth
a. Lateral and/or upward
b. On-line learning
c. Job Shadowing/Mentoring
d. Informal time with supervisor
e. Help us learn more about ourselves and explore future opportunities (personality
assessments, discussion of five year plan…etc.)
Flexibility/Options
a. We all want to develop our careers with different goals
b. We want different options to be able to achieve our goals
c. We want diversity of opportunities; we don’t want to be pigeon-holed in one area
Empower us
a. Cross-training
b. Help us create our own goals
c. Coach us
d. Have faith in us to grow
e. Take us seriously
f. Provide a platform (committee, focus group…etc.) for us to talk to our colleagues about how
the organization can improve – and really listen and implement our ideas
Creativity
a. We want to be creative – so let us be
b. We want a create and inspiring work environment
Retention
a. Keep me challenged and growing or I will look elsewhere
b. Expect me to stay about four years, unless I feel I have some amazing opportunities if I stay
longer
Long-term employees will become the exception – not the rule
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World Cafe
How Do You Deal With Stress At Work?
Narrative:
Millennials place great value on work-life balance and the need to have time away from work - both
physically and mentally. They are stressed when they don’t know what is expected of them at work and by
things that appear outside of their control. A heavy workload can also be a stressor. Asking for help is also
something that can be stressful for Millennials. They deal with stress by taking breaks. Many Millennials feel
that getting outside or getting exercise is crucial for relieving the pressure. Millennials prefer a work
environment that encourages stress reduction. Employers can help decrease stress for Millennials by
providing a flexible schedule and/or work from home. Millennials would also feel less strained if their
employers allowed for and encouraged “mental health days”, provided a “relaxation room” and allowed
them to occasionally bring pets to work. Talking through their pressure with others can be of great benefit,
according to Millennials.
Themes:
1. Stressors:
a. Things that are beyond our control
b. Not knowing the expectations at work
c. Learning to ask for help
d. Workload
2. Taking breaks
a. When off the clock, don’t do work
b. Get outside
c. Get exercise
3. Getting Outside/Exercise
a. Walking
b. Be in the sun
c. Yoga
4. Change of Scenery/Pace
a. Shopping
b. Napping
c. Relaxing
d. Drinking (outside of work)
e. Smoking
5. A work environment that helps relieve stress
a. Ability to flex hours and/or work from home
b. Bring animals to work
c. Relaxation room
d. Mental health days
6. Venting
a. With co-workers
b. With partners/spouses
c. With a drink in hand
7. Having time away from work
a. Not checking emails when away from work
c. Setting work/life boundaries
b. Having mental health days off from work
10
World Cafe
What Is Your Ideal Work Environment?
Narrative:
The two key words for Millennials in their work environment are flexibility and freedom. Millennials would
like to see flexibility around work-life balance, the ability to work from home, and the development of new
ways of doing things. Millennials place a great value on freedom to self-express in how they dress and
opportunities to bring their pets to work. Many Millennials have an adventuresome side and a desire to try
new things at work. They want to be trusted to get the work done by the end of the day. The work
environment should encourage creativity and could do so through buddy rooms and writable walls.
Millennials believe a great employer would provide a gym membership and consider a gaming room for
breaks. Accountability and work ethic is paramount to Millennials. They want consistency across all
departments and would like cross training and promotions offered to those that work the hardest, as
opposed to those who have been there the longest. If an explanation is given for policies and processes, the
Millennial understands and abides. Millennials want a diverse work environment which, in their minds, is
one that supports inclusivity and acknowledges all different personalities and lifestyles.
Themes:
1. Updated technology and software
a. Connectivity to home to work there
b. Latest tech at office
2. Flexibility and Balance
a. work hours
b. vacations
c. work from home
d. maternity/paternity leave
e. Good life-work balance
f. Average age to settle down is older than previous generations
3. Work Environment
a. pets to work
b. gym or reimbursement for gym membership
c. ergonomic desk options
d. creative work space with huddle rooms, writing walls
e. daycare options
f. gaming room
g. bright and modernized
h. stress reducers
4. Freedom
a. Self-expression – tattoos, hair, clothes, makeup
b. Mental health day – a.k.a. “too good to come to work” day
c. Find different ways to get the same job done
d. Adventurous and like to try new things
e. Enjoy finding out how the world works
f. How to fix things that aren’t working
g. Independent thinkers
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5. Accountability and Work Ethic
a. If you work hard, good employee – promote me
b. Incentivize employees
c. Cross training
d. Consistency and accountability across ALL department
e. High morale
f. Flex schedule with accountability
g. Trust me that I’m getting the work done
h. Explain the reasons for the process
i. Balancing the results vs. process
6. Colleagues and relationships
a. Accepting of different personalities and life styles
b. More tolerant and compassionate
c. Equality vs. hierarchy
7. Change and Adaptability
a. We are more adaptable to change
b. If we aren’t happy, we move on to new things
c. We want more than to just work for the paycheck
12
World Cafe
What Is Most Important To You In Terms Of Relationships At Work?
Narrative:
Millennials want to be respected and understood as individuals, not just labeled as Millennials, or put into
any other “box”. This makes emphasis on the human aspect and a collaborative environment essential.
Millennials want management to let them do their jobs and trust it will be do right. Cutting edge innovation
is crucial to Millennials. They want trust, honesty and candor with healthy discussions. Teamwork is also a
key component to work relationships. Millennials want to see that the team is moving forward and making
decisions together. Management transparency is imperative, which means Millennials want to understand
the “Why’s” behind the “What’s”.
Themes:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Trust
The human aspect where it is a collaborative environment
Teamwork by moving forward in making decisions together
No micromanaging
Honesty and candor with healthy discussions
Transparency in management where the “Why’s are behind the What’s”
Respect
Trust we can do it and let us do it
Cutting edge innovation
We don’t have to be like everyone
Feeling heard (and understood)
a. Not condescending to Millennials
12. A mix of work and personal
13
World Cafe
What Methods Of Training Work Best For You?
Narrative
Millennials want flexibility in their training with many different modalities to learn the same information. It
has to remain engaging and progressive. One method Millennials like is the reverse classroom, where
lectures are on-line and discussions are in classrooms. In-person training is very important when learning is
from a subject matter expert. Keep the trainings short, varied, interactive, with hands-on exercises and a
personal touch. The learning environment needs to be a safe place where questions can be asked, where it is
okay to make mistakes with no repercussions or retribution. A key component to training for Millennials is
information needs to be applicable so it applies to the real world. In other words, Millennials appreciate an
explanation of why something is relevant.
Themes:
1. Hands on
a. Show and tell
b. Applicable to real world
c. Interactive – games, questions – especially if online
d. Flexibility with several options for same training in different styles
e. Can’t write and listen at same time
2. Narrow Focus
a. Shorter sessions – 20 minute segments
b. Variety of structure and creativity
c. Progressive to develop skills
d. Only what we need to know
3. Individual attention
a. So there is plenty of feedback both give and take
b. A personal touch to accommodate the various learning styles
c. A safe place to practice where we can make mistakes and learn
d. There is no pressure and no retribution
e. where you can initiate on your own training
f. Engaging and interactive where you can tell your own story and apply to work
g. Can ask questions and provide one-on-one opportunities to voice opinions
h. Explain why it’s relevant
4. Flipped classroom – lectures on line and discussion in class
a. Learn from subject matter experts
14
World Cafe
What Does Leadership Look Like To You?
Narrative:
Millennials want their leaders to earn their respect. Respect is earned in several ways, according to
Millennials: a) transparency, b) the use of constant and open communication, and c) providing regular
feedback. Millennials want to be inspired by their leaders. They want their leaders to be passionate and
positive role-models. Leaders who are open and receptive to feedback and who are willing to make
meaningful changes are on the top of the millennial best list. Millennials thrive in a collaborative
environment and they want leaders to place emphasis on the team, not the individual. It is important to
Millennials to feel empowered by their leaders. Leaders can empower Millennials through coaching,
recognizing employees and their contributions, and valuing them as individuals.
Themes:
1.
2.
3.
4.
5.
Transparency
a. Communicate constantly and openly – create trust
b. Use varied methods of communication
c. Diversity in leadership
d. Regular feedback is important and better than one annual review
Inspire
a. Be passionate
b. Be positive
c. You must be respected by others
d. Earn our respect
Be open
a. Have an “open door” policy and really listen
b. Seek our feedback and really listen to make meaningful changes
c. Be open to innovation and change
d. Ask your employees if you are leading them in a way that works for them
Empower
a. Recognize employee’s contributions – even if it means you (the leader) don’t get recognized
for something
b. Provide structure, but don’t micro-manage
c. Hold people accountable
d. Know your employees – each should be managed differently
e. Include employees in decision-making
f. Value us for who we are as people, not just our accomplishments at work
g. Coach and mentor
Create a collaborative environment
a. Less emphasis on me, more on we
b. Don’t dictate
c. Leadership is earned, not given
15
World Cafe
What Is Your Preferred Way For Finding Information?
Narrative:
Millennials prefer using a variety of resources and methods for finding information. As tech-savvy
individuals, having information at their fingertips is preferred. They have a strong desire for instantaneous
information, so whichever method is quickest becomes the source. Because of their comfort-level with the
speed of technology, Millennials often begin their information search there. However, Millennials value the
traditional face-to-face method of receiving and transmitting information. Investing in and building
relationships is very important to Millennials. They are willing to invest time networking and socializing and
build a web of subject matter experts with whom they can approach when they need a fast answer.
Themes:
We like a variety of resources. Generally, we will use whatever will get us the answers the quickest –
it depends on the context
a. Internet (Google, YouTube, Wikipedia, feedly, Aps…etc.)
b. Subject matter experts (Bosses, MSEC, colleagues)
c. Books
d. Magazines
e. Databases
f. Podcasts/Local Radio Stations
g. TV (BBC, PBS News, Daily Show, Jimmy Fallon, Jimmy Kimmel..etc.)
h. Netflix
i. Newspapers (Westword…etc.)
2. It’s worth building relationships up front to have resources for information later
a. Networking/Social Events
b. Know others’ preferred style of communication and use it
 Phone calls
 Face-to-face meetings/conversations
 IM (Instant Messenger)
 Email
3. Internet
a. Google
b. IM (Instant Messenger)
c. Twitter
d. Wikipedia
e. YouTube
f. Facebook
g. WebMD
h. Online learning resources (linda.com)
1.
16
Open Space
If The 30-Year Career Is Dead, What Is Your Future?
Narrative:
The future for Millennials is less predictable than with past generations. Millennials care about the impact of
their work. The corporate ladder is not something they aspire to. Quality of life is very important and the job
is more of an accessory. Millennials believe they are unique and want their employers to recognize and
honor them as individuals. 20 years of experience as a qualification seems elusive to Millennials. Flexibility is
important to Millennials when companies are hiring. Millennials want to learn from the “inside sources” in
their current role to help them determine their future.
Themes:
1. I care
a. About my impact
b. Not giving up life to my job
c. Drawing parallels and ability to learn
d. Learn inside current role to determine future
2. I don’t care
a. About corporate ladder
3. Questions I have
a. What is “20 years of experience” mean?
b. Intelligent vs. qualified – what is qualified?
4. Flexibility in hiring
5. Realities to accept
a. Some job’s require “years” of experience
b. People expect “sameness” in “dedication” to company
c. Women vs. men applying for jobs – the imposter syndrome
17
Open Space
The Future Is Not Certain and Loyalty Doesn’t Matter
Narrative:
Millennials generally believe that the connection to the people in a company is the most important aspect of
work. They are loyal to the people in the organization. Loyalty to the company itself is secondary. With this in
mind, when Millennials leave an organization, they are not worried about the impact on the company.
Instead, they are concerned about the potential negative impact on the co-workers and friends they leave
behind. Millennials don’t want to let people down. They also don’t believe people should be promoted just
because of their longevity with a company. Millennials are questioning what it means to be a “leader” vs. a
“manager”.
Themes:
1.
2.
3.
4.
5.
6.
Candidates need to also interview the companies to find the best fit
“Make me feel loyal to the people!”
The company isn’t going to suffer if I leave, but my co-workers and friends might
I don’t want to let the people down
Don’t let people just evolve into management
Leader and Manager
18
Open Space
How Do Millennials Feel About Gender Equity?
Narrative:
Gender equity perception differs between millennial men and women. Many assumptions are made by both
genders. Often Millennials are afraid to ask or argue for perks. Millennial men believe that paternity leave is
very important.
Themes:
1.
2.
3.
4.
Paternity Leave
Afraid to argue for perks
Perception differs between genders
Assumptions are made
19
Open Space
Why Are Millennials Perceived As “Being Lazy”?
Narrative:
The history and culture of the U.S. has changed dramatically for this generation and their parents. From the
Millennial perspective, they believe others perceive them as lazy for four general reasons: a) the tech boom
makes access to information much easier; b) Millennial values are different from former generations; c)
flexibility is key to Millennials because life changes so quickly now; and d) education is as important as life
experiences for Millennials. Millennials are more willing to change or leave a job if that job doesn’t align with
their personal goals. Money is more elusive for Millennials, as they watched their parents go through the
Great Recession and many of today’s company’s don’t have pensions. Millennials believe they are too
efficient and because of that, it may appear to other generations that they aren’t putting in the same
amount of work. Their desire for instant gratification is fueled by easy access to information because of the
tech boom.
Themes:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
History/culture of the U.S.
Industrialization
Tech Boom
Instant gratification
Too efficient
Differing values
Flexibility
Money
Willingness to change jobs if we don’t meet personal goals
Education vs. life experience
20
Open Space
How Do We Change The Perception That We Are Lazy?
Narrative:
Millennials have been contemplating how to change the perception that they are “lazy”. One idea is to work
smarter rather than harder and then include a degree of humility with the “hard work”. It is important to
Millennials to be proactive in finding solutions. In some cases, they realize they may have to “check out” both
emotionally and psychologically to endure work. They are wondering if there is a way to balance work
structure and update the “outdated” models organizations use for operations, procedures, and work
compensation policies. Millennials are not opposed to finding new jobs. They also raise the question of
whether they are truly ever satisfied with their work. Ultimately, it all boils down to the fact that we all have
our own perceptions.
Themes:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Prove ourselves
Balance structure
Embrace our non-traditional
Think group “processes”
Work smarter, not harder
Be proactive in finding solutions to resolve issues
Develop a new raise policy
Update “outdated” operations/procedures
Switch jobs
Check out emotionally/psychologically
Humility and hard work
Are we ever satisfied?
Boils down to perceptions
21
Open Space
How Do Millennials Perceive & Manage Baby Boomers?
Narrative:
Millennials view Baby Boomers as traditional. They see them as set in their ways, hierarchical, and “by the
book.” They perceive Boomers as liking structure and valuing security exemplified by Boomers following a
set career path and working 9 to 5 jobs. Millennials also perceive Boomers as having a “survivor mentality,”
where they value work over family and use “tough love.” Millennials tend to perceive that Baby Boomers as
not tech-savvy and resistant to new technological efficiencies.
Themes:
1.
Traditional
a. Set in their ways
b. Hierarchical
c. Prejudiced
d. Work 9 to 5
e. Black and white – By the book
f. Follow a set path
2. Survivor Mentality
a. Tough love
b. Loyal
c. Work over family
3. Not Tech-savvy
a. Don’t know how to use technology
b. Won’t embrace new efficiencies
22
Open Space
What Are Some Of The False Stereotypes You Hear About Millennials?
Narrative:
Millennials hear many false stereotypes about their generation. Those generalizations are often negative
such as lazy, unmotivated, ungrateful, narcissistic, and immature. Specifically, Millennials feel wrongly
stereotyped when people say “they act entitled and are non-committal.” On the other hand, Millennials
realize other generations also have positive stereotypes of them. Examples are: a) tech-savvy, b)
entrepreneurial, c) capable, and d) optimistic.
Themes:
1.
Positive Perceptions
a. Tech-savvy
b. Entrepreneurial
c. Capable of finding answers we need
d. Optimistic
e. Want to create a “better world”
2. Negative Perceptions
a. Lazy
b. Unmotivated
c. Loud
d. Ungrateful
e. Immature
3. Entitled
a. Narcissistic
b. Looking for instant gratification
c. Whiners
d. Sheltered
e. “Everyone’s a winner”
f. Over confident
4. Non-committal
a. Organizational retention under five years
b. Poor attention span
23
Open Space
Where Do You Want To Be In Five Years? What Do You Expect?
How Realistic Is This?
Narrative:
Millennials have a sense that things regularly change and it is hard to anticipate the future. Therefore, their
ideas about where they see themselves are not necessarily specific visions of what they will be doing.
Pragmatically, all they know is things will be different than they are now. Fate twists and they can’t
anticipate. For example, Millennials don’t see themselves working for the same company five years out. Their
expectations are to be happy, comfortable, continued personal growth, and have relatively low stress.
Themes:
1. Where we want to be in five years
a. Not with the same company
b. Don’t want to be pigeon-holed
c. Don’t want to put all eggs in one basket
2. Expectations
a. Be happy
b. Be comfortable
c. Have relatively low stress
d. Personal growth
3. Is this realistic?
a. We are not where we thought we would have been five years ago
b. Things change, it’s hard to anticipate what will happen
24
Open Space
What Does Compensation Look Like For Millennials?
For Example: Is it salary-based or are there any other important factors?
Narrative:
Millennials don’t see compensation just as money. For Millennials, compensation is the ability to enjoy worklife balance. This means more time and flexibility to focus on life outside of work. Millennials also believe that
compensation is when the organization helps them live a healthier lifestyle. Examples are offering health,
vision, and dental insurance and a wellness program. By tapping into intrinsic motivation, the intangibles,
and feeling that they are needed at work, gives Millennials a sense of compensation.
Themes:
1.
2.
3.
Work-life balance
a. Shorter commute
b. 36 hour workweek
c. More vacation time (or unlimited vacation)
d. Time for family
e. Flexibility
Health
a. Wellness program
b. Dental and vision insurance
Rewards at work
a. Feeling needed
b. Feeding people at work (lunches…etc.)
c. Intrinsic value
25
Open Space
What Could Be Included in Onboarding That Would Entice You To Start and Stay
With a Company?
Narrative:
Millennials are interested in starting work with an employer who offers flexible scheduling and the ability to
work from home. Traditional benefits such as 401k with an employer match, health benefits, paid time off (2
to 3 weeks), and tuition reimbursement are important to Millennials. Discounted daycare and/or gym
memberships are desired. Organizations are more attractive to Millennials when there are competitive
compensation and career development opportunities. In addition, Millennials are attracted to organizations
with positive reputations. Management taking the time to meet with a millennial new hire, one-on-one,
enhances a feeling that they are part of the company from the start. That feeling of inclusion and importance
definitely entices a Millennial to stay with the company.
Themes:
1. Why we would start with a company
a. Flexible scheduling/ability to work from home
b. Benefits (401k match, health benefits, tuition reimbursement, and discounted daycare or
gym membership)
c. Reputation of the organization
d. Competitive compensation
e. Development and growth opportunities
f. Plenty of paid time off (two to three weeks in first year)
2. What could be included with onboarding that would entice you to stay with a company?
a. A feeling that we are part of the company from the beginning
b. Management one-on-one with the new hire
26
Data Summary
World Café Data
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Millennials and older workers can make it all about them
Not a lot of resources for working with Millennials
Generational issues
Millennials in leadership: people older than you work for you
Industry events – older leadership: some embrace Millennials some don’t
Bridging age/technology gap
We’re all “IT”
Slow change
Need assessment
Judgment
Millennials are more vocal about the workplace
Willing to train – shape experience
Explaining decisions
Different views on “importance”
Reports and data vs. functionality
Millennials expect to be management early on
We need to be challenged to stay at job
Creativity
Completely dependent on technology
“Old school” is a hindrance
Traditions vs. innovation
Software – hiring younger workers – young managers
Older generations are condescending
Criticism – always being managed
Millennials need compassion for older workers – can’t expect everything to change for us
Want to retire earlier
Millennials take a lot of initiative – different to train
Bridging Age/Technology
We are teaching our doctors that we work for the technology gap in the computer program we use
on a daily basis including Excel, x ray programs, etc.
We are all I.T. teaching others
Millennials are more vocal about the workplace. Non Millennials seem to sit and do their jobs and
don’t say much to anyone or have an opinion
Millennials are willing to train and share experiences
27
Data Continued:
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Different views on importance. Upper management being more “baby boomers.” Baby boomers
seem to care a lot about money, where as we care about customer satisfaction and if we did our jobs
well. We feel like software should have functionality vs. how many reports and what kind of data we
run from this software. To us functionality is way more important.
When Millennials are treated well in the workplace, we will go above and beyond and put forth a lot
more effort. If we are treated poorly, we are not going to put in the effort, therefore, resulting in a lot
of turnover for their company
We need to be challenged in our jobs to stay at our jobs. We do not like to be robots.
We have a hard time getting respect because of our age from coworkers and from consumers.
We love to give ideas, but the answer we get when we throw ideas out or try to be creative about a
problem, we get the response “Why fix something that is not broken”?
We are completely dependent on technology. “Old school” is a hindrance
Open workspaces – can be judged for talking and brainstorming
o Feel judgment – like we’re goofing off
o A lot of stereotypes – “We need “lol” in our emails, because that’s what Millennials do
Tradition vs. innovation – can be hard to get people to change and do things differently
We’re sort of the default IT person – things that are natural to us from learning it as we grew up are
not the norm for others
Sometimes you have to go talk to people when they won’t respond to an email. Millennials like to set
at their computer and take care of everything in one place.
We take things literally in the workplace. If we’re tasked with getting something done, we do it, but
then coworkers may sit on it.
Older people – head down, get the work done –mot a lot of recognitions
o Millennial– give me praise, keep me motivated
We need constructive criticism – something to build off of and improve
Come to me if you have a problem vs. waiting for frustration to build up
It is so much about appearances with older generations – if we sit at our desk all day and don’t
criticize
We’re very much more compassionate to different types of people
o More acceptable to different views and creativity
When we first entered the workforce, we liked to get projects knocked out quickly, but as time
moves on, we like to slow down and take our time with projects that we like
Other generations are often condescending towards Millennials
Feel the need to explain ourselves
Desire for flexibility
Don’t want to disappoint our employer
Always trying to prove ourselves
Put a lot of pressure on ourselves
28
Data Continued:
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Want to buy in to the company’s cusses
Aren’t 100% driven by money
o If you have to take a step back in your job to have more happiness in your life, you’ll do it.
Some will embrace us, some will not – we scare them – change scares them.
Some think it’s harder to take “orders” from some who are younger
I wonder how compassionate we are being – “the world is changing get with it”
o Perhaps they need more time to embrace and accept it
o Need communication to fill the gap
Hear a lot of complains about Millennials, but do not hear a lot of viable suggestions on what to
change – plan of action
We need some reminders that it’s not all about us – can’t always do it the way we want to
Need to be transparency – this is why we are doing what we are doing
Change is slow for those older than us
o Millennials tend to be really good at reflecting and thinking about what we can do better
and adjusting
o Baby boomer are very good at staying focused and completing the task assigned – doing
things how they have always being done, but doing them well
Onboarding for Millennials versus older generations is very different, Millennials seem to be busy
and excited
Cool to see in the software industry that Millennials are now being hired in “C” roles and managerial
roles
A lot of turnover among Millennials – we expect to have an important role right away
o We have a higher expectation of where we want to start
Where do I go….we know the people above us are staying where they are so we feel stuck
Being flexible
Get what we need done because we can work from anywhere
Hold us accountable but with the freedom to be independent
Benefits at work – having a gym, having a lunch room, break rooms, lounge areas
Vocal in the workplace and about the workplace
Know who each individual is – management style
We all want to be respected for who we are as individuals
Resources online
Need a job to be somewhat challenging in order to keep us engaged and motivated
No expectations to work a crazy amount of hours – no more than 40 in a week
Work/life Balance
Not a fan of open office, like privacy
Options to telecommute/remotely
Dogs to work
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Data Continued:
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Like some structure, but no micro managing
Culture of wellness (standing desk, yoga ball, chair, fitness classes) – we understand there is liability
for certain things, but okay signing a waiver, et.
Option for on-site fitness
Food nearby – options in the building or around the building –location is important
Modernized environment – bright, windows, exciting, fun with professionalism incorporated into it
Quiet workspace
Dress code is more related to job functions (in the office all day okay to wear jeans, if meeting with
clients dress appropriately
Work to live and live to work
Want to be self-motivated by work
Treat people individually and not as a collective
Want to be able to control the temperature in the office (too cold or hot, hard do work)
Amenities (nap rooms, space to relax, play games on break, etc.) –i.e. Google
Subsidized benefits outside of work (gym membership, toll road membership, races)
Update technology – iPads, etc.
Leadership: Baby Boomer generation
Millennials know workplace is changing; we may not always be cognizant of ‘old guard’ traditions
and how to be compassionate to older workers or to workplace traditions
Millennials in management roles
Millennials: late to meetings because of continuing work; distracted; need to grab coffee/snacks;
expectation not made that meeting should start on time
Millennials: narcissistic in the workplace?
Compassion and technology: Millennial grew up with technology, does it make us less
compassionate? Perhaps in the way that we may become frustrated with older generation who don’t
understand the technology that we use every day.
Keeping is old school: kids these days don’t even learn cursive
Millennial entitlement: after a few years’ experience, we may expect to be put into or step into a
management role. Meanwhile, employers may not see us in leadership/management roles at all.
Mostly: positive experience in workplace, but not without the sh*tty jobs first. Before current career
paths, had to stumble through irrelevant positions (liquor store, food service, landscaping, etc.) Part
of graduating college during a recession.
Stigmas against unconventional looks: tattoos and mohawks/long hair stereotypically means
incompetent and apathetic. Older generation sometimes can’t get past unconventional looks
Experience depends on the sector: nonprofit v. for-profit, corporate vs. community, etc. hierarchy v.
horizontal leadership
Please don’t generalize based on looks, generational identifier, gender, etc.
30
World Café Data
What Does Being A Millennial Mean To You?
Data
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Leaving things everywhere
Benefit of being pre-tech boom
Generally more entitled, but aware of it
Social media over connected/shared
In the middle of massive generational gaps
Follow interests
More accepting of diversity
Want our work to work for us
Want flexibility in schedule (work-life balance) value happiness
“Settling down” later (career 1st)
Adventurous – try everything
Want to understand/knowledge
Community/Friend create
Activism/making change
Won’t stay if dissatisfied)
No incentive to stay
Adaptable/willing to change
Quick transfer of data/communication
Individual standards for work/life balance
Work to live, not live to work
Having options
Generation of “gigs”
Social media
Quick dissemination of information
Flexible benefits on life choices
More accepting of different personalities and others life styles
More tolerant and compassionate
Finding more ways to make our work, work for us
Find different ways to the job done
Stereotype that we are all lazy and that we only care about ourselves.
On the defensive with everyone
We see it as having a good work life balance
Average age to settle down is older than other generations
Adventurous and like to try new things
Enjoys finding our how the world works and how to fix things that are not working
More adaptable to change
If we are not happy we are happy moving onto new things
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Data Continued:
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Older generations were more likely to stay in one place regardless of their own happiness.
We want more than just a paycheck
We aren’t even really sure what Millennials are and if we fit into the category
They think they will be CEO’s tomorrow
Why are we lazy? We have higher rate of education
We deal with stress by “not caring”, but we do care
What are the years of Millennials? Undefined. Are our parents Boomers?
What will we have when we retire? That is why we are “lazy”
Many of the “Millennial” jobs were taken by those who were laid off, so we were out
How will I get experience if you want 2-5 years?
After 2 years of experience , doors open
Change is quick with Millennials, not so much with Boomers
Hard to take direction from them, if they give it condescending. We want to be experts and respect
your perspective but don’t be rude about teaching us. We have to put our ego aside.
Knowledge transfer is crucial, especially in a place like MSEC-must be willing to put aside ego
Quicker to ask the boomers than to Google it….too much info on Google
Expect instant information, five us info ASAP!
I will respond to your email at 8pm at night because I want to get it off my plate!
What are our external factors?
o 9/11 and politics, how people/things operate. That event caused us to be skeptics. We have
friend with PTSD, war experience
o Plus with our generation is unique with massive technology. Available information. W
o We aren’t just seeing this war and hearing about it, we have updates LIVE. We have more
stories and more sides of the conflict.
o It is more difficult to be passive right now! We have hundreds of friends telling us about their
opinions on Facebook. Things happen whether you are plugged in or not
We also need to find time to unplug more intentionally. We have to go for a hike or travel to unplug.
Leaving my shit everywhere – we forget things on a consistent basis (glasses, phones, keys)
I was talking to someone on the phone and freaked out – “we have to turn around because I don’t
have my phone!!!” – derp, Do we have too many devices?
We are sometimes late – Chris and Wade are not because they make an effort to be early, but for the
majority of us, we think we have plenty of time and we end up being 5 minutes late and that’s okay.
We are comfortable talking to each other – we are informal – dress is a little more lax and we are
informal
‘Bring them in with looks and kill them with kindness’
Work to live, don’t live to work
We are excited by small things like play-doh and other knick-knacks – but needs to walk the line
between being patronizing
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Data Continued:
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Benefits from growing up without the technology – we are not dependent on the tech, but we are
also tech literate – we are the bridge between having tech ingrained in our lives and note being that
comfortable with the internet. We remember using dial up and learning how to type on a typewriter,
bit we’re very comfortable learning new skills we know both sides
Values – in general there is less emphasis on having foundational things like a savings account,
houses, cars, pensions and retirement accounts
The majority of our generation don’t see the need to save money because the belief is that Social
Security isn’t going to be there when we’re older, we’ll manage
o Less dependence/faith on the institutions
o The American trait is to live beyond our means and we have access to that more than our
parents’ generation – we’re also used to things being free (software, services, etc.)
We might be a bit entitled – nope we are and admit that, but we are aware
Some of us aren’t even aware that we are Millennials – are we generation Y and X
We might be more accepting – we’re all people. That box doesn’t matter that much to us
We’re only aware of it when people talk about it or use it as an explanation for our personalities
What momentous event defines us? September 11, Arab Spring, advent of the iPhone, climate
change, social media
BEING A MILLENNIAL means being opinionated!
SOCIAL MEDIA – we share things, the era of over-sharing (YouTube’s video volume, Instagram) –
we’re not as filtered, we’re more bold
We like to poke at things – gets a rise out of people
Our friend groups are less personal – huge groups of friends, but less close friends
NEWS – our connection to the world, shaped by the channels that we get it through (John Oliver, Jon
Stewart, Stephen Colbert, CNN app, REDDIT, BBC, Yahoo News, Google Alerts)
o Our hyper connectedness allows us to personalize our connectedness
o Can we function all day without our phones? Re-organization of Cassidy’s home-building
company, a baby boomer consultant, suggested that everyone drop their phones in a bucket
at the door in order to help productivity – that’s a no go!
ATTACHMENT TO OUR DEVICES – some of the things we do in our personal and professional lives
have become remarkably easier because of our devices
Is it making us less active? The tech helps with tracking and commoditizing our health, we get
sucked into trends really easily we’re constantly upgrading
We do have a willingness to try new things for the moment, we’re not stuck in a rut
Fewer gender role stereotypes
The term Millennial is not familiar, it’s not something we think about
Bridging the gap is huge – we can mitigate between the super young and older generations at our
companies – some companies have pocket of Millennials in specific area (tech, developers)
That doesn’t mean that our generation is an excuse for bad behavior – we do fight against the
stereotypes
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We’re tired of being old that Millennials are not productive, mentioning hour age can hurt your
credibility. STORYTIME: we have an employee that sent an email out to the company that was
received badly and the writer walked out. The behavior was written off as ‘just Millennial”
It is hard to be seen as a leader – sometimes our age hurts our credibility and respect in the
workplace, especially if you have older supervisors
We’re not worthless – dismissive comments are rampant (i.e. video online of “Why working with
Millennials sucks”)
All of these workplace considerations are highly dependent on where you work, what industry, and
company culture and those perceptions can change based on who our supervisors are
It depends on the organization and level whether or not being seen as a Millennial is an asset. Some
places see us as an asset – new ideas, new skills, varied skill sets
Closed door conversations – when you’re the youngest person in the room by 20 years, it can be
detrimental
Baby Boomers – their kids are grown up, whereas Millennials have kids who are still in school.
Work-life balance can be afflicted by double-standards when the cases are different
Family values – in some cases, there is a shift in how we view childcare, might be interpreted as
helicopter parents or over-protective by some
Personal choices – getting married later in life, getting married when you are 27, there are things we
definitely want to do before we have kids and have emphasis on family – some of us had kids
younger and have older friends
Personality cases – hanging out with people who are older than us, some of us don’t identify with
the younger half of the generation – it is not a bad thing until someone brings it up
Sometimes we miss pop culture references – “That show was on before you were even born!”
And “I have been at MSEC longer than some of you have been on this earth!”
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Investment in tech/updates
Consistency
Constant/Continuous feedback – don’t want to be blindsided about what’s going on and how I’m
doing (positive and negative). Most effective when it’s constructive, areas of improvement.
Open door policy and be in the office
Employees want to be seen as individuals
Know people’s names
Know balance
Working at home vs. working at the office (flex)
Have discipline while working at home
Give freedom, but structure
Provide opportunities for training
Goal Setting and monthly reminders of goals
Online training
Sit along with other departments
Allowing creativity
Choices
Balance between guidance and autonomy – needing support, but given freedom to do it my way.
Being available, not necessarily present, but available.
Don’t want to be micro-managed, but need to check in.
Help, input for creativity.
Weekly/bi-weekly meetings.
Open door policy with bosses, but also other colleagues. (Being available and friendly.)
Willingness to have difficult conversations without retribution.
Work on age gap and seniority issues; treated with the same respect as every level.
Professional courtesy.
All employees held to the same level of accountability despite age, seniority or level of employment.
Learning how I work and how I need to be managed; willing to adjust and adapt based on my
different work style and communication.
We want to be understood as individuals; we don’t all do it the same way; we don’t all fall into the
stereotypes
Training and personal development - Knowing they are interested in me and my career, for the
company, but also beyond what I can do for the company
Work/Life Balance
Allow remote working if needed
Management Presence/Being Available
On-going Training and Development
Encouragement/Positive Recognition
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Cross-Training Opportunities
Feedback needs to be directed towards each individual – not cookie cutter.
Positive reinforcement is great
Flexibility is really important; depends on the generation of your boss as to whether they see
working from home as a “day-off” or productive
Work space: Fitness availability or programs
Use of fitness for a stress-reliever
People are more understanding that a happy employee is a more productive employee.
Nerf-gun wars to help relieve stress
Free chair massages to help relieve stress; lifestyle improvements
Happy hours once a month; create a better relationship between employees and supervisors.
Career development that might not be related to my direct role.
Day-to-day depends a lot on the direct supervisor
Bring your dog to work day; dog-friendly office
Stress is one of the biggest fights in the current workplace; small adjustments can be made that
don’t cost the company anything, but make a change in the culture.
Dislike when boss gets too involved in my work.
Catch up with the boss to make sure they are on the same page.
Every table is talking about flex time and flexibility in the workplace
Feeling guilty if you take time off
Workforce culture has two major shifts: be there to work, work is your life and it should be good. No
in between – two polar opposites
Taking time off – work/life balance vs. work/life integration
The type of job that you are in changes the day-to-day balance of what you’ve got.
Women still have to work harder to get to the same place as men; have to realize that other people
view the work that you put out
“Other duties as assigned” is sometimes more than you think you’d have to do
Help getting mentoring and development is really important
Need to be set up for success and have guidance
Intranet is confusing for some Millennials; it’s outdated
“Take an online class” – when should I do this because I have to work.
We get a lot more of the “trial by fire” sort of stuff because we are flexible
We are viewed that we take more initiative
Extra leniency for people with families and smokers; needs to be fair
We want any concessions, such as flex-time, to be genuine
It's one thing to be given, but if we are then made to feel guilty, it accounts for nothing
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Seminars
Conferences/travel
Online learning (Grow) optional
Supervisory trainings
Provided lateral &upward movement
Tuition reimbursement
Flexibility with school/degree seeking
Manager internships/mentorship
On-boarding partner
Allow creativity encouragement
Practice
Allow innovative
Task forces – allow interaction with other employees/departments
Personality assessment
Choices
Options
More man power
Specialized roles – Not a one man show
Responsibility with equal rewards
Recognize personal and professional development coincide
Ability to ask for help
Credit where due
We don’t want you to feel threatened
We need to own our own professional development
Remove stereotypes
Opportunity to prove myself
Train me so I make you look good
80% job – 20% shadowing
Don’t micromanage
Cross training / support
Trust
Benefits
Moral
Non-specific training
Let me do my work!
Give us flexibility
Communication
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Expect work/life balance
Cross training
Options
Available for all levels
Open training/not pigeon-holed
Freedom of communication & can explore options
Job shadowing/mentor programs
Understand complete organization as a whole
Networking/community service
Task forces/committees – can’t voice opinion, be a part of change
Empowerment
Development goal
Informal and regular coaching
Progress – need an opportunity for growth, especially if vertical movement isn’t available
High-ropes
Zip-lining
Creative work environments, not just the same structure
Have faith in us to grow
Get over the stigmas on Millennials
We are “them” – we want our own path and yes, we want a map with colors
Diversity of opportunities within organization
Quality mentors professionally and in life
Learn more about ourselves, what we want to do and build on our strengths
5-year plan dialog
Culture to discuss development
MSEC classes and trainings
Travel – conferences /seminars in other states
Online trainings at your leisure that are optional
Room to grow – provide movement
Tuition reimbursement for advanced degrees
Manager internships/mentor program
Take things you’ve learned and be able to put into practice rather than doing things the way they’ve
always been done
Task forces – combining departments to share ideas
Assessments for strengths and weakness, attitude, learn more about yourself (optional, not required
– no repercussions for participating)
Personality tests
Career counseling to see if you are where you need to be
More acknowledgement and recognition for a job well done
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Positive feedback and reinforcements
Allow and encourage creativity – put into action!
Cross training
Options
Available for all levels
Open training/not pigeon holed
Freedom of communication – being able to discuss what I want with my coworkers
o Discussion of things that could be changed to better the business
Job-shadowing, hands-on learning to help feel out a position before transferring
o Develops a much wider understanding of the organization – interconnectivity, how
everything comes together
Knowledge transfer is a problem – there are some things you can learn in school, but others have to
be transferred between employees on the job
Being able to work on community service projects
o Interacting with people outside of the office to network and grow professionally
Task teams or committees to get acquainted with the organization, and feel like I’m contributing –
that I’m being taken seriously
Taking time out of your schedule to work on something that interests you
Informal coaching with getting a beer or lunch with the boss to deconstruct work, improve myself
professionally
Setting more professional goals – at a check in, “Is that still a goal?” – not forcing me to stick with
goals that I’ve previously identified
Employers need to understand that I’m not going to be here for a long period of time – let’s make
the most out of the four years that we have together
o Long-term employees will become the exception – not a rule
If you want me to stay here and be loyal, give me something more
There’s not a lot of room for vertical movement, because older generations continue to occupy those
positions
Choices – Company pays employee to be an intern for another company. Creates commitment to
employer or loses lower hanging fruit
Distribution of hats to more employees.
Companies investing in employee so we can create and be more committed to our company.
We can invest more time to make the company successful if we don’t have to wear so many hats
Responsibility with equal rewards
Recognize personal and professional development coincide
Ability to ask for help
Credit where credit is due
We don’t want you to feel threatened
We need to own our own professional development
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Remove stereotypes
Opportunity to prove myself
How can I develop if I can’t advance at that company?
80/20 rule – my development shouldn’t be the same as someone else who hasn’t shown initiative
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Flex/work from home
Give and receive praise
Music
Talking to Sig O
Venting to peers
Remember your purpose
Walking
Taking a break from the stressful task & do other work for a bit
Go outside
Get away from co-workers
Allowed to bring pets (pictures of baby animals/petting real animal)
Shopping
Humor
Cross things off a list
Comradery
Friends and family
Imbibing
Delegating
Exercise
Planning for fun to look forward to
Anticipation is half the pleasure
Work social events
Internet fun
Don’t take work too seriously (perspective)
Get out of office
Walk
Standing desks
Wellness programs
Mental health day
Cry/let it all out
Relaxation room
Meditation
Nap
Quiet space
Meeting outside of the office
Maintaining work balance
Making yourself and coworkers laugh- office-wide jokes. Sending pictures/jokes around
Venting at home (over a drink)
Exercise/yoga
Walking dog, playing with animals
Setting work life bounties
When off the clock you are not expected to answer phone
Getting out (outdoors with co-workers as a part of work!)
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Being apathetic helps us cope
Externalizing
Getting away from screens
Desk alternative/alternative work environments
Positively eliminating stress
Work isn’t always 9-5 for us – but we get ‘er dun
Taking our vacation
Work hard play hard
Being appreciated keeps us changed
Planning ahead for fun things to look forward to
Work events – game night, celebration, happy hour
Spend time with family/friends
Inter-netting
Not taking it too seriously, keeping perspective
Delegating
Asking for help when you need it
Changing directions for a while, switching projects to mix things up
Reevaluating your mission, is the stress worth the reason you’re working there? Does it align with
your life passions?
Receiving positive recognition and giving praise to others
Crossing things off the to-do list
Music
Ability to hang out and have personal relationships with co workers
Leaving it at work. Once the clock stops, putting it behind you.
The thought this job is better than the alternative options and knowing there is flexibility.
We are not apathetic but we take a general notion towards apathy due to being asked to implement
change and knowing that change won’t happen
Until we actually due become decision makers. Being apathetic helps deal with the stress
Seeing the sun!
Positive interaction and communication
Meetings outside of the office (walking, coffee breaks)
Relationships with co-workers
Remind people why they are there- not focus on policy
Crying when angry; get up go to the bathroom, cry it out, and then go back to your desk
Go for a walk every day; otherwise get stir crazy
Standing desk
Talking to significant other/partner; some people don’t do this, some people do
Go shopping/retail therapy
Must leave office for lunch
Power nap at lunch
Relaxation room would be helpful
Wellness challenge/wellness competition/gym check-in reimbursement
Important to use vacation time
Taking sick days is stressful, explaining why you’re sick is stressful
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Things that are beyond our control
Customers that are angry
Not knowing the expectations at work
Deadlines & needing support
Learning to ask for help
Quantity of workload
Personal days/mental health days would be helpful for dealing with stress
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Being able to work from home and having the technology to do so
Job Security
If you work hard and you are a good employee, promote me
Incentivize your employees
Consistency and accountability across ALL departments
Taking ownership for faults, not playing the blame game or making excuses
Creativity, being encouraged to step outside of the box
Good benefits, health insurance and 401K
Maternity/Paternity Leave
Ergonomics- Stand Up Desk 
Gym Membership/Discount
Gym available in the office with a shower
Be able to have Mental Health Day aka Too Good To Come To Work Day
Ability to take a vacation without working on vacation, or feeling overwhelmed about all of the work
you will have on your plate when you come
Flexibility with clock in and clock out
We prefer praise and constructive criticism- appropriate feedback on work performance
Being able to self-express at work (tattoos, hair, clothes, makeup), but keep appropriate
Creative space/comfortable workspaces/huddle rooms
Adaptive/flexible space
Flexible schedule with accountability
Connectivity from home to maintain work if something comes up (sick kid, bad cough)
Daycare Options
Maternity leave/paternity
High moral
Stand up desk/healthy options
Benefits
More accepting of different personalities and others’ life styles
More tolerant and compassionate
Finding more ways to make our work work for us
Find different ways to get the job done
Stereotype that we are all lazy and that we only care about ourselves
On the defensive with everyone
We see us as having a good work-life balance
Average age to settle down is older than older generations
Adventurous and like to try new things
Enjoy finding out how the world works and how to fix things that are not working
More adaptable to change
If we are not happy, we are happy moving on to new things
Older generations were more likely to stay in one place, regardless of their own happiness
We want more than to just work for the paycheck
We aren’t even really sure what Millennials are and if we fit into the category
Update technology (iPads)
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Flexible hours – no more then 40
Personal workplace / privacy
Work / life balance
Options to telecommute
Bring pets to work
No micro-manage
Wellness oriented work environment (stand up desks, yoga ball chairs)
On-site fitness
Food options (healthy & multiple choices)
Ok with personal liability
Modernized work environment (bright)
Dress code / related to job functions
Personal temp. control
Amenities (mom’s gamers, places to nap/relax, etc….)
Outside work benefits (gym memberships, RTD, toll, etc.)
Good personal work relationships
Like Facebook
Stress reducers
Gym in office (with a shower)
Trust
Equality vs. Hierarchy
Acceptance to change
Results driven vs. process
Reasons for process
Work from home
Mental Health day aka “Too good to come to work” day
Ability to take a vacation without working
Flexibility with clock-in & clock-out
Feedback on performance
Consistency
Accountability
Creativity
Maternity/paternity leave
Freedom of self-expression & individuality
Less rigid “professionalism” – appearance still with expectations
Benefits (morale, motivate, fun)
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Need strong trust in relationships at work
Accountability / honesty
Attempt to be at the same level in conversations
Open communication
Moving egos to the side as much as possible
Not going to be friends with everyone you work with
Work relationships vs. friend relationships in the workplace
Want to be best friends with everybody and difficult when don’t understand why relationships don’t
work
Cutthroat environment (working towards same goals) – need to learn how to work together towards
same goals
All thought that we could rule the world, leads to a competitive environment for relationships
Not lazy, we think we’re efficient
Procrastinate often and rush to meet deadlines
Being friends with your coworkers is important. It is beneficial to connect with other people
“Work life integration”. Being connected all the time makes us integrated to work 24/7 even if we
aren’t in the office at times. Other people commented that when they are done with work they are
done. Some say it really depends on the circumstance
It may be difficult for some people to set their proper boundaries, especially when people get
“clicky” like in High School. It can be important to manage your interactions with people who don’t
necessarily click with
Find relationships with older generations can be less buddy-buddy but still respectful and friendly.
This can be true even with other millennials if the age gap is big enough
Often it is extremely important to find a balance with all coworkers, since you see them daily, more
than even your family at times
Social media in the workplace is becoming more and more common - “seen as the new cigarette
break”
Facebook – For direct friends at work. Linked-In – For professional acquaintances
There is a social media difference between the people who grew up on Facebook (younger
millennials) vs. older millennials who integrated it later in life
It becomes extremely important to control your social media account when coworkers have access.
Your personal life can easily affect your professional life through your personal actions which
become connected directly to your coworkers
Supervisor relationships can be personal, but it depends more on the person-person interactions as
opposed to they are your supervisor and you must approach them as such only
It is important to feel included in big company decisions
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We want to make sure our opinions are heard on things that directly and indirectly involve us. For
instance, one company was remodeling the building, and the millennial employee felt it was very
important to be included in the design decisions, so they can input their opinions on the best
layouts/environment options for their environment. The key is it is important to feel like our voice is
heard on the things that affect us
Summary “Friendships are key”
Friendship and work dynamic has changed
Transparency and trust
Honesty in relationships, respect truth vs. what I want to hear.
Candor
Less personal ownership over projects and having to tiptoe around each other all the time
Feel free to disagree and have an actual conversation about it.
Regardless of decisions made must move forward as a team. Even if you don’t agree
Just because a different decision was made doesn’t mean you weren’t heard
Team over individual
Communication
Don’t want to be condescended to, I’m an adult not your child
Let me be an adult.
Trust those you hire, let me prove myself
Blurred line between friendships and coworkers
Open communication
Personal engagement
Friends make work more tolerable, brings up moral, humanizes work
Accepting of mistakes if you own up
Don’t make coworkers scapegoats; don’t blame them.
“Fail” depends on what you’re trying to do, if you’re trying to learn you’re not failing
Collaborative and inventive environment
Hang out outside of work, if appropriate
Community
Knowing someone at work won’t sell you out is really important
Being able to have conversations with people and know that they’re not attacking you as a person—
professional relationships
Value being able to be friends with certain people outside of work
We don’t have to like everyone. Want to be able to pick the people you do like and have similar job
functions/interests, etc.—like to hang out with other millennials
Important to know boundaries—especially men/women relationships
Work travel is hard with boundaries
People making work relationships personal (“I have feelings for you”)
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Being Facebook friends with people from work—know what I did this weekend. How do I set those
boundaries?
When I clock out, I want to be done for the day but I don’t want to be ostracized for it
Sometimes outside of work talk can be toxic (bitching about work with coworkers)
Oversharing personal life can be frustrating—we have a job to do
Making sure that the people that you choose to hang out with understand the relationship
boundaries and/or mirror your expectations
Direct communication is paramount
GenX middle managers can be competitive with millennial generation but they don’t understand
that they need to communicate and be transparent with the millennial generation (we want to be a
part of the conversation)
A great team member isn’t all about their “experience” (years on the job)—there are other factors
that are super important (e.g. life experiences, travel, different perspectives, etc.)
Training aspect is changing. Doesn’t take 6 months to train someone anymore because of high
turnover
Don’t get mad at me for being fast/good at technology
Because we are proficient at many things, we end up being a go-to for lots of people (favors) that
take up a lot of our time
Trust
Friendship
Human aspect, collaborative environments
Transparency in management
Why’s behind what’s
Ego’s “I am the boss of some boomers”
We don’t have to like everyone
Candor
Healthy disagreements
Moving forward in decisions together
Teamwork
Feeling heard
Respect
No condescending (of millennials)
Let people do their jobs – trust we can do it, let us do it
Mix of work/personal
Can make mistakes
Cutting edge – innovation
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World Café Data
Data:
• Bring people in from different departments for ideas
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Hands on, experience
Show and tell
Just dive right on in
Shorter sessions, variety, structure vs. creativity
Taking initiative
Online
Continued training
Interactive training
Put them out in the real world
Individual attention
Prizes, bribes, rewards
Being allowed to give/receive feedback
Setting expectations/timelines
Continual training
Hands on training – most effective
Immersive training, let the employee experience the product and service
Cross training
Understand that people learn differently – identify different learning styles, do this by being very
perceptive… vary the types of training so to cover many basis
(lynda.com) a great training video resource – can go at your own pace, pause, reflect, take in chunks
Ask for feedback from employees about what works best
Realized that one person standing up and doing power point wasn’t the best way to train although
there is some value there
There is no perfect way of training because everyone is different – BE FLEXIBLE
Doing a personality test allows more effective communication
Have an environment where people to ask questions – provide one on one opportunities to voice
opinion
Environment where there are no stupid questions
Making training accessible – training up front is great but often we are exposed to situations down
the road where we cannot remember the initial training
Shorter training chunks
Have training be ongoing and something you can initiate on your own
Company being open to use new methods and outside methods of training
Hands on/interacting/engaging
Immersive training
Identify learning styles
Continued training/refreshers
Flexible training
Personal learning initiative
Supportive supervisors being open to ongoing training
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Data Continued:
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In person
Undistracted
Now webinars/PPT
If you have to do a webinar style - need iteration and active participation (chat, video, Q & A)
Ability to keep growing (personal growth)
Show and tell
Setting expectations/timelines
As needs basis
Just dive right on in
Shorter sessions, variety
Structure vs. creativity
Online/interactive
Put them out in the real world
Individual attention
Prizes, bribes, rewards/incentives
Being allowed to give/receive feedback
Outside own company training/other perspective
Practice in safe environment
Performance material
Depends on the position/training
Timing
Flipped classroom
Interactive games/questions
To stay engaged with online training
Learn from subject matter experts
Don’t implement anything new if it’s not relatively initiative
Want to figure it out on our own without much direction
Narrow focus to only what you need to know
Short intervals (20 min)
Acknowledge that everyone learns different
Progressive
Engaging
Personal touch
No pressure
50
World Café Data
Data:
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Unification
Transparency
Different personalities
Recognition (bad and good)
Listen
Implement/make changed from feed back
Empower
Presence (positive)
Attitude
Determination
Innovative
Engage
Giving guidance to empower
Respect
Diversity
Social Skills
Generating ideas and strategies
Hard working
Inspire
Involvement
Track record of success
Participate
Open to change
Depends on culture if global
Communicate down for full engagement
Being approachable
Multiple communication methods/platform
Ability to hold staff accountable
More face time with leaders
Verbal newsletter – better technology platforms
Passionate! Respect
Show, not tell
Not standing above telling everyone what to do, but down on the front lines working
Leaders should be someone you can respect and trust
Leaders should be involved with the work
Should show an interest in your development
Knowledgeable enough to make smart decisions
Not micro managing
Positive attitude
Identifies motivators/How people work
Provides feedback/acknowledgement
Flexible management
Interpersonal skills
Adapting to change
Approachable, not authoritative
Has a vision
51
Data Continued:
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Defined as a host, collaborative environment – less emphasis on I, more emphasis on we, we are all
in this together
Today’s society is all about me, there is an exception to every rule, and that exception is me – people
are jerks when they drive, don’t let the jerks in
Leadership is earned, not given – just because someone is a director, doesn’t mean they have good
ideas, and just because someone is young doesn’t mean they have good ideas.
The worst leaders tend to be the people that dictate the entire direction – to be a good leader, get
people on your side
A coach is only as good as his players – as the weakest one on the team
Becoming a leader is hard when you bring people into the leadership level – it can be so different
from the way you’re used to it being done, but you have to trust that it will get done right. How well can you inspire your team to do things that serve the greater good – if you can’t do that,
you’re building a shitty work environment?
But what if you are doing all of the work, doing all the good ideas, and your leader gets the credit? –
If you have a bad leader, it’s very difficult to get around them – there’s nothing worse than a bad
boss
The workplace can be fast-paced and cutthroat: merit and age don’t necessarily equate, and that can
become a conflict occasionally
Some of our peers are competitive and are more interested in the credit – but leadership has the
responsibility to be able to divvy out the work fairly and put the people that can serve it the best on
the project
RECOGNITION from our superiors is important – knowing that you are valued, not just because you
do what’s required, but because you as a person are important to the company
We don’t want to be seen as pursuing just the credit
Bad leaders aren’t bad because they don’t have the skills – they’re bad because they aren’t selfaware, because they aren’t interested in giving the team credit
Feedback is important – regularly – unexpected surprises are hard to deal with from your leadership.
Performance reviews would be awesome if we didn’t have to do them.
The one-year review sucks because there’s a lot of pressure – constant check-ins, communication,
the two-way street of communication. One Example – you get as many check-ins as you need, can be
instigated by the employee and the employer.
That open-door policy is key. Quarterly reviews, monthly reviews, especially as goals and priorities
change, can really help facilitate that language.
“What can I do for you, what can you do for me?” Other questions that help are: “What does you peer
do well, what can your peer improve upon, and how can you help your peers improve?”
How can you influence your supervisor and what techniques can we use to build that two-way
communication
Coaching, mentoring and counseling. A Leader bases their interaction with people on what people
need, and finding the appropriate level to work with those people
52
Data Continued:
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Many people believe they are being a leader by speaking the loudest or talking the
most. Sometimes it is important for a leader to let other people talk/speak up and knowing when to
hand off the batons o to speak
Sometimes it is important for a leader to give people value, even if it means giving up the
recognition
A key part of being a leader is to delegate tasks and try to assist your employee rather than
controlling your employee
Transparency may be one of the most important qualities in a leader. It helps build a trusting
relationship and without trust the relationship between a leader and their employees can be difficult
It is okay for a leader to not be the expert in the field their employees work in, as long as the leader
recognizes their deficiencies and is willing to take the advice from their experts.
Often times a subject matter expert does not necessarily make the best leader for a given task. It can
be more important to have an effective leader than someone who can do all their employees jobs for
them.
Feedback is important for a leader, and it must be a two way street. Being willing to ask your
employees if you are leading them in the way they prefer to be lead can be a big deal.
A problem for Millennials is that we can have a big problem with authority, because we have a
tendency to be very personally focused. A good leader needs to be capable of overcoming the initial
reactions and earn their respect.
There is a major point of view that our generation is very competitive and is fighting for the top of
the pile at all times. It seems important to build a support structure with the people around you
rather than constantly taking an adversarial approach to those who do better than you, especially if
they are younger than you.
It can be common for a millennial to get jealous of those who they perceive to be ahead of us
despite us believing we are on the same level. This can be difficult for a leader to overcome.
Leadership – defined as trying to find the we in me (or the me in we, who remembers) (the W and
the M flip, it looks cool)
53
World Café Data
Data:
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Internet
Google
IM
Seeking out people (experts, my boss)
Email
Calling (If we know it will be a discussion or will require > 2 emails)
#Twitter
Books
BBC/PBS news
DBA
Scholarly databases
Wikipedia (as a launching point)
Newspaper/magazines
Finance
User’s manual
YouTube
Daily show
Podcasts
Web conference
Trainings
Networking/social events
Radio
Apps
Pinterest
Netflix
Face to face
Internet – Google, Wikipedia…etc.
If you know the subject matter expert go directly to them
o regardless of level
o call, im, email, in person – adjust depending on the content of the conversation
o Building relationships to use later for information
Like to have a written record
Take pictures of whiteboard for record – have brainstorming sessions
Would love to have one center for internal info
Facebook
Books
Scholarly databases
54
Data Continued:
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Google Finance
User’s manual
YouTube
Seeking out people (experts, my boss)
Videoconferencing, training and seminars, social networking events
Jimmy Fallon, Jimmy Kimmel
BBC / PBS News
Podcasts
Not necessarily a preferred “way” but more dependent on the context
Generally, the internet is the first step because it’s much more efficient
Difference in type of information is important in determining the way we find information.
Senior management helps filter out shit
Twitter for breaking news
Wikipedia is ok for some sources
Podcasts are helping for information you don’t know you wanted to know/cared about
Newspapers print out
o Westword
o Daylight
Email is still paramount, particularly in planning processes. It’s helpful to have emails logged, even
when speaking on the phone, recapping a phone call in email is helpful.
Search bar IN email is helpful.
Apps
o Stock app, shows oil prices, etc.
o CDOT
YouTube tutorials
Pinterest
Houzz
Training seminars – in person, webinars are boring/painful
Linda.com
o Great training videos; software focused.
o Free but also premium version
o Also have app
o Transcripts available with linked/embedded videos
Company share drive
University/Schooling
o Not as helpful as library could possibly be
Kindle/Nook/iBooks for textbooks and industry books
Actual library for physical copies of books
Netflix/Hulu
55
Data Continued:
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Shared drives @ workplace/intranet/file sharing
Bing/Yahoo – but likely only on accident if it’s the default on the computer
Google earth/maps
Local radio
Books in general
Company resources (SharePoint sites, manager documents)
Senior staff/experts at your company
MSEC
Networking with other companies in your industry
Coworkers/Bosses/Chain of Command
We prefer face to face rather than through technology to get information
Other generations seem to find different avenues (email, phone etc.)
Set expectations of how information is accessible within an organization.
Walking to the person
Google alerts
Feedly.com
SHRM
Second Wind for marketing questions
WebMD
Newspaper/Magazines
56
Open Space Data
If The 30-Year Career Is Dead, What Is Your Future?
Data:
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I care about impact
Women vs. men in applying for jobs (imposter syndrome)
People expect “sameness” in “dedication” to company
Learn inside current role to determine future
Some jobs require “years’ experience”
Credentials (have a MS but can’t spell)
Intelligent vs. qualified (what is qualified?)
Flexibility in hiring (variety in experience)
What is “20 years’ experience”
Drawing parallels/ability to learn
I don’t care about the corporate ladder
I’m not sure I want to give my life to my job – but I still want to grow and change the world
57
Open Space Data
The Future Is Not Certain And Loyalty Doesn’t Matter
Data:
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Growing and managing!!
How to progress equal talent with vastly different themes?
Candidates interview companies! How to retain?
“Make me feel loyal to the people!”
The company isn’t going to suffer if I leave, but my co-workers and friends might
I don’t want to let the people down
How to progress equal talent with vastly different theme?
Growing and managing!!
Don’t let people just evolve into management
Leader and Manager
58
Open Space Data
How Do Millennials Feel About Gender Equity?
Data:
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Paternity Leave
Afraid to argue for perks
Perception differs between genders
Assumptions are made
59
Open Space Data
Why Are Millennials Perceived As “Being Lazy”?
Data:
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History/culture of the U.S.
Industrialization
Tech Boom
Instant gratification
Too efficient
Differing values
Flexibility
Money
Willingness to change jobs if we don’t meet personal goals
Education vs. life experience
60
Open Space Data
How Do We Change The Perception That We Are Lazy?
Data:
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Prove ourselves
Balance structure
Embrace our non-traditional
Think group “processes”
Work smarter, not harder
Be proactive in finding solutions to resolve issues
Develop a new raise policy
Update “outdated” operations/procedures
Switch jobs
Check out emotionally/psychologically
Humility and hard work
Are we ever satisfied?
Boils down to perceptions
61
Open Space Data
How Do Millennials Perceive & Manage Baby Boomers
Data:
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Set in their ways
Lazy
Loyal
Hierarchical
Prejudiced
Value security
Tough love
Survivor mentality
Don’t see the world thru our eyes
Some are adoptable some are not
Work over family
9 – 5’ers (structure)
Black & white/by the book
Follow a structured path
Not tech savvy (don’t know how to use technology)
Won’t embrace new efficiencies
Learn from their mistake
Traditional
Supportive of job hopping in their offspring
Some are hippies
Threatened by development
How do you validate someone’s skills and manage but still being their boss? (build, break, build)
Details and expectations
Better educate ourselves on effective change management
Creating protocols – easy access to them
Training in technology – generational
Avoid stereotyping
Give resource to find info needed
Incentives
Appreciation/respect
Be sensitive to work styles/change
62
Open Space Data
What Are Some Of The False Stereotypes You Hear About Millennials?
Data:
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Lazy
We look everything up
Looking for instant gratification
Unmotivated
Entitled
Impatient
Narcissistic
Won’t commit/floaters
Lots of whining
Company retention < 5 years
Sheltered
“Everyone’s a winner”
Hat face to face conversations
Loud/speak out of turn
Poor attention span
Demanding unearned respect/job
positions
Over confident
Over educated but under trained
No experience
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No respect for others
Hard to please
Think we can do whatever we want
Always online
Selfish
We must work on a team
We expect respect
Ungrateful
Immature
Need acknowledgement management
No Accountability
Easily distracted
Seek more satisfaction in workplace
Tech savvy
Entrepreneurial
More “virtual”
Capable of fining answers we need
Optimistic
Want to create a “better world”
63
Open Space Data
Where Do You Want To Be In 5 years? What Do You Expect? How Realistic Is
This?
Data:
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Grounded, obtainable, centered
Generally not with the same company
Not Pigeon-holed or eggs in one basket
Happy
There is not strict definition of this non-definable goals
Comfortable/low stress
Personal growth
Non-descript definition of cusses
So much access across the board
Not where we thought we would be 5 years ago
Mostly and okay with it
Fate twists, can’t anticipate anything – who new?
S&!^ changes
64
Open Space Data
What Does Compensation Look Like For Millennials?
Data:
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Proximity to work-less time in the car, commute time impacts the work/life balance
36 hour work week (non-profit) – ex. Employees get paid 10% less than any average
Wellness program
More vacation time – 25 weeks 1st year, bonus days off for performance
Dental/vision
Company values – honesty and integrity
Unlimited vacation (Hub spot)
Feeling needed
We’re closer to college, we’re used to living on a budget, we don’t have (for the most 0art)
Families
Great family budgets
Income subsidized by a 2-earner households allows more flexibility
Feeding people food/drinks
Different life patch
Intrinsic value on intangibles
65
Open Space Data
What Could Be Included In Onboarding That Would Entice You To Start & Stay
With A Company?
Data:
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One on one with new hire
Feel like part of the company from beginning
Not work less but more flex schedule
401K match
Health benefits
Reputation
Competitive compensation
Opp. for growth – maybe not in the “title” but with responsibility
Professional development
Goals/options
PTO – min 2 weeks 1st year – better 3 weeks
Ability to work from home – when needed
Tuition reimbursement
Benefit – discount – daycare, gym
Company goods
66

Millennia Majorit - Employer Associations of America

Transcription

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