{"id":55,"date":"2017-10-04T15:39:01","date_gmt":"2017-10-04T15:39:01","guid":{"rendered":"https:\/\/www.profile-strategies.com\/blog\/?p=55"},"modified":"2017-10-04T15:39:01","modified_gmt":"2017-10-04T15:39:01","slug":"3-secrets-hiring-retaining-millennials","status":"publish","type":"post","link":"https:\/\/www.profile-strategies.com\/blog\/2017\/10\/04\/3-secrets-hiring-retaining-millennials\/","title":{"rendered":"3 Secrets to Hiring and Retaining Millennials"},"content":{"rendered":"

If you haven\u2019t noticed\u2026. They\u2019re everywhere! \u00a0According to U. S. census date, Millennials surpassed Baby Boomers as the nation\u2019s largest living generation in 2016. \u00a0With over 75 million Millennials out there, it is no surprise this generation (age 18-36) represents more than one-in-three American workers. \u00a0In 2016, Millennials officially surpassed Generation X (adults ages 37-52) to become the largest share of the American workforce. \u00a0In the last decade, Millennials have moved into their working, buying and household-forming years. \u00a0They have become a significant force in the marketplace. \u00a0We often hear older generations using negative conjecture to describe them: lazy, entitled, narcissistic. \u00a0Considering their proliferation in our landscape gives new meaning to the old adage \u201c\u2026you can\u2019t live with \u2018em, and you can\u2019t live without \u2018em!\u201d \u00a0\u00a0<\/span><\/p>\n

Millennials don\u2019t want <\/span>more<\/span><\/i> than previous generations have expected of their employers\u2026 but they do want <\/span>different<\/span><\/i>. \u00a0Particularly, they want <\/span><\/p>\n

    \n
  1. Meaningful work <\/span><\/li>\n
  2. Development\u00a0<\/span><\/li>\n
  3. Positive work environment. \u00a0<\/span><\/li>\n<\/ol>\n

    Meaningful Work<\/strong><\/p>\n

    Millennials don\u2019t just work for a paycheck \u2013 they want purpose. \u00a0Studies have shown that while compensation must be competitive and fair within job families, but beyond this mark it doesn\u2019t necessarily correlate with engagement. \u00a0To attract and keep the younger members of your workforce, create a mission that resonates. \u00a0Managers and supervisors must be well aligned to the vision and be able to create a clear picture of how individual achievement connects to the broader purpose of the organization. \u00a0They must be transparent, honest and create inspiration in their work groups. \u00a0Millennials also want to work for organizations that take social contributions and stewardship seriously. \u00a0It is not enough for the company to make the Forbes list. \u00a0Millennial employees want to work for organizations as committed to responsibility and reputation as they are profits. <\/span><\/p>\n

    To find one of these bright, purpose-driven Millennial workers, ask about their vision and expectations of the company early \u2013 even before your hiring decision! \u00a0Check for the best possible cultural fit and alignment during the interview process. \u00a0It may seem strange to ask an employee about their expectations of you, but this can reveal important insights about whether you will be able to retain them long-term. \u00a0Interviews are most productive when you are armed with information about the employee. \u00a0Pre-employment assessments, like the Profile XT Select, that provide insights on behavioral preferences and interests will give you information to initiate meaningful conversation that is specific to the individual. \u00a0It is to everyone\u2019s benefit to avoid hiring a cultural misfit, especially since Millennials sight company culture as a reason for leaving 76% of the time. \u00a0<\/span><\/p>\n

    Development<\/strong><\/p>\n

    More than two-thirds of millennials believe it\u2019s management\u2019s job to provide accelerated development opportunities to encourage them to stay. \u00a0How that gets done is important. Employee development can take many forms. \u00a0Create empowered teams with autonomy to learn together. \u00a0Invest in training for the individual and team development. \u00a0Develop managers to become effective leaders and coaches\u2026. This isn\u2019t always a natural attribute for those in leadership positions (<\/span>https:\/\/dupress.deloitte.com\/dup-us-en\/deloitte-review\/issue-16\/employee-engagement-strategies.html<\/span><\/a>). Those who have \u201cgrown-up\u201d under antiquated management practices have likely learned their leadership style by the way they were led. \u00a0There is an essential indoctrination that needs to occur to change old organizational mindsets on this issue. \u00a0Companies must bifurcate their top priorities to simultaneously focus on creating and aligning organizational vision \/ mission for the marketplace, while recreating organizational culture to meet modern employee expectations. \u00a0Today\u2019s leaders, more than ever, must understand and embody the changing needs of employees. \u00a0They must focus on inspiration and communication that is transparent and inclusive. \u00a0Talk about the future, share vision and make business concepts come to life as personal concepts for the employee group and engagement will soar.\u00a0\u00a0<\/span><\/p>\n

    Positive Environment<\/strong><\/p>\n

    Creating a positive work environment is not just about free food and yoga rooms. \u00a0The young working family desires an employer who understands their need for flexibility and support. \u00a0The things that make daily life easier and create balance are what\u2019s up in the new world. \u00a0Research has shown that employee wellness programs and quality of life elements like childcare, laundry service, commuter buses, etc. have had major impacts on employee engagement. \u00a0A company that considers total life-work impacts gives a whole new meaning to \u201cgoing to work\u201d for their employees. \u00a0<\/span><\/p>\n

    Beyond convenience elements, remember the power of gratitude. \u00a0Build a culture of recognition by creating social reward systems. Remember, this group is used to collecting badges and kudos through a multitude of opportunities so peer-to-peer thank-you systems can boost employee satisfaction. <\/span><\/p>\n

    Millennials also want employers that engage in modern performance management practices that show appreciation, recognition and a contemporary system for performance review. \u00a0It\u2019s quite simple, really\u2026 the way we work has changed, therefore, the way we manage and evaluate must follow suit. \u00a0Things like work flexibility, According to Mercer\u2019s Global Talent Trends for 2017, 97% of employees want to be recognized and rewarded for the wide range of contributions they make each and every day. \u00a0Modern businesses are beginning to recognize this need and respond accordingly. \u00a0Over the last five years, organizations have radically changed the way they measure, evaluate and recognize employee performance. \u00a0Instead of quarterly goal-setting and evaluation, we see more agile goal management, check-ins and new models of evaluation and reward are being adopted (Deloitte Insights). \u00a0Informed by their experience in social media, Millennials want to get and give feedback regularly. \u00a0Companies like Cisco have improved communications feedback with performance management processes that allow managers to touch base with employees on a regular basis using new tools and check-ins that take very little time. \u00a0The shift has been away from talking <\/span>about<\/span><\/i> people to talking <\/span>with<\/span><\/i> people. \u00a0\u201cOur new performance approach is focused on improving discussions, creating frequent check-ins, and creating a developmental focus,\u201d Amy Berg, director of Adidas Group told Deloitte. <\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

    If you haven\u2019t noticed\u2026. They\u2019re everywhere! \u00a0According to U. S. census date, Millennials surpassed Baby Boomers as the nation\u2019s largest living generation in 2016. \u00a0With over 75 million Millennials out there, it is no surprise this generation (age 18-36) represents more than one-in-three American workers. \u00a0In 2016, Millennials officially surpassed Generation X (adults ages 37-52) […]<\/p>\n","protected":false},"author":2,"featured_media":48,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-55","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\n3 Secrets to Hiring and Retaining Millennials - Profile Strategies<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.profile-strategies.com\/blog\/2017\/10\/04\/3-secrets-hiring-retaining-millennials\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"3 Secrets to Hiring and Retaining Millennials - Profile Strategies\" \/>\n<meta property=\"og:description\" content=\"If you haven\u2019t noticed\u2026. They\u2019re everywhere! \u00a0According to U. 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