Millennials in the Workplace Prepared on behalf of Sodexo - PowerPoint Presentation

Millennials in the Workplace Prepared on behalf of SodexoSeptember 2013 Boston College Center for Work & Family

Who are the Millennials? An ethnically diverse generation Team playersOptimistic and confidentTrusting of authority and rule-followers Achievement-oriented Expect speed and efficiency Tech-savvyThe most affluent and well-educated generation in history Boston College Center for Work and Family Source: Creating Tomorrow’s Leaders EBS

Boston College Center for Work and Family Key Statistics about Millennials Source: UNC MBA

Millennials want Flexibility Boston College Center for Work and Family

Myth v. Reality: Definition of Success Boston College Center for Work and Family

Myth v. Reality: Organizational CommitmentMyth: Managers may be concerned by the perception that Millennials lack a long-term commitment to the workplaceReality: Many Millennials saw that their parents’ long-term loyalty to their employer could not save them from being downsizedReality: Millennials have seen greater unemployment due to the global economic crisis, which has made them more adaptable to uncertainty Boston College Center for Work and Family Source: Creating Tomorrow’s Leaders EBS

Myth v. Reality: Organizational Commitment Boston College Center for Work and Family

Boston College Center for Work and Family What do Millennials bring to the table? Source: UNC MBA

Millennials as LeadersStrengths of Millennial LeadersActive Attention TransparencyRelevancy for othersPassionAccountable leadershipAutonomy through flexibilitySelf-care as a reflection of organizational health Boston College Center for Work and Family Source: Creating Tomorrow’s Leaders EBS

Best Practice: Northrop GrummanConnect1 NG: aimed at retaining recently hired and highly skilled employees Volunteer teams organize social networking, community outreach, and professional development activities Early education on the business portfolio and environment and industry trends provided relevant career planning knowledgeFrequent interaction with executives provided context on career paths a new hire could choose to achieve personal success and business results Constant access to peers through social events, community service, and professional development opportunities allowed new hires to establish networks outside their work area Boston College Center for Work and Family Source: Creating Tomorrow’s Leaders EBS

Best Practice: RaytheonLeadership Development Program: provides development and networking opportunities through 6 month rotational assignments in targeted business areasYESnet: Young Employee’s Success Network: provides “under-thirty” employees a “place” to be with people their own age and who share mutual interestsBoston College Center for Work and Family Source: Creating Tomorrow’s Leaders EBS

Best Practice: DeloitteRegional Gen Y Councils to serve as a sounding board to senior leadership on major organization initiatives, and create dialogue about and across the generationsNational Gen Y Summit that brings together all the Councils and senior leaders to share ideas about empowering Gen Y professionals and accelerating the launch of an online Gen Y Community Boston College Center for Work and Family Source: Creating Tomorrow’s Leaders EBS

Best Practice: Johnson & JohnsonThe first generational affinity group, Millennials Serves as an educational resource and awareness advocate regarding the Millennials’ culture and defining characteristics Empowers and supports the Millennials’ professional growth and successEstablishes relationships between generations Boston College Center for Work and Family Source: Creating Tomorrow’s Leaders EBS

Boston College Center for Work and Family Retaining the Millennial Generation Source: UNC MBA