HRO Today July/August 2015 - 57

Millennials believe
businesses should
focus on people and
purpose rather than
products and profits.
best on paper. After all, technical skills can be taught,
and people are more than the words on a resume.
As the demand for top talent increases and the pool
of viable talent remains limited, it is crucial that hiring
managers know how to attract and retain employees that
will fit the company's culture-not just possess the right
hard skills. But tradition reins and HR managers are often
lured into hiring candidates whose resume checks off the
right boxes. Focusing more on the long term and fit will
produce individuals who are suited to their environment,
are more productive, and likely to stay longer, which in
turn leads to lasting value for organizations.
More than ever before, companies need to be deliberate
and open about their culture and to cultivate the type
of environment that they aspire to have. The best way to
achieve workplace culture is to have the right people in
the right seats with strong leadership to form policies and
practices central to the organization's mission. Achieving
ideal company culture is an ongoing goal objective. Once
you have secured the right professionals in the right seat,
it is important to listen and be responsive to keep them
happy and engaged in your company.
The Deloitte Millennial Survey 2015 recognizes this shift.
Its findings reveal that Millennials believe businesses
should focus on people and purpose rather than products
and profits. By listening to employees and making the
right cultural moves over time, organizations can attract
thoughtful and engaged employees-and ensure that
they stay and build their careers.
Millennial Motivators
Millennials want more than a paycheck, and are willing
to turn down job offers and wait for the right fit. In fact,
a Millennial Branding study that found that 45 percent
of Millennials will choose workplace flexibility over pay.
Yet with a track record of changing jobs every few years,
Millennials have made it difficult for employers to get a
pulse on what they really want. Today's professionals want
a more individually tailored experience, one that a positive
impact on the world around them. Some of their most
valued motivators:
* Clear opportunities for advancement. Young professionals
are very candid about the importance of advancement.
They are savvy about their career, and want to see the
time and effort they have invested in their career pay off
with promotions through the company.
* Managers that are mentors, not bosses. This generation
seeks experiences that enrich their personal and
professional lives-they value leadership who will guide
them throughout their career, share their knowledge,
and offer feedback on an individual level.
* Professional development and continuing education.
Overwhelmingly, Millennials value higher education
and care about learning new skills, improving as an
individual, and keeping up to date on new technology
trends and changes in their industry.
The modern workforce is currently undergoing a
significant evolution, and as a result, traditional recruiting
is doing the same. It is no longer realistic to hire a young
professional and expect them to stay for the entire length
of their career. Companies need to evaluate their culture
and recognize the different values and aspirations that
Millennials bring to their work. Millennials are in a position
to wait for a company whose culture and values reflect
their own-and are not afraid to leave their current role
when they no longer feel these needs are being met.
This is the time for hiring managers to evaluate their
strategies and focus on cultural preferences in order to
attract and retain the right people. More than anything,
Millennials want to be heard. Business leaders who are
willing to listen will be able to build a strong, educated,
and innovative employee base who will invest their time
and energy to provide lasting value to the bottom line.
Colleen Albright is the founder, president and CEO of culturecliQ.
JULY/AUGUST 2015
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[57]
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HRO Today July/August 2015

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