HRO Today March 2018 - 47

Workforce Management
can help meet key millennials' needs around professional
growth.
2. A sense of purpose. Attracting and retaining this
principled generation to the upper echelons of leadership
will take more than enticing compensation. Many
millennials started careers in the aftermath of the Great
Recession. They watched their parents' retirement savings
dwindle in the late 2000s while commuting from their
parents' houses to their fi rst jobs in unpaid internships.
This has given many millennial professionals the sense
that wealth is never guaranteed and that there are more
important things in a career and work life. In order to
better connect with millennial employees, organizations
will have to provide a stronger culture of social
responsibility and communicate that their products and
services are making a real difference in the world, not
just earning money.
3. Authentic relationships. Millennials value relationships
and want to feel connected not only to the work they're
doing, but to the people they work with. As trendy tech
fi rms bring beer taps into the offi ce, the line between
friends and coworkers has never been more blurred.
At the same time, relationships with managers won't
be successful without mutual respect and mentoring.
Millennial loyalty (and the chance for retaining and
grooming candidates for leadership roles) is best built
with support, integrity, and a personal touch.
Another proven way to cultivate leadership ability in
millennial employees is to help them focus on themselves.
Millennials seem to have fused many of the qualities of the
self-focused " Me Generation " of the 1970s with a 1960s
idealism and Depression-era frugality and realism. They
seek to know themselves better in order to make the best
use of their individual talents in ways that are productive
and benefi cial to broader society. This self-awareness is
key to fi nding the right role, organization, and ways of
contributing. Moreover, it connects to job satisfaction.
For people managers, connecting with millennial
talent means offering in-depth and growth-oriented
support. Managers can offer to review their work and
agree up-front on how the feedback conversation
will be structured. They can also talk with millennial
professionals about their career goals and customize
a development plan that offers access to information,
access to mentors, and opportunities to gain experience
by solving real-work problems.
84%
of organizations anticipate a
shortage of leaders by 2020.
Source: Brandon Hall
The workplace demographics of the next fi ve years make
it clear that the kind of organizations millennials want
to work for are the kind that will thrive. Companies
that offer the type of culture that attracts and retains
millennial workers will have greater access to leaders in
what will increasingly prove to be a competitive hiring
market. As the vast cohort of baby boomers continue
to retire, organizations will increasingly need to look
across their workforce for new leaders and ensure that
millennial employees are ready to lead into the future.
Rachel Cubas-Wilkinson is a senior OD consultant at CPP,
The Myers-Briggs Company.
MARCH 2018 | www.hrotoday.com
[47]
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HRO Today March 2018

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