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Ready for the Future or Stuck in the Past? Millennials have been condemned as lazy, entitled, disloyal, and disrespectful and needing constant hand-holding. But Crystal Kadakia—a Millennial herself as well as an organizational development consultant and two-time TEDx speaker—shows that not only are these negative stereotypes dead wrong, but each one conceals a positive workplace practice that forward-looking companies must adopt if they are to endure. She illuminates how the advent of digital technology is the crucial root cause of many Millennial behaviors and offers a guide for what our traditional workplace needs to do to attract, engage, and retain modern talent.
Ready for the Future or Stuck in the Past? Millennials have been condemned as lazy, entitled, disloyal, and disrespectful and needing constant hand-holding. But Crystal Kadakia-a Millennial herself as well as an organizational development consultant and two-time TEDx speaker-shows that not only are these negative stereotypes dead wrong, but each one conceals a positive workplace practice that forward-looking companies must adopt if they are to endure. She illuminates how the advent of digital technology is the crucial root cause of many Millennial behaviors and offers a guide for what our traditional workplace needs to do to attract, engage, and retain modern talent.
Corporate recruiters and employers tend to perceive Millennials as a major flight risk, not worth investing in because they'll be out the door in a year or two. Yet our data reveals this stereotype to be grossly misapplied. While Millennials with a financial safety net are far more likely than those who lack it to be a flight risk, they comprise a mere nine percent of this talent cohort. In Misunderstood Millennial Talent, we bust other myths about employees between the ages of 21 and 34 to stress the imperative to talent specialists of investing in this next generation of leaders.
Adapt your management methods to harness Millennial potential Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be. The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new 'second-wave' Millennials, those Tulgan refers to as 'Generation Z,' and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce. Baby Boomers are aging out and the newest generation is flowing in. Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This book shows how to become a savvy employer and. . . Understand the generational shift occurring in the workplace Recruit, motivate, engage, and retain the newest new young workforce Discover best practices through proven strategies, case studies, and step-by-step instructions Explore new research on the second-wave Millennials ('Generation Z') as well as continuing research on the first-wave Millennials ('Generation Y') Teach Millennials how to manage themselves, help their managers manage them, and how to become new leaders themselves It's not your imagination—Millennial workers are different, but that difference is shaped by the same forces that make potentially exceptional workers. Employers who can engage Millennials' passion and loyalty have great things ahead. Not Everyone Gets a Trophy is your handbook for building the next great workforce.
By 2025 over two thirds of the Australian workforce will be made up of Gen Y's (better known as Millennials born between 1981 and 1995). They are set to be the largest generation on record globally (in 2019 they will surpass the Baby Boomers) and they are causing quite the stir.Apparently Millennials are killing industries and are set to destroy the entire world. No other generation on record has been consistently and doggedly 'shamed' like Gen Y's have. Globally Millennial bashing has become somewhat of a sport. They are bad with money, lacking basic life skills, constantly seeking acknowledgment and instant gratification, most of them still living at home with their parents. At least that's what they've been telling us. A somewhat productivity virus in the workplace.Difficult to work with. Impossible to lead.But what if everything you think you know about Millennials is wrong?And what if we could prove it? Through a first of its kind research study into Millennials in the Workforce?This book explores the Millennial generation like no other book has done before. Detailing what motivates Millennials in the workforce including their values and beliefs and what they really want in terms of leadership it provides an in depth analysis that is geared towards changing the unhealthy dialogue to a more positive one, by focusing on the strengths of this growing generation. All to create a better world through a commitment to acceptance, respect and better.It's time to create the next generation of Millennial leaders.
The most comprehensive, in-depth look at Millennials to date—essential for managers, HR professionals, and global business leaders seeking to align long-term organizational goals with the realities of the new workforce Millennials have been burdened with a reputation as spoiled, lazy, and entitled, but the reality behind the stereotype is far richer and more complex. Who are Millennials and what do they really want? Based on fieldwork and survey data from global research on more than 25,000 Millennials and 29,000 older workers in 22 countries, this book paints a comprehensive, scientifically accurate picture of what really motivates Millennials around the world. Learn how to get the most from Millennials by: • Improving workplace flexibility—because Millennials don’t separate life and work • Providing adequate support and feedback—because Millennials like to learn and grow • Coaching, not micromanaging—because Millennials value autonomy • Designing competitive salary structures—because Millennials know what’s up • Providing opportunities to contribute to society—because Millennials care about doing good Millennials want a satisfying job that pays well, coworkers they like and trust, advancement opportunities, and the occasional pat on the back. Who doesn’t want those things? This essential book explains who Millennials really are, and offers practical advice to help those who manage, lead, and work with Millennials to improve teamwork, increase productivity, strengthen organizational culture, and build a robust talent pipeline. Jennifer J. Deal is a senior research scientist at the Center for Creative Leadership and an affiliated research scientist at the Center for Effective Organizations at the University of Southern California. Alec Levenson is a senior research scientist at the Center for Effective Organizations at the Marshall School of Business at the University of Southern California.
There are approximately 58 million Millennials working for corporations in the United States. Millennials generally born between the years 1980 to 1995 are said to have been shaped by events such as the invention of the Internet and cell phones. Given that Millennials make up a large percentage of the active workforce, it is important to understand the perceived stereotypes of Millennials and how these generalizations may impact their engagement and effectiveness at work. This research aims to better understand how managers perceive Millennial employees, how Millennials self-identify with their generational stereotypes, and how they differ from other generations. The dissertation further seeks to better understand the factors that engage Millennials at work. A total of 1,097 employees of two private, service-based organizations participated in the survey that collected information on stereotypes and engagement preferences. The results indicate managers hold nine of the common Millennial stereotypes (entitled, disloyal, lazy, creative, multi-taskers, passionate, wanting work/life balance, needy, and sensitive) while Millennials view themselves as passionate multi-taskers, who value work-life balance. Further, Millennials who identify as Millennials saw themselves as less creative and placed less value on work-life balance than Millennials who do not self-identify as Millennials. When compared to other generations, Millennials differ only in their responses to the following stereotypes: entitled, lazy, needy, creative, and passionate. Finally, the relationship between eleven engagement practices and stereotypes, controlling for role in the organization (manager vs. non-manager), generation, gender, and highest level of education, is presented in regression models. Key findings indicate the more an individual self-identifies as a multi-tasker, the more likely they are to enjoy team competition and dress casually in the workplace. Also, those who self-identified as sensitive have a decreased desire for healthy team competition. This study indicates not all Millennials see themselves as exhibiting the commonly held stereotypes and confirms previous studies that found managers hold specific stereotypes of Millennials. Additionally, building upon previous studies, this study's results suggest Millennials' self-identification is not as consistent as expected. Moreover, recognizing how an employee self-identifies with the stereotypes can aid managers in employing specific practices to increase engagement.
This aim of this open access book is to launch an international, cross-disciplinary conversation on fatherhood engagement. By integrating perspective from three sectors -- Health, Social Policy, and Work in Organizations -- the book offers a novel perspective on the benefits of engaged fatherhood for men, for families, and for gender equality. The chapters are crafted to engaged broad audiences, including policy makers and organizational leaders, healthcare practitioners and fellow scholars, as well as families and their loved ones.