Millennials Can't Be Managed

Recruiting, Engaging, and Retaining!Millennials in Today’s Workplace!

YOU CAN’T MANAGE MILLENNIALS

#InsightSummit

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AGENDA

•  Millennial Disruption •  Old School vs. New School Business •  Qualtrics Millennial Survey

•  Questions & Answers

MILLENNIAL DISRUPTION

Music

Dating Social Interaction Workplace Transportation

Food Politics

THE WORLD HAS CHANGED

STATE OF MILLENNIALS IN THE WORKFORCE

By 2025, Millennials will make up 75% of

the workforce

52% of Millennials in developed markets

anticipate working for themselves

64% of Millennials said they would rather make $40K at a job they love than $100K at a

job they think is boring

INNOVATING TO ADDRESS "GLOBAL CHALLENGES

Businesses and Individual Entrepreneurs

Universities Government 44% 23% 22%

1.  Employee Engagement Surveys!

2.  360-degree Employee Feedback!

3.  Employee Satisfaction!

4.  Employee Feedback!

5.  Exit Interviews!

TOP FIVE WAYS TO USE QUALTRICS TO GATHER EMPLOYEE INSIGHTS

OLD SCHOOL VS. NEW SCHOOL

INDIVIDUAL CONTRIBUTORS

Job description with a clearly defined role

Self-directed without much guidance

OLD SCHOOL BUSINESSES NEW SCHOOL BUSINESSES

OVERSIGHT

Overseers, Bosses, and Managers Mentors, Coaches, and Leads


EMPLOYMENT

Employees want a job Employees want an experience


FEEDBACK

Annual performance reviews Continual feedback


ADOPTION

Top down implementation Grass roots adoption


MISSION / PURPOSE

Do well Do well while doing good


INDIVIDUAL VS. GROUP

Individually focused Group focused


•  Millennials: Born between 1982 and 2000!

•  All respondents have some college with 55% college graduates and another 30% with a graduate degree!

!•  48% of respondents have 4+ years of work experience!

QUALTRICS MILLENNIALS "IN TECH SURVEY

RECRUIT

MILLENNIALS WANT TO DO GOOD

MILLENNIALS WANT IT ALL

MOST IMPORTANT THING WHEN LOOKING FOR A JOB

Professional Growth

Compensa3on Flexible Hours Mission / Purpose

Industry Company Leadership

Mentorship 0%

10%

20%

30%

40%

50%

RECRUITING MILLENNIALS

Compensation Company Culture

COMPENSATION

WHEN CONSIDERING A JOB OFFER "WHICH IS MOST IMPORTANT

TITLE, COMPENSATION, OR MISSION?

SALARY EXPECTATIONS FOR FIRST FULL-TIME JOB

0% 5% 10% 15% 20% 25% 30%

Less than $20K

$20K -‐ $34.9K

$35K -‐ $49.9K

$50K -‐ $64.9K

$65K -‐ $80K

Over $80K

•  Recognition!•  Resources!•  Having close friends at work!•  Getting paid well!•  Flexible work schedule!•  Organization’s mission!•  Opportunities for professional growth!

HOW IMPORTANT ARE THE FOLLOWING TO YOU IN A JOB?

HOW IMPORTANT ARE THE FOLLOWING TO YOU IN A JOB?

5

6

7

8

9

10

GePng paid well

Having the resources to do

my job

Opportuni3es for professional

growth

Receiving recogni3on

Flexible work schedule

Organiza3on's mission

Having close friends at work

CULTURE

All The Amazing Free Food At Facebook’s HQ Gives Some Employees The ‘Facebook 15’�

COMPANY CULTURE

Collaborative "Work Environment This was ranked most important by 51% of respondents and "first or second by 74% "of respondents

COMPANY CULTURE

Transparency and meritocracy tied for second

Dress code and free food were

ranked very low (Free food ranked lowest or second

lowest by 71% of respondents)

COMPANY PROVIDED "CELL PHONE PLAN VS. FREE MEALS

59% prefer a free cell phone plan

41% prefer free meals

CHARITABLE ACTIVITIES How important is it to you that a potential employee engage in charitable activities (donations, corporate sponsored volunteer work, etc.)?

said it was very or extremely important

said it was not important to their decision making

44% 56%

WORK SCHEDULE REQUIRED VS. IDEAL

0%

10%

20%

30%

40%

50%

60%

I manage my own schedule

In the office during set hours

I'm allowed to work remotely, but

during set hours

Generally in the office, but can work

remotely on occasion

Required schedule

Ideal schedule

COMPANY

CULTURE VS. COMPANY

COMPANY "CULTURE:

The organization’s norms, mission, values,

and systems

COMPANY STRATEGY AND TRAJECTORY:

The organization’s "plans and opportunities "

for growth

COMPANY VS. BOSS When considering where to work, which is more important to you?

54% said the company’s reputation and trajectory were most important to them

46% cared most about who they would "be working for and learning from

ENGAGE

HOW ENGAGED ARE EMPLOYEES? If your company were a 10-person crew team, statistically speaking:

•  3 employees are rowing with all their hearts

•  5 are just along for the ride, looking at the scenery

•  2 are trying to sink the boat

According to Gallup’s "2013 State of the "

American Workplace only 30% of employees are

engaged in their work.

DIAGNOSING DISENGAGEMENT: STOP THE INFECTION FROM SPREADING

•  Actively disengaged employees cost the US economy half a trillion dollars per year!

•  They are more likely to:!–  Steal from their employers!

–  Negatively influence co-workers!

–  Drive customers away!

Employee Engagement is a proven driver of:!•  Quality!•  Revenue!•  Customer Service!•  Retention!•  Productivity!

WHY ORGANIZATIONS CARE ABOUT EMPLOYEE ENGAGEMENT

MOST EXCITING PART ABOUT COMING TO WORK

0%

10%

20%

30%

40%

Challenging projects How much money I can make

Co-‐workers I enjoy Opportunity to make a difference

CHALLENGING PROJECTS Millennials are "not content to sit "on the sidelines

INDIVIDUAL CONTRIBUTORS

Job description with a clearly defined role

Self-directed without much guidance


CHALLENGING PROJECTS Provide the right playing field and let them play

BIGGEST CHALLENGE TO MOTIVATION

0%

5%

10%

15%

20%

Not compensated fairly

Unchallenging projects

Challenging co-‐workers

My boss shows no interest in me

I rarely, if ever, receive recogni3on

I am in over my head

ON A DAILY BASIS WHAT IS MOST IMPORTANT FOR YOU TO RECEIVE?

24%

25%

26%

27%

28%

29%

30%

Challenging opportuni3es

Meaning from my work Compensa3on

NON-WORK-RELATED SOCIAL MEDIA

0% 10% 20% 30% 40%

Over 2 hours

Between 1 and 2 hours

30 to 59 minutes

Less than 30 minutes

RETAIN

AVERAGE TIME PER JOB

0%

10%

20%

30%

40%

50%

Over 8 years

Between 4 and 8 years

Between 2 and 4 years

Less than 2 years

WORK LIFE BALANCE VS. "WORK LIFE INTEGRATION

WORK-LIFE INTEGRATION

Regarding non-work-related social media accounts!•  75% are connected to at least 2 co-workers!•  35% are connected to their boss!•  57% are likely or very likely to accept a !

request sent by a boss!•  26% are likely or very likely to send a request !

to their boss!

62% count on at least one co-worker among their closest friends!

2.  Professional success 3.  Education 4.  Travel 5.  Volunteer work 6.  Religion

WHAT IS MOST IMPORTANT "TO YOU? #1 FAMILY Ranked 1st by 61% "and 1st or 2nd by 71%

PERSONAL LIFE AT THE OFFICE 60% are comfortable talking "

with their boss about their personal life

40% prefer their boss stick solely

to work related matters

COMFORT TALKING ABOUT WORK

4 4.5 5

5.5 6

6.5 7

7.5 8

Personal goals

Health Personal challenges

Family situa3on

Da3ng life Poli3cs Relgion

VALUE MOST "IN A BOSS 27% Said, “A willingness to be a mentor”

•  Trustworthiness (18%)!•  An expert (15%)!•  Kindness (15%)!•  Shares credit/takes blame (10%)!•  Provides autonomy (10%)!

MOST WANT TO AVOID IN A BOSS Micromanager

Incompetence

Mean

Narcissistic / selfish

Unreasonable

PERCEPTION OF YOUR BOSS

0%

10%

20%

30%

40%

50%

I'm con3nually learning from

my boss

My boss has lots to teach, but we rarely

interact

I've learned as much as I'm going to

I know more than my boss

OVERSIGHT: ACTUAL VS. IDEAL

0%

10%

20%

30%

40%

Check on every detail of every project

Daily check in Weekly check in

Monthly check in

Check in only when I need something or

have a ques3on

Actual

Ideal

FEEDBACK FREQUENCY: ACTUAL VS. IDEAL

0% 5% 10% 15% 20% 25% 30%

Daily 2-‐3 Times a Week

Once a Week

2-‐3 Times a Month

Once a Month

Less than Once a Month

Never

Actual

Ideal

CONSTRUCTIVE CRITICISM

0%

10%

20%

30%

40%

50%

60%

Face-‐to-‐face from my direct supervisor

Via email from my direct supervisor

Face-‐to-‐face from a co-‐worker I trust

CONCLUSION

HOW DO YOU MANAGE INDIANA JONES?

YOU CAN’T

HOW DO YOU MANAGE INDIANA JONES?

CHANNEL HIS ENERGY AND TALENTS 1.  Give him big problems to solve and

remove obstacles from his path 2.  Pay him 3.  Make his work an experience worth

sharing, not just a job to get done 4.  Mentor, don’t micromanage 5.  Let him run fast and give him "

room to fail

PROVIDE THE PLAYING FIELD

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Millennials Can't Be Managed