Important Millenials

8/18/2019 Important Millenials

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De cand exista afaceri pe acest pamant, si chiar de dinainte, de cand au aparut primele centre

de productie de bunuri, in aceste locuri s-au strans cel putin trei generatii care munceau si

muncesc in continuare cot la cot.

In ultimii 50 de ani, si in special in ultimii 20, numarul a crescut la patru.

Aceasta aglomerare de varste si de niveluri de dezvoltare personala creeaza in sine o problema

sociala greu de gestionat pentru managerul care are nevoie de rezultate, si mai mult decat atat,

pentru liderul care are nevoie sa influenteze si sa inspire.

La prima vedere, se pare ca cuvantul cheie este adaptarea liderilor la generatiile Y si Z, adaptarea

acestor generatii la normele dea e!istente in organizatie si adaptarea eforturilor de comunicare si

conducere pentru a crea punti valide intre viziunile despre viata si munca ale fiecaruia.

As pozitiona aceste noi "poduri" in # directii fundamentale$

1. Stilul de comunicare

%area diferenta dintre stilurile de comunicare ale generatiilor mai e!perimentate si cele mai tinere a

devenit dea un cliseu.

&eneratiile Y si Z trimit sms'uri, statusuri, t(eet'uri. )olosesc serviciile de instant messages si

continuturi video, pe cand seniorii prefera sa vorbeasca la telefon, sa se intalneasca fata in fata si

eventual sa trimita e'mail'uri.

%ai mult decat atat, generatiile Y si Z folosesc din ce in ce mai mult paralimbaele in business$

abrevieri ale cuvintelor, emoticoane si e!presii neortodo!e, ceea ce in sine creeaza disruptii in

procesul de comunicare intre aceste generatii.

*ea mai des intalnita rupere in comunicarea dintre generatii este clasica "lipsa de respect"$ o data

abordati intr'un limba colocvial si cu multe semne paralingvistice, "batranii" tind sa perceapa asta ca

pe o lipsa de formalitate, care este automat tradusa ca o lipsa de respect.

+i, ca sa inchid cercul, fustrarea datorata presupunerii lipsei respectului se traduce inapoi, la

generatiile mai tinere, printr'o atitudine distanta si neangaata.

2. Stereotipurile negative

+untem atacati de o gramada de stereotipuri negative specifice pentru fiecare dintre cele patru

generatii.

u are niciun sens sa le enumar aici, insa aceste stereotipuri, odata dizolvate, pot crea legaturi

transgenerationale foarte puternice.

*eea ce conteaza este ca membrii echipelor multi'generationale sa'si defineasca o viziune comuna a

succesului si o cale comuna de atingere a lui. Aici ma refer strict la o etica a muncii depusa

impreuna.

%ai mult decat atat, este nevoie de e!plorat si stabilit cine, cand si cum este capabil sa depaseasca

cu mult asteptarile celorltalti.

Astfel se poate obtine o balanta foarte buna intre valoarea e!perientei celor mai in varsta si nevoia de

e!plorare si entuziasmul debordant al tinerilor.


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3. Cultura organizationala

*red ca cea mai importanta schimbare in culturile organizationale, o data cu aparitia in piata de

munca a generatiei Y, a fost si este in continuare, recalibrarea drastica a echilibrului intre viata

personala si cea profesionala.

&eneratia - si'a sacrificat viata personala pentru cea profesionala, generatia Y nu mai are nicio

motivatie sa faca asta, vazandu'si parintii.

*ulturile organizationale care au inteles rapid acest lucru au reusit sa inglobeze in practile de munca

initiative precum orarul fle!ibil, lucru de acasa, sau pe de alta parte, crearea de spatii alternative, chiar

spatii de oaca pt generatiile Y si Z.

In practica mea de coaching in omania, am observat ca acestor trei piloni ai managementului

transgenerational li se dau o importanta mai mare decat e necesar.

/e ce 1entru ca problema principala este foarte rar atacata in mai toate organizatiile din spatiul

cultural sud'est uropean, iar aceasta problema se poate defini in orice raspuns la umatoare

intrebare$ cum poti desena un spatiu organizational creativ si colaborativ pentru toti cei pe care ii

include

1entru ca, de fapt, provocarea managementului transgenerational este provocarea seculara

fundamentala a managementului grupurilor umane$ cum pot ele sa creasca impreuna, in interactiuni

care poarta sens si aduc valoare adaugata in fiecare moment

Inchei aici, nu inainte de a va recomanda reflectia asupra raspunsurilor clasice, din zorii civilizatiei

occidentale.

http://www.business24.ro/leadership/cursuri-leadership/adaptarea-liderilor-la-

generatiile-y-si-z-1554500

rticol semnat de !ihai Stanescu, "xecutive Coach

A3adar, pornind cu prezentarea lui !ircea #ivu, tot restul conferin4ei s'a a!at pe

descrierea generaţiei Y ca fiind o genera4ie care folose3te internetul ca prim metod de

comunicare virtual, care are parte de o maturitate 6nt7rziat, care vrea motiva4ie 6n ceea ceface, pretinde ascensiune 6n carier, dar nu au o stabilitate 6n job'urile pe care le aleg 3i, de

asemenea, a fost descris o genera4ie cu atitudine, care protesteaz 6mpotriva clasei

politice, respinge ierarhiile 3i modelele 8idolii9, refuz liderii 3i, mai presus de toate, se

define3te prin autodidacticism.

:otul se 6nt7mpl aici 3i acum, iar mediul online este primul care ne aut s fim at7t de

friabili 3i omniprezen4i. *a s o citez pe doamna Dana $evi%chi8managing

partner, 33.Science&symbols9$ ;


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totul, de ce s'mi mai bat capul=9, iar protec4ia din partea prin4ilor 3i a societ4ii ne confirm

aceast atitudine invonluntar pasiv. :otul este 6ntr'o permanent schimbare iar

mediulonline, mrcile 3i brand 'urile sunt direct implicate 3i afectate de acest fluid cursiv 3i

agitat al societ4ii. 1rincipala trstur pe care o putem e!trage din aceast rela4ie cu

mrcile din ziua de azi este aceea c t7nrul consumator este at7t de obi3nuit cu apari4ia 3i

dispari4ia lor 6nc7t alege o atitudine deta3at 3i pasiv, fiind mult mai select cu ceea ce aleges consume fr s mai fie frustrat c nu poate 4ine pasul 6n timp real. A3a cum tot

doamna $evi%chi spune, consumatorul probabil g7nde3te$ ;/e ce s fiu nefericit c7nd 3tiu c

moda va trece repede=

%ai apoi ndreea Coca 8qualitative research consultant , &n cadrul 'f#

(om)nia9 a stabilit ni3te mituri ale genera4iei digital natives 8a celor care s'au nscut

3i hrnit de la s7nul tehnologiei9 3i ni3te precepte frumos aranate, aproape

versificate, care mi s'a prut personal c define3te cel mai bine prezentarea ei 3i

viziunea oferit asupra generaţiei Y $

;You snooze, ou loseB )irst come, first served

Instantaneous feedbacC

Instatneous gratification

*onvenience

+peed over depth

Limited introspection

Intuitive learners

o long terms plans=

http://gen90.net/romanian-youth-focus-y-intre--si-z/

LiCe ever other generation, %illennials displa generalized and uniDue traits.

conomic, political, and social bacCground influences the culture and creates a

lasting impact. *hanges cannot be full understood for some time, usuall around

the time the uniDue characteristics of the ne!t generation become recognized.

Imprints move through the life ccle of individuals, maCing more significant

impressions on outh (hen the are forming their core values.

http://gen90.net/romanian-youth-focus-y-intre-x-si-z/http://gen90.net/romanian-youth-focus-y-intre-x-si-z/


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?f course, these societal events affect other generations, though the are often

interpreted differentl through the lens of maturit and e!perience. ventuall, the

oung adults of one generation become the elders, carring elements of their

generational influence (ith them and maCing a lasting impact on societ.

If each generation has a personalit, ou ma sa that the bab boomer is the

idealist, shaped b EoodstocC, @)F, )F, and %LF. &eneration - is the sCeptical

independent, shaped b latchCes, Eatergate, and the 1*. &eneration Y is the

connected, diverse collaborator, shaped b GBHH, te!ting, and the recession.

It is therefore understandable that the stereotpical ambitious boomer (orCaholic

ma be critical of one (ho does not share the same ethics and values. :he

independent &en -er ma not appreciate the team orientation and desire for

seemingl constant feedbacC. At the same time, the social'minded %illennial ma notunderstand the priorities of other generations.

&eneral

%illennials are liCel the most studied generation to date. According to .+. *ensus

>ureau statistics, there are plent of them to stud, J0 million plus 8the largest cohort

size in histor9. :here are data to find prett much (hatever ou are looCing for, asthe data are varied and sometimes contradictor. In fact, %illennials are full of

contradictions, (hich, of course, ma e!plain the outh of an generation. %ost

consistent is that this generation is technicall savv, almost as if it has a digital si!th

sense. A (ired, connected (orld is all that %illennials have ever Cno(n.

:he are considered optimistic, (ith KH satisfied (ith the (a things are going in

the countr, compared (ith 2M of those over #0.&H ?ptimism abounds despite the

man tragic events that have shaped this generation, such as GBHH, terrorist attacCs,

school shootings liCe *olumbine, the 200K +outheast Asian tsunami, and hurricaneFatrina. 1olitical, economic, and organizational influences include the 2000 election,

the impeachment of a president, the recession and the fall of nron to name a fe(.

As Cids, the (ere tightl scheduled and man (ould sa overindulged b helicopter

parents. :he (ere products of *L>, realit :


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%?+: /I


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%illennialRs main sources for ne(s are television 8M59 and the Internet 85G9.

Lagging behind are ne(spapers 82K9 and radio 8HJ9.&H /ifferent from the outh of

the t(o previous generations, parents have considerable influence on %illennialRs

political vie(s. In one stud of oung American leaders, MH listed parents as most

influential, far in advance of public leaders 8HG9 and the media 8H29. &O )aithleaders and celebrities ranCed as having minimal or least influence.

%illennials are never far a(a from their ne!t te!t, (ith J0 sleeping (ith their cell

phone ne!t to the bed. )or some, this bed is in their parentsR homes, as H# have

Nboomeranged= bacC because of the recession after living on their o(n. :hirt'si!

percent sa the depend on financial support from their families. &H

%an %illennials have gro(n up (ith parental support and encouragement and have

e!perienced relativel comfortable lifestles. Appro!imatel 20 of American%illennials living in povert have not been so privileged.&J

earl half of %illennials feel the ma be (orse off than their parents. Qealth trends

indicate that %illennials could be the first generation in over a centur to see their

lifespan level off and even decline,&G (ith obesit becoming epidemic. &H0

EQA:R+ :Q +A%

)or the most part, the priorities of being a good parent and having a successful

marriage are most important to %illennials, similar to those held b &en -ers at asimilar stage of life. +imilarl, helping others in need is as important to the outh of

both generations. /ifferences in the order of lifeRs priorities are that older generations

are more liCel to place a higher importance on a ver religious life 82H vs. H59

and a lo(er importance on being successful in a high'paing career 8O vs. H59. &H

ENTREPRENEUR SUMMARY

The question might not be so muh ho! Millennials ha"e in#luened

entrepreneurship, but perhaps ho! the eonom$ has dealt an un#ortunate hand to a

generation onsidered one o# the most promising #or business o!nership to date%

Man$ to most desire to start their o!n businesses% The$ ha"e the ideas and

inno"ati"e qualities o# suess#ul entrepreneurs% &ith more guidane, #unding, and


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enouragement, this entrepreneurial spirit ma$ just run #ree and do its part in

reating more jobs and helping resue the eonom$%

:1 S Fe )indings

:1IAL &A:I?

%illennials have (itnessed instabilit in the (orCplace, business scandals, and their

parentsR obs being do(nsized after loal ears of service. :hese marCet conditionsand unemploment rates, almost t(ice that of all (orCers, are leading man to

become entrepreneurs.

:he oung entrepreneur has achieved star statusTthinC %arC ZucCerberg of

)acebooC or Andre( %ason of &roupon. +mall business is regarded as a driver of

the .+. econom, providing obs for the nationRs private (orCforce.H +tarting a

business can looC ver appealing.

:hough research varies, half to t(o'thirds of %illennials are interested in

entrepreneurship, and more than a Duarter 82O9 are alread self'emploed.2 %ales, blacCs, and Latinos are most inclined to(ard starting their o(n

businessU females are more liCel to be interested in starting nonprofits.#

In 20HH, man tooC the leap. %illennials launched almost HM0,000 startups each

month, and 2G of all entrepreneurs (ere 20 to #K ears old.K

+tartups are essential to ob creation in the nited +tates. :he entrepreneurial mind'

set of %illennials could support the economic recover, helping reverse a declining

trend of business startups.5

?>+:A*L+

%illennials sa the abilit to get a loan or credit is the biggest challenge to starting a

business, (ith almost t(o'thirds saing that the do not receive enough support from

banCs.2 Another obstacle is the lacC of education and resources to run a small

business.

%illennials (ould also liCe to see *ongress maCe it easier to start a business bproviding increased access to education, training, and student loan relief.2


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?bservers note another challenge for %illennials is that (hile the are great at

multitasCing, it often results in turning clients a(a because of a lacC of engagement.

*ertain traditional elements of business interactions, particularl revolving around

the human element and customer interactions are sCills to be developed.

:1+QI1 H0H

ntrepreneurship curriculum has been added to more than 2,H00 .+. colleges and

universities,M though more than half the students offered these classes said that

the didnRt feel the course (orC prepared them to start a business.2 :he curriculum

has been evolving DuicCl, tring to develop more relevant offerings reflective of

todaRs trends. According to >elmont niversit, K0 or more of the freshmen that

come into their entrepreneurship program have alread started businesses.M

:he (orCplace values business o(nership and education on an applicantRs resume.

mploers recognize the creative, innovative sCills that bring an Nintrapreneurial=

spirit (ithin a firm that Ceeps their organizations up to date.

+:&:Q+

Author /onna )ennRs booC on &en Y Upstarts' suggests this generation approaches

entrepreneurship as a (a of life. +he also believes that starting a business in

todaRs digital age is cheaper and less risC. +he predicts that in 20 ears, %illennials(ill prove to be the most seasoned, e!perienced generation of entrepreneurial

leaders et.M

:hat ma be true, especiall (ith the abundant support from parents, teachers, and

older entrepreneurs. %embers of this generation are also regarded as serial

entrepreneurs, (ho (ill liCel sell their successful businesses or hone their sCills on

the less successful ones as the go along.

MAR(ETP)A*E SUMMARY

This generation is large and !ith their numbers ome substantial bu$ing po!er, both

through their o!n inreasing earnings as the$ age and through the #inanial support

o# their +ab$ boomer and en - parents% Not onl$ do Millennials ontribute to the

mar.et diretl$, but also as "oal onsumers and earl$ adopters the$ in#luene

purhases o# others% The$ are also hanging the means and speed b$ !hih

mar.etplae in#ormation is e/hanged% Millennials add ontent through onstant

onnetedness and the popularit$ o# soial media, .eeping mar.eters on their toes%


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This generation0s onnetedness also demands that brands ensure or in#luene that

the user e/periene is positi"e% Additionall$, this generation !ill ontinue to hange

the mar.etplae through the blurring o# traditional gender roles% Sa""$ mar.eters !ill

broaden their reah aross gender lines to ta.e ad"antage o# the larger, more

di"erse potential mar.et #or their produts%

%AF:1LA* S Fe )indings

%AF: 1?::IAL

eports on %illennial annual purchasing po(er (idel range bet(een VH25 billion

and VJG0 billion. A more consistent estimate is V200 billion of direct purchasing

po(er and V500 billion of indirect spending, largel due to the influence on the

spending of their mostl bab boomer parents.%H Eith %illennialsR peaC buing po(er

still decades a(a, marCeters (ould do (ell to establish relationships (ith this

consumer force.

&J EZ 2 rch gnrJn Y

:he biggest lesson (hen marCeting to %illennials is that organizations must Cno(

and use social media. As referenced earlier, more than three'Duarters of %illennials

have created a profile on a social net(orCing site.%# In an eight'hour (orCda, people

spend appro!imatel one hour on social media sites. :his seems liCe a large

percentage of the (orCda, but it is even larger for %illennials (ho spend about H.J

hours on social media sites.%K

:he maorit of &en Yers use social media to connect (ith brands, though most firmsstill allocate a disproportionate percentage of marCeting budgets to nondigital

channels.%5 &en Yers also connect to a brand through affiliation (ith a cause. :his is

more important to &en Y than to previous generations. A brand that sho(s it cares is

attractive to this generation.%H

:o be effective, advertising should be placed around engaging content. ?n average,

engagement is higher among %illennials than other generations for television and

(ebsitesU on a percentage basis, it is greater on the Eeb than on :


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A :E?'EAY +::

%illennialsR relationship (ith technolog has completel changed their relationships

(ith most everthing. Eith brands and services, (hat used to be a one'(a

conversation is no( a multifaceted, 2K'hour'a'da, seven'da'a'(eeC dialoguebet(een brands and their customers and among their customers. :he have the

confidence to stand up for (hat the believe and the confidence, technolog, and

net(orC to voice their opinions. Eith %illennials, brands Cno( (here the stand,

sometimes even minute to minute. According to one surve, JM of %illennials are

(illing to share information about their brand preferences online, maCing it a top

personal identifier.%M

%illennials are 2.5 times more liCel to be earl adopters of technolog than are older

generations. :he are more liCel to use the Internet, broadcast thoughts, andcontribute content. %illennials stand out (hen it comes to producing and uploading

online content 8M09 compared (ith non'%illennials 8209.%H In 25 of searches for

the top 20 brands, results are linCs to user'generated content.%J :his has huge

implications for brands to become a(are of othersR e!periences of their product or

service and ensure that it is in harmon (ith their brand strateg.

LA:I?+QI1+

:apping into the %illennial generation as the begin their adult lives, as (ith previous

generations, is important for brands hoping to establish lifelong relationships (ith

their customers. :his is also important (ith %illennials because the help set trends

through social media. It all comes do(n to trust for brands. :he trust is deeper and

more intense (ith this group, but the greater availabilit of information can also

destro it faster. ?nce %illennials lose faith in a brand, itRs nearl impossible to (in

them bacC. Feeping positive relationships are critical.%M

%uch of the research sho(s that %illennials are open to ne( e!periences and ne(

brands. :he are eager to interact (ith brands and interested in building

relationships (ith them. :he have the self'assurance to stand up for (hat thebelieve. It is critical to determine ho( to get hurried %illennial consumers to spend

time developing a relationship (ith a brand.

LIF WH

Eith the Internet and social media, the number of sources for information has

increased dramaticall. Ehen gathering information and maCing buing decisions,

%illennials rel on recommendations from peers and friends more than from e!perts.

:he use mobile devices to read user revie(s and e!plore information on socialnet(orCs. Qaving gro(n up (ith mobile and digital technolog as part of their


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everda lives, the s(itch their attention bet(een media platforms 2O times per

hour.%G :his tells advertisers that the need to engage %illennials DuicCl before the

lose their attention.

%illennials also seeC peer affirmation. +event percent of %illennials are moree!cited about a decision theRve made (hen their friends agree, compared (ith KJ

of non'%illennials.%G

PR12ESS31NA) ASS1*3AT31NS SUMMARY

There has been a reent upti. in pro#essional assoiation membership, re"ersing

an o"erall do!n!ard trend% Assoiations ha"e been e/ploring !a$s to beome morerele"ant, partiularl$ to the Millennial generation that onsiders traditional

assoiation ser"ies not as neessar$ !ith the ad"ent o# the 3nternet and soial

media% Eonomi reasons due to the reession also in#luene their membership

deisions% As in other areas o# their li"es, Millennials e/pet timel$, meaning#ul, and

rele"ant ommuniations and programs #rom the organi4ations the$ hose to join%

1?)++I?AL A++?*IA:I?+ S Fe )indings

/?E 8A/ %AY> >A*F 19 %AF:

%an professional membership organizations and associations had been

e!periencing overall declining membership, but recentl have seen an upticC in

membership. esearch sho(s an up(ard trend (ith #M of respondingorganizations sho(ing an increase in membership in 20H0U KG, in 20HHU and 52,

in 20H2. %an member'based organizations sho(ed an unchanged level or decline

in membership over this time frame, (ith M2 unchanged or declined in membership

in 20H0, 50 unchanged or declined in membership in 20HH, and K5 unchanged or

declined in membership in 20H2.1H

Fe to maintaining and increasing membership in associations is to both rene(

e!isting members and attract ne( members. :he percentage of organizations (ith

declining rene(al rates has also recentl trended do(n$ In 200G, #H of

associations reported that rene(al rates for their organization had declinedU in 20H0,KKU in 20HH, 2KU and in 20H2, 22.1H


12/26

+pecificall, t(o of the largest associations in the nited +tates have sho(n overall

declining memberships and are considering (as to reverse this trend.

:he American >ar Association 8A>A9 has seen a decline in membership bet(een

2,000 and K,000 members per ear since 200J, (hen membership stood at K0J,000. A>A membership isnXt gro(ing at the same rate as the profession, according to

former A>A 1resident *aroln Lamm.12 Ehile the A>A e!pects membership to

increase as the econom improves, 1atricia efo, chair(oman of the A>ARs standing

committee on membership, sas that it also realizes that it must appeal more to

ounger la(ers and is (orCing on Nan aggressive social media component to

promote membership and is constantl looCing for ne( channels.=1#

:he American %edical AssociationRs 20HH annual report indicates that e!cept for H of

the last HH ears of decreasing membership, the have e!perienced an increase ofH,000 ne( members to bring total to 2HO,000. :his is still lo(er than the 200O

membership of 2KH,000, (hich includes J,5OO free memberships given to first'ear

residents (ho had been student members the previous ear.1K

/)I


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deisions% The$ do not deal !ell !ith ambiguit$ and slo! proesses% The$ "alue

trust and transparen$%

The orporate ladder has beome more o# a areer lattie, !ith Millennials o#ten

pre#erring job rotation to a more time5demanding job promotion% The most reati"e

programs use the best talents o# eah generation, !ith an end bene#it o# impro"edunderstanding and ommuniation% 3mpro"ed !or.ing relationships also inrease

produti"it$ and allo! mutual .no!ledge trans#er% &eloming this generation into

the !or.#ore !ill ta.e e##ort #rom managers% The bene#its !ill be plenti#ul, as the

deli"ered needs o# this generation !ill bring out the best talents in eah emplo$ee%

E?F1LA* S Fe )indings

??% )? %ILLIAL+

Eith positivit and optimism, J0 million %illennials have begun entering the (orld of

(orC, and other generations are taCing notice. :he recession and globalization

influence this (orCplace as do changes in the composition and size of the

population, mostl due to slo(er population gro(th, an aging (orCforce, andimmigration. :he nited +tates is also e!periencing an increase in minorities,

particularl Asian and Qispanic populations.EH

*clical factors are also affecting outh labor force participation. In (eaC ob

marCets, the oung adult (orCforce is usuall the last to be hired and first to be fired.

In do(n marCets, (hen obs are harder to find, man %illennials maCe the choice to

sta in school, lo(ering the participation rate.EH

:he recent trend of companies to outsource some of traditional entr'level obs ma

also be shifting the tpes of obs offered, affecting emploment rates for ounger,

less e!perienced candidates.E2 As (ell, there is more competition from more

e!perienced (orCers for those companies that are hiring. %ore than half of bab

boomers nearing retirement have delaed doing so, maCing it harder to find space

for ne( (orCers. E#?nce %illennials understand and e!perience firsthand the

severel restricted ob marCet, the are forced to compromise their anticipation of

landing that perfect ob.

)L-I>ILI:Y A/ +*I:Y


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%ore than half of %illennials 85M9 agreed that a Dualit benefits pacCage influences

their choice of emploers, and M# sa that benefits are an important reason in

staing (ith an emploer.EM Ehile managers believe %illennials put the highest

priorit on salar,EHO research indicates salar has become a threshold issue for this

generation of (orCers.

conomic conditions have shifted oung (orCersR attitudes to(ard emploee

benefits. %ore than four out of five indicate a preference for financial guarantees

over greater risCs. :his maCes income protection benefits more important, not

traditionall valued b the oung (orCer. :he looC for stable, even if it means lo(er,

returns more than older (orCers.EM

%ore than half of %illennials 85M9 prefer benefits the can choose, and M2 are

(illing to bear most of the cost, rather than lose a benefit. In addition to health, otherbenefits of interest are auto and home insurance as (ell as dental, vision, life, and

disabilit insurance. EM ?ther benefits preferred b %illennials are paid vacation time,

retirement savings plans, and a fle!ible (orC schedule. :he also looC for interesting

and challenging (orC, personal development, a custom career plan, and an

organization that reflects their values.

)? E?F'LI) >ALA*

&en -ers tried to achieve (orC'life balanceU %illennials demand it. At almost t(ice

the size of &en -, %illennials ma ust get it (ith three out of four saing that (orC'

life balance drives their career choices. EH0 %an organizations have shifted their

benefits and environments accordingl. %ost notable is &oogle, the consistent top

mention of places %illennials (ould liCe to (orC,EH0 (hich offers man perCs and

Nbalance enhance

A )LI&Q: I+F

%illennials e!pect close relationships and freDuent feedbacC from their

managers.EH2 :he vie( their managers as coaches or mentors. :hese bossesTnotthe corporationTcan earn the loalt of %illennial emploees b Ceeping

commitments. 1ositive relationship (ith a boss manages %illennial retention risC.

:he o. H reason that this age group leaves a ob is directl related to their boss. EM

A %illennial (ants an emploer that offers a Ndemocratized= nontenured (orCplace,

(here authorit is earned in a collaborative, casual office. Ideas matter more than

e!perience, and (orC output is valued more that the time put in.EHK *reative

engagements provide value to both %illennials and other generations. )or e!ample,

initiatives liCe mentoring programs have had success in both shared learning andemploee retention.


16/26

In a +un %icrosstems mentoring program, participants had a retention rate 2#

higher than nonparticipants, and the mentors had a retention rate 20 higher than

nonparticipants, saving +un an estimated VM.O million.EH5 +un also found that

mentoring programs increased the level of trust in organizational leadership.

+till, more than half of &en Y (orCers agree that given the choice, the hope to be

(orCing for another emploer in 20H2, EM perhaps reflecting their short'term focus and

different idea of ob and career.

AL:I+%,


17/26

&H 1e( esearch *enter 8200G9 M3))ENN3A)S *on#ident% *onneted% 1pen to*hange.http$BBpe(research.orgBpubsBH50HBmillennials'ne('surve'generational'

personalit'upbeat'open'ne('ideas'technolog'bound

&2 Ibid.

:alor, @. 8%arch 20HH9 Tehnolog$? M$th o# Multitas.ing , 1scholog

:oda.http$BB(((.pschologtoda.comBblogBthe'po(er'primeB20HH0#Btechnolog'

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&K ?phira, ., ass, *., Eagner, A. /. 8April H, 200G9 *ogniti"e ontrol in media

multitas.ers, 1A+ 81roceeding for the ational Academ of

+ciences9% http$BB(((.pnas.orgBcontentBH0MB#OBH55J#.full

&5 :(enge, @. %., *ampbell, +. %., Qoffman, >. @. 8+eptember 20H09 enerational

@i##erenes in &or. alues? )eisure and E/trinsi alues 3nreasing, Soial and

3ntrinsi alues @ereasing, @ournal of

%anagement% http$BBbrooCdalecc.eduB1/))ilesB:L*20oundtableB:(enge

20H0.pdf

&M %ers, F. %., +adaghiani, F. 8%arch 20H09 Millennials in the &or.plae? A

*ommuniation Perspeti"e on Millennials0 1rgani4ational Relationships and

Per#ormane, , @ournal of >usiness and

1scholog%http$BB(((.ncbi.nlm.nih.govBpmcBarticlesB1%*2JMJGG0

&O +inger, 1.E., %essera, Q., ?rino, >. 8)ebruar 20HH9 @%*%0s Ne! uard? &hat

@oes the Ne/t eneration o# Amerian )eaders Thin.B >rooCings +urve

1roect% http$BB(((.brooCings.eduBSBmediaBresearchBfilesBreportsB20HHB2Boung

20leaders20singerB02oungleaderssinger.pdf

&J *hild :rends /atabanC 8200G9 *hildren in

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18/26

&G /emos, Young Invincibles 8/ecember 20HH9 The State o# Young Amerians?

Eonomi +arriers to the Amerian @ream. http$BB(((.demos.orgBstate'of'oung'

america

&H0 ?ffice of the +urgeon &eneral 820H09 .+. /epartment of Qealth and Quman

+ervicesU 20H0. :he +urgeon &eneralXs usiness Administration 820H29 2Y 6CD6 *ongressional +udget

usti#iation.http$BB(((.sba.govBsitesBdefaultBfilesBlegacBfoundationB)IAL20)Y

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K (ing %arion Fauffman )oundation and Young Invincibles 820HH9 Young

3n"inibles Poli$ +rie#ing% http$BB(((.Cauffman.orgBne(sroomBmillennials'(ant'to'

start'companies'(hen'econom'rebounds'poll'sas.asp!

5 Qalti(anger, @., @armin, ., %iranda, @. 8%a 20H29 +usiness @$namisStatistis +rie#ing? &here Fa"e All the Young 2irms oneB :he >usiness /namics

+tatistics 8>/+9 is a product of the .+. *ensus

>ureau.http$BB(((.Cauffman.orgBuploadedfilesBbds20H2.pdf

M /onna )enn 8200G9 Upstarts' Fo! enY Entrepreneurs are Ro.ing the &orld

o# +usiness% %c&ra( Qill.

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19/26

%H >arCle, +%&, >oston *onsulting &roup 8+eptember 20HH9 Amerian

Millennials? @eiphering the Enigma eneration% http$BBblog'barCleus'

com.s#.amazona(s.comB(p'contentBuploadsB20HHB0GB>a...

%2 %et Life %ature %arCet Institute 8200G9 @emographi Pro#ile Amerian +ab$

boomers

%# 1e( esearch *enter 8200G9 M3))ENN3A)S *on#ident% *onneted% 1pen to

*hange.http$BBpe(research.orgBpubsBH50HBmillennials'ne('surve'generational'

personalit'upbeat'open'ne('ideas'technolog'bound

%K ?tt, Adrian 8ovember 20H09 Fo! Soial Media Fas *hanged the

&or.plae 8+tud9, )ast *ompan.http$BB(((.fastcompan.comBHO0HJ50Bho('

social'media'has'changed'the'(orC...

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:anC%!!!%l6thin.tan.%om8gen$a##luents8enYA##luents%pd#

%M com+core 8 @anuar 20H29 Ne/t eneration Strategies #or Ad"ertising to

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reeleaseseporte!t&eneration+trategiesforAdvertisingto%illennials

%O delmanB+trateg?ne, %arch, 20H0, :he J0G5

!change.http$BB(((.edelman.comBinsightsBspecialBJ0G5BJ0G5(hitepaper.pdf

%J socialmediatoda 8April 20H09 +rand Managers? Thin. You0re in *ontrolB Thin.

Again.http$BBsocialmediatoda.comB+%*BHJOG2K

%G Innerscope esearch, :ime Inc. 8April 20H29 A +iometri @a$ in the

)i#e.http$BB(((.timeinc.comBpressroomBdetail.php

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20/26

%H0 .+. *ensus >ureau 8+eptember 20HH9 +ource$ .+. *ensus >ureau, ")amilies

and Living Arrangements, :able +Q1'H. 1arents and *hildren in +ta'At'Qome

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+enhmar. Report .http$BB(((.marCetinggeneral.comBresourcesBbenchmarC'reportB

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21/26

15 Qighbeam >usiness 820H29 Pro#essional Membership 1rgani4ations 3ndustr$

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22/26

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EG *ensC, Annaln 8/ecember 20HH9 Are $ou better o## than mom and dad cnn

monehttp$BBmone.cnn.comB20HHBH2BH2Bne(sBeconomBamericandream(omenBe

http://ceo.usc.edu/pdf/G09-13.pdfhttp://www.apqc.org/knowledge-base/download/31772/a%3A1%3A%7Bi%3A1%3Bs%3A1%3A%222%22%3B%7D/175612.pdf?destination=node/31772http://www.apqc.org/knowledge-base/download/31772/a%3A1%3A%7Bi%3A1%3Bs%3A1%3A%222%22%3B%7D/175612.pdf?destination=node/31772http://www.nber.org/digest/nov06/w12159.htmlhttp://mba.yale.edu/faculty/pdf/kahn_longtermlabor.pdfhttp://www.metlife.com/assets/institutional/services/insights-and-tools/ebts/ml-10-Annual-EBTS.pdfhttp://www.metlife.com/assets/institutional/services/insights-and-tools/ebts/ml-10-Annual-EBTS.pdfhttp://www.pewsocialtrends.org/files/2012/02/young-underemployed-and-optimistic.pdfhttp://www.demos.org/state-of-young-americahttp://www.demos.org/state-of-young-americahttp://money.cnn.com/2011/12/12/news/economy/american_dream_women/ehttp://ceo.usc.edu/pdf/G09-13.pdfhttp://www.apqc.org/knowledge-base/download/31772/a%3A1%3A%7Bi%3A1%3Bs%3A1%3A%222%22%3B%7D/175612.pdf?destination=node/31772http://www.apqc.org/knowledge-base/download/31772/a%3A1%3A%7Bi%3A1%3Bs%3A1%3A%222%22%3B%7D/175612.pdf?destination=node/31772http://www.nber.org/digest/nov06/w12159.htmlhttp://mba.yale.edu/faculty/pdf/kahn_longtermlabor.pdfhttp://www.metlife.com/assets/institutional/services/insights-and-tools/ebts/ml-10-Annual-EBTS.pdfhttp://www.metlife.com/assets/institutional/services/insights-and-tools/ebts/ml-10-Annual-EBTS.pdfhttp://www.pewsocialtrends.org/files/2012/02/young-underemployed-and-optimistic.pdfhttp://www.demos.org/state-of-young-americahttp://www.demos.org/state-of-young-americahttp://money.cnn.com/2011/12/12/news/economy/american_dream_women/e


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EH0 :(enge, @. % ., *ampbell, +., %., Qoffman,>., @., Lance, *., .

820H09 enerational di##erenes in !or. "alues? A re"ie! o# the empirial

e"idene% @ournal of %anagement.

EHH *enter on ducation and the EorCforce, &eorgeto(n niversit 820H09 Felp

&anted? Projetions o# obs and Eduation Requirements Through 6CDG% *arnevale,

A., 1., +mith, ., +trohl, @.

EH2 %ers, F. F., ` +adaghiani, F. 820H09. Millennials in the !or.plae? A

ommuniation perspeti"e on Millennials0 organi4ational relationships and

per#ormane. @ournal of >usiness ` 1scholog, 25, 225'2#J.http$BB(((.ncbi.nlm.nih.govBpmcBarticlesB1%*2JMJGG0B

EH# 1e( esearch *enter 1e( +ocial ` /emographic :rends 8)ebruar

20H29 Underemplo$ed and 1ptimisti *oming o# Age Slo!l$ in a Tough

Eonom$ . http*++.pesocialtrends.org+212+2++/oung-underemplo/ed-

and-optimistic+

EHK %illennial Inc., %r Youth, Intrepid, 820H09 &hat $our ompan$ !ill loo. li.e !hen

Millennials all the shots.http$BB(((.millennialinc.comB%illennialInc1I:1/).pdf

EH5 eCuda, @. 8August HH, 20HH9 &hat Millennials &ant , >ellevue niversit,

Quman *apital Lab.http$BB(((.humancapitallab.orgBblogBp[25M

EHM /eloitte /evelopment 820HH9 @eloitte olunteer impat

Sur"e$% http$BB(((.deloitte.comBassetsB/com'nited+tatesBLocal

20AssetsB/ocumentsBus20HH/eloitte


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EHO 1e( esearch *enter 8)ebruar 2K, 20H09 M3))ENN3A)S *on#ident%

*onneted% 1pen to *hange.http$BBpe(research.orgBpubsBH50HBmillennials'ne('

surve'generational'personalit'upbeat'open'ne('ideas'technolog'bound

EHJ A* 8)ebruar 20H29 2ederal leaders 2ae hallenges attrating top ollege

graduates to go"ernment ser"ie, 1artnership )or 1ublic +ervice And :he ational

Association ?f *olleges And mploers Issue >rief.

EHG Levit, A, Licina, +, 820HH9 Fo! the Reession Shaped Millennial and Firing

Manager Attitudes about Millennials0 2uture *areers, *areer Advisor

>oardhttp$BBne(sroom.devr.eduBimagesB2000KB)uture20of20%illennial20*areer...

E20 :able compiled and prepared b *atherine eutschlin, retrieved from$

eutschlin, *atherine 8)ebruar 20H2 H The &hat Unemplo$ment Rates @on0t Tell Us

About Millennials0 obs &oes, policmic e!t &eneration e(s and

1olitics. http$BB(((.policmic.comBarticlesBK0KOB(hat'unemploment'rates'don't'tell'

us'about'millennials'obs'(oes

A:Q?$

+ *QA%> ?) *?%%* )?/A:I?

&eneration Y P A &limpse into EorCplace of 2020

b/ Daneal Charne/

0ust ait until /ou gro up

Ehat (ill generation Y be liCe as managers +ome argue that (hen &eneration Y becomes managers the (ill adapt the same

behaviors and practices as the rest of us. NEait till the gro( up and have real responsibilit^. :hat (ill teach em=. Ehile this line of

thinCing seems to maCe sense because &enerationY (ill be in the same life stage 8married, Cids, etc9 as the managers before them, it

doesnRt taCe into account the tremendous shifts in the (orld of (orC.

)irst off, there is a shifting mi! of emplomentBentrepreneurialBfreelancing opportunities. &one are the das (hen ou (ere told to Ndo

our time= as ou began our career. :his has shifted the leverage and attraction that big companies once had. In fact I (ould go asfar as to Duestion the talent shortage that (e Ceep talCing about. 1erhaps there is no talent shortage, ust a shortage of millennials (ho

(ant to (orC in unprogressive organizations. >ut I digress

http://pewresearch.org/pubs/1501/millennials-new-survey-generational-personality-upbeat-open-new-ideas-technology-boundhttp://pewresearch.org/pubs/1501/millennials-new-survey-generational-personality-upbeat-open-new-ideas-technology-boundhttp://newsroom.devry.edu/images/20004/Future%20of%20Millennial%20Careers%20Report.pdfhttp://newsroom.devry.edu/images/20004/Future%20of%20Millennial%20Careers%20Report.pdfhttp://www.policymic.com/articles/4047/what-unemployment-rates-don-t-tell-us-about-millennials-jobs-woeshttp://www.policymic.com/articles/4047/what-unemployment-rates-don-t-tell-us-about-millennials-jobs-woeshttps://www.uschamberfoundation.org/bio/us-chamber-commerce-foundationhttp://pewresearch.org/pubs/1501/millennials-new-survey-generational-personality-upbeat-open-new-ideas-technology-boundhttp://pewresearch.org/pubs/1501/millennials-new-survey-generational-personality-upbeat-open-new-ideas-technology-boundhttp://newsroom.devry.edu/images/20004/Future%20of%20Millennial%20Careers%20Report.pdfhttp://newsroom.devry.edu/images/20004/Future%20of%20Millennial%20Careers%20Report.pdfhttp://www.policymic.com/articles/4047/what-unemployment-rates-don-t-tell-us-about-millennials-jobs-woeshttp://www.policymic.com/articles/4047/what-unemployment-rates-don-t-tell-us-about-millennials-jobs-woeshttps://www.uschamberfoundation.org/bio/us-chamber-commerce-foundation


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:he second shift in the (orCplace (ill be the centre of po(er. > 2020 &eneration Y (ill outnumber the >oomers and man (ill be in

decision'maCing roles. &eneration Y (ill be poised to create the (orCplace the have al(as (anted.

'en Deal reaers

In >ill @ensonRs :en Year eport, he states that 20 of organizations have alread adopted EorC 2.0 environments. > the time

&eneration Y become managers, this number (ill increase marCedl. :he strong preferences of generation Y to(ards practices liCe

peer2peer collaboration, results'onl (orC environments, empo(ering technologies and real'time feedbacC (ill push us DuicCl to(ards

EorC 2.0. Qere is (hat a (orCplace run b &eneration Y (ill looC liCe.

Peer2Peer Value

1eer21eer collaboration (ill be driven b the introduction of more empo(ering technologies ` a preference for collaboration. %ore and

more organizations (ill adapt a &oogle mentalit P encouraging collisions and cross'pollinations bet(een people for the saCe of

innovation^ :his (ill mean managers (ill focus a(a from managing individuals and to(ards getting more peer2peer value.

*ollaboration across the organization and (ith customers and suppliers (ill become the norm not the e!ception. :his (ill mean that

innovation and ne( ideas (ill come from everone, regardless of our ob bo! or title.

My Work, My Way

Ee (ill stop talCing about (orC'life balance and fle!time and move to(ards (orC'life integration. &eneration Y managers (ill allo(

people to personalize the (a the (orC to get things done 8as long as the customer e!perience isnRt compromised9. :his philosoph is

driven b &en Y strong preference to have this control and autonom of the (a the (orC too. :he donRt bu into Nfacetime=, seniorit

and other antiDuated (orC concepts. If ou can (orC an(here, antime then (h should (orCplaces count the minutes. 1lus

technolog (ill maCe it eas to get (orC done productivel an(here. :he idea of standard office hours (ill become pass. 1eople (ill

be measured on providing a great customer e!perience, demonstrating personal productivit, efficienc and agilit ' all leading

indicators to getting good results. If ou can taCe off a da (ithout impacting our clients, (ho cares. :he organization saves mone

and ou get (hat ou (ant. o vacation policies common in start'ups (ill become common in large organizations.

Technology orkaroun!s

&eneration Y (ill not put up (ith sstems that slo( them do(n. :he smartphones, apps, social net(orCs, the cloud (ill all be brought

into the (orCplace. :his generation (ill find (as to (orC around Legac sstems or get rid of them (here possible. As managers the

(ill bring in more agile tools that maCe it simple to be productive. ?n the Q side, the use of video intervie(ing 8Fira :alent9, real'time

performance sstems 8EorC.com9, social net(orCing platforms 8Yammer9, compan'sponsored learning channels 8You :ube9 and virtual

and collaborative team meetings 8&oogle Qangout9 (ill become commonplace.

"oo!, ba! an! the ugly

In 2020 (e (ill no long be sitting do(n for our annual performance appraisals 8as least not in most organizations9. Instead (e (ill be

used to constant, transparent feedbacC and recognition from our internal and e!ternal customers. )eedbacC (ill go up and do(n and

all around if (e follo( the e!ample of Q*L :echnologies (here ou give everone feedbacC even our boss.

I am personall looCing for(ard to being managed b a ounger generation. no a glimpse into the (orCplace of the future (here

autonom, service and ust doing it creates e!cellence.

http$BB(((.greatplaceto(orC.comBblog'carnival'entriesB202H'glimpse'into'(orCplace'2020_sthash.GoZCMf.Zup(0*5


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deveni majoritate $%#&'( )eneraţia Y este o generaţie permanent conectată,pentr! că s*a născ!t c! te+nologia modernă( a va sc+imba organizaţiiledin interior, prin mod!l să! de a fi -i l!cra. n ec+ipă, c! !n feedbac/ direct-i imediat( 0Deoarece s!nt obi-n!iţi ca vocea să le fie mere! asc!ltată prin

reţelele de socializare, cei din generaţia Y -i vor dori să fie lideri, săsc+imbe l!cr!rile n bine1, a s!sţin!t Bog( i nici n! concep să n! p!năpasi!ne n ceea ce fac -i cer -i de ceilalţi acela-i l!cr!, fiind, de fapt, primageneraţie care -i permite să facă ce i place( 2ocmai de aceea, generaţia Yn! mai vede o demarcaţie ntre viaţă personală -i m!ncă -i j!decăperformanţa n! d!pă prezenţă, ci d!pă rez!ltate( 3stfel angajaţii a!a!tonomie -i libertatea de a*-i constr!i !n program fle4ibil, acolo !nde sepoate( 05n organizaţiile n care a fost implementat sistem!l R67 $ Results

Only Work Environment ', satisfacţia anagajaţilor a cresc!t c! 89 &1, aadă!gat Bog(

:!m generaţia Y preferă mesajele instantanee, n! mail!rile, reţelele pentr!angajaţi de tip Yammer, pe care Microsoft o folose-te deja -i constit!ie %9&din com!nicare, se vor dezvolta( 2ot din motive de eficienţă, mod!l de l!cr!

va avea -i efecte concrete. biro!rile se vor m!ta n ora-e, vor fi mai m!lteopen space -i mai red!se ca spaţi!(

Iulia Stancu, ;orbes

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Important Millenials