Andrew Cave opens with: Here’s a conundrum. Companies, brands, reputation managers, and internal and external communicators seem to be increasingly obsessed with devising strategies aimed at engaging millennials.
In the article Andrew Cave reviews the research
The Deloitte Millennial Survey 2016 “finds two thirds of millennials expressing a desire to leave their employers by 2020…”
PricewaterhouseCoopers “points to the sheer weight of numbers of millennials… and finds that seven out of every ten young professionals choose employers that share their personal values.”
The article gains the views of experts and agencies including Ingrid Brown, consultant at Emperor, Carl Turner, Head of Creative at DRP, and Andy Brown, CEO of Engage, part of the Edelman group.
Belonging Space is quoted.
“Isabel Collins, Founder of consultancy Belonging Space, believes all this suggests that engaging millennials is a serious workplace issue that demands the attention its receiving.
‘I don’t think we’re too obsessed with millennials, because there’s enough evidence that suggests that this generation does have a very different set of expectations. Millennials expect that employers are not going to be loyal to them. They’re not expecting a job for life, a secure pension or secure employment.’
‘They know they’ll have to continue working until they’re70 or older and probably have three or four different careers. And, unlike older generations who had student grants, they’re starting their professional lives heavily in debt so their personal motivation is different.'”
Belonging Space’s Collins:
‘There’s a bit of thinking to do. It’s not about panicking or blaming this generation. They will bring different influence into the culture they join, so it;s reasonable to listen to their demands.
‘I think they probably bring a more responsive way of looking at the world and more agile expectations. The norm for them is that things will change and will not stay in the same place. The norm is that they won’t work at the same desk every day. And they will expect to stay for two or three years not for 30.
‘Therefore it’s about how you motivate them to stay longer and acquire loyalty. It’s about how companies show appreciation. It’s not necessarily about paying them more money. It might be about allowing them flexibility with their time so they can take sabbaticals and have a chance of returning. It’s about reconfiguring the workforce so millennials can come in and out.’
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Is your organisation experiencing any belonging challenges from the influence of the Millennial generation?