We hear a lot about companies decking their offices with ping pong tables, new hip lounges, or soda machines in order to engage millennials in the workplace. But what if the secret to millennial engagement lies not in the objects or memorabilia, but rather in the dialogue between you and your employees? Encompassing ages 18-35, millennials are a generation that wants to be heard; one Entrepreneur.com article even went so far as to title itself, “I Am Millennial. Hear Me Roar!”
Though common communication techniques found in frequent bestsellers may work for some, millennials display a unique repertoire of behaviors that need to be understood before entering a conversation. Here are five meaningful ways to get you started:
Employee engagement has had quite a run in the spotlight and many organizations are intent on cracking the code to develop and sustain high levels of engagement that, in turn, drive other business performance outcomes.
Research suggests a direct connection between engaged employees and a variety of performance outcomes, including productivity, profitability, reduced turnover, and customer experience. Yet, sites like Gallup continue to report that only one-third of the global workforce is engaged at work.
There are multiple theories as to why employees may disengage with their employers, but my recent conversation with Mike Ettling, president of SAP SuccessFactors, shed light on a technological factor that I hadn’t previously considered.
In the wake of the election, we are all trying to figure out how to move forward. We’re trying to learn the lessons that one of the most divisive political campaigns in history has taught us. We are struggling to bridge what feels like an ever-widening chasm between two very separate American publics.
In our quickly expanding, technologically reliant world, uncertainty and interdependence are far more common now than, say, 30 years ago. This rapid change has given way to agile organization structures, functioning in more democratic or flat ways. Frameworks (i.e. Scrum, XP, Lean) have aided these sort of initiatives, and the need for them has become increasingly more relevant.
We all talk, but do we really say much? Perhaps it’s that conversation by the water cooler, the whispering of the coworker across the cube, or better yet, the post on social media that tells more about your company than the values uttered every week during team meetings.
Most organizations still regard Millennials as somehow different than their Gen X or Boomer co-workers, but do these assumed differences really hold any weight in the workplace? Or are these stereotypes merely a byproduct of a business environment that looks starkly different than it did 20 years ago?
A surprising study from IBM sheds some light on the truth: Millennials, Gen X, and Boomers all share very similar opinions of the workplace.
Whether you’re a human resources director, learning and development manager, or vice president of talent development, chances are you’re reading this article because you believe in making your organization a better place to work. But, there’s a common challenge that internal practitioners face.
For example, you just left a meeting with your C-Suite discussing their concern with employee engagement survey results. The C-Suite thinks they don’t have the right talent on board. You think it’s an opportunity to establish a learning culture and a robust professional development program. What do you do?
Think the Olympics were a big distraction at work? Turns out, a major sporting event can’t compete with the likes of coffee breaks, small talk, or trips to the loo. Each edges out even the internet as the top three distractions in the workplace.
There’s good reason to be concerned with the additional distractions. Roughly 55 percent of workers are already distracted during the workday, and just one in three says it’s possible to ignore workplace disturbances.
But in times of distraction, you’re presented with a unique opportunity: to create a shared experience for the individuals in your company.