Managing Human Resources for the Millennial Generation

Name: Managing Human Resources for the Millennial Generation
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Front Cover
Managing Human Resources for the Millennial Generation
A Volume in
Contemporary Human Resource Management: Issues, Challenges, and Opportunities
Series Editor
Ronald R. Sims, College of William and Mary
CONTENTS
1. Who Are the Millennials and How Are They Challenging Modern Human Resources Management?
Part I: Characteristics and Values of the Millennial Generation
2. Millennials Break Out as the Me Generation: Their Attitudes, Expectations and Fears
3. Millennial Work Expectations and Organizational Incentive Systems: "Carrots" for the New Millennium
4. Just What Is Important to Millennial Job Candidates: It's Not What We Assumed
5. Giving Voice to Values: Engaging Millennials and Managing Multigenerational Cultures
Part II: Millennials and the Traditional Functions of Human Resource Management
6. Leveraging Web 2.0 Technologies in the Recruitment of Millennial Job Candidates
7. New Selection Methods for a New Generation
8. Considering Generational Differences in Assessing Work Values . A Unifying Approach
9. Employee-Friendly Policies and Development Benefits for Millennials
10. Texts, E-mails, and Google Searches: Training in a Multigenerational Workplace
Part III: Best Practices for Managing Human Resources from the Millennial Generation
11. Best Practices for Managing Generation Y
12. A New Talent Agenda
13. Implications of Values of the Millennial Generation on HR Infrastructure
14. Millennial-Centric Strategic HR: Key Practices for Attracting, Developing, and Retaining Millennials
Part IV: Special Issues and Contexts
15. Promises of Telecommuting and Preferences of Millennials: Exploring the Nexus
16. Millennials in the Workforce: Unions and Management Battle for the Soul of a Generation
17. Small Businesses, Value Added, and the Millennials
Part V: Concluding Thoughts
18. Building Bridges Between the Millennials and Other Generations
Contemporary Human Resource Management: Issues, Challenges, and Opportunities
Ronald R. Sims, Series Editor
Managing Human Resources for the Millennial Generation
Edited by
William I. Sauser, Jr. Auburn University
Ronald R. Sims College of William and Mary
Information Age Publishing, Inc.
Charlotte, North Carolina www.infoagepub.com
LIST OF TABLES AND FIGURES
Tables
figures
Acknowledgments
Sims Acknowledgment
Sauser Acknowledgement
CHAPTER 1
Who are the Millennials and how are They Challenging Modern Human Resources Management?
Ronald R. Sims and William I. Sauser, Jr.
Introduction
The Millennial Generation
Living Generations
Characteristics of Millennials
Millennial Values
Ideal Job Characteristics for Millennials
Personal Observations
The Chapters That Follow
Characteristics and Values of the Millennial Generation
Millennials and the Traditional Functions of Human Resource Management
Best Practices for Managing Human Resources for the Millennial Generation
Special Issues and Contexts
Concluding Thoughts
References
Figure 2. 1. I think of my own age group as unique and distinct from other generations.
CHAPTER 2
Millennials Break Out as the Me Generation
Their Attitudes, Expectations and Fears
Daniel D. Butler and William I. Sauser, Jr.
INTRODUCTION
Research Process
General Attitudes
We are Different-but are we Really?
In Their Own Words-Generational Differences
GenMe's Priorities
In Their Own Words-Attitudes
Training
In Their Own Words-Training
COMMUNICATION AND FEEDBACK
Managerial Concern
Performance Feedback
In Their Own Words: Communication and Feedback
THE WORK ENVIRONMENT AND ETHICS
In Their Own Words-The Work Environment:
In Their Own Words-Physical Environment:
Loyalty to the Company
In Their Own Words-Work Ethic
COMPENSATION
Expectations of Compensation and Rewards for Efforts
In Their Own Words-Treatment On The Job
USE OF SOCIAL MEDIA
Use of Information Obtained Using Social Media and Technology
The Extent to Which GenMe Is Connected
In Their Own Words-Social Media and Technology
OVERALL FEARS AND CONCERNS: THE FIRST 6 MONTHS
In Their Own Words-Concerns
INSIGHT
REFERENCES
Table 2.1. Life's Priorities
Figure 2. 2. Having a personally rewarding job I enjoy-making less money
Table 2.2. What do you Want out of Life Your First 3 Years After Graduation?
Figure 2. 4. I expect..
Figure 2. 3. How likely are you to be able to earn enough money in the future to lead the kind of lifestyle you want?
Figure 2. 5. I prefer..
Figure 2. 6. I prefer the company..
Figure 2. 13. I would prefer..
Figure 2. 7. If I have a question for my supervisor, I would prefer to..
Figure 2. 8. I expect my supervisor to..
Figure 2. 9. When responding to supervisors, I should respond to them..
Figure 2. 10. My supervisor should respond to any communication initiated by me..
Figure 2. 11. I expect my supervisor will assess my performance/provide feedback..
Figure 2. 12. I would prefer feedback from my supervisor..
Figure 2. 14. Given the choice..
Figure 2. 15. It is important to give back to the community I work in through unpaid community service.
Figure 2. 16. Which statement most closely reflects your opinion?
Figure 2. 17. Given the choice..
Figure 2. 18. I view my first job out of university as..
Figure 2. 19. How likely is it that you will switch careers (not jobs) sometime during your working life
Figure 2. 21. I believe companies should allow employees to set up their own retirement accounts.
Table 2.3 GenMe's Expectations
Figure 2. 20. Companies should only provide employees a minimal level of financial support for healthcare.
Table 2.4. Use of Technology
Figure 2. 24. How often do you visit the social networking site you use most often?
Figure 2. 22. I use _____ to make daily decisions.
Figure 2. 23. To what extent do you connect to the internet wirelessly?
Figure 2. 25. How often do you use Twitter?
Figure 2. 26 New technology allows people to use their time more efficiently.
Table 2.5. What Fears or Concerns do you Have for the First 6 Months After Leaving University?
Part I
Characteristics and Values of the Millennial Generation
CHAPTER 3
Millennial Work Expectations and Organizational Incentive Systems
"Carrots" for the New Millennium
Daniel J. Svyantek, Kristin L. Cullen, and Frances L. H. Svyantek
INTRODUCTION
The Millennial Generation
HIGH EXPECTATIONS
REWARDS
FEEDBACK
STANDARDS
"TEAMNESS"
Work Motivation Theories
Millennial ATTITUDES and Motivation Theories
Need Theories and Millennial Attitudes Toward Rewards
Cognitive Theories and Millennial Expectations and Reward and Feedback Beliefs
Expectancy Theory
Equity Theory
Organizational Reward Systems and the Millennial Generation: One Example
Gainsharing
Gainsharing and The Millennial Generation
Organizational Citizenship and the Millennial Generation
Conclusion
REFERENCES
Table 4.1. Means and Standard Deviations for Gen Y Applicant Reactions
CHAPTER 4
Just What is Important to Millennial Job Candidates
It's Not What We Assumed
Kyra Leigh Sutton
INTRODUCTION
Relevant Literature
Objectives of the Study
METHOD
Participants and Procedures
MEASURES
RESULTS-RESEARCH QUESTION 1
RESULTS-RESEARCH QUESTION 2
Results-Research Question 3
Results-Research Question 4
Major Theme 1: Good Employees-Friendly Environments, The People Make The Place
Major Theme 2: Laid Back Environment, A Desire for Stress-Free Work Environment
Minor Theme: Perks Desired at Work
Results-Research Question 5
Theme 1: My Age is an Advantage During the Recruitment/Selection Process
Technical Expertise
Innovative Ideas
Trainable/Willingness to Learn
Career Growth Opportunities
Flexible Schedules
Willingness to Work for Lower Salaries
Less Likely to Turnover
Theme 2: My Age is a Disadvantage During the Recruitment/Selection Process
My age is a Disadvantage due to Less Work Experience
My Age is a Disadvantage Because my Opinions/Suggestions are not Taken Seriously
My Age is a Disadvantage Because I am Perceived as Overly Confident
Limitations and Future Research
Implications
Research Question 1-Implications
Research Question 2-Implications
Research Question 3-Implications
Research Question 4-Implications
Research Question 5-Implications
Conclusion
REFERENCES
Table 4.2.-Reported Occurrences of Gen Y Recruitment Experiences
Table 4.3.-Building a Connection Through Social Media
Table 4.5. Reasons That Gen Y Job Seekers Perceive Their age is an Advantage During the Recruitment/Selection Process
CHAPTER 5
Giving Voice to Values
Engaging Millennials and Managing Multigenerational Cultures
Jessica McManus Warnell
INTRODUCTION
MILLENNIALS AND MULTIGENERATIONAL CULTURES
EXPLORING CONTEXT
GIVING VOICE TO VALUES FOR ORGANIZATIONAL DEVELOPMENT WITH MILLENNIALS
CAPACITIES AND OPPORTUNITIES
PURPOSE, SELF-KNOWLEDGE AND ALIGNMENT
NORMALITY
BARRIERS TO ETHICAL ACTION
CONCLUSION
Notes
Acknowledgment
REFERENCES
Part II
Millennials and the Traditional Functions of Human Resource Management
CHAPTER 6
Leveraging WEB 2.0 Technologies in the Recruitment of Millennial job Candidates
Jared J. Llorens and Alexandrea Wilson
INTRODUCTION
The Challenge of Attracting Millennial job Candidates
LEVERAGING E-RECRUITMENT TECHNOLOGIES
WEB 2.0 RECRITING AT A GLANCE
Social Networking Media
Video- and Photo-Sharing Media
Blogs
Podcasts
Web-Based Gaming
WEB 2.0 in Practice: Evidence From the Private, Public, and Nonprofit Sectors
CONCLUDING THOUGHTS
Notes
REFERENCES
Figure 6. 1. Interactive recruitment in a Web 2.0 environment.
Figure 6. 2. IRS careers-Web-based recruitment game "Show me the money."
CHAPTER 7
New Selection Methods for a New Generation
Jeffrey Crenshaw and Kyle Brink
INTRODUCTION
THE MILLENNIAL GENERATION
EMPLOYEE SELECTION AND THE MILLENNIAL GENERATION
Multimedia/Video-Based Selection Tests as Hiring Instruments
Multimedia/Video-Based Selection Tests as Recruiting and Signaling Instruments
A NEXT GENERATION SELECTION PROCESS-A CASE STUDY
The Organization
A Revamped Selection Process
The Technology-Enhanced Testing Facility
The Administration and Assessment Process
The Results
Better Tests
Greater Standardization
Greater Efficiency and Lower Costs
Reduced Demographic Test Performance Differences
Improved Organizational Image
Legal Compliance
SUMMARY
REFERENCES
Figure 7. 1. Physical layout of the technology-enhanced testing facility.
Figure 7. 2. Photographs of technology-enhanced testing facility.
CHAPTER 8
Considering Generational Differences in Assessing Work Values . A Unifying Approach
Kenneth P. Yusko and Brian L. Bellenger
INTRODUCTION
Traditionalists
Baby Boomers
Generation Xers
Generation Yers/Millennials
ASSESSING WORK VALUES ACROSSS ALL GENERATIONS
Step 1: Assess the Organization's Culture
Step 2: Obtain Candidate Cultural Profiles
Sample Organizational Culture Profile Work Value-Culture Match Items
1. I prefer a work environment with
(a) Team-based work assignments
(b) Individual work assignments
2. I prefer a work environment that is
(a) More structured
(b) Less structured
3. I prefer a work environment that is
(a) Formal
(b) Informal
4. I prefer a work environment that is
(a) Cooperative
(b) Competitive
5. I prefer a work environment where I can
(a) Express my individuality
(b) Fit in with the group
6. I prefer a work environment where
(a) There are standard procedures to follow
(b) There are few rules and regulations
7. I prefer a work environment where we
(a) Embrace change
(b) Respect precedent
8. I prefer a work environment that is
(a) Big picture oriented
(b) Detail oriented
9. I prefer a work environment that
(a) Uses tried-and-true solutions
(b) Experiments with new ideas
10. I prefer a work environment where
(a) Results are rewarded
(b) Effort is rewarded
11. I prefer a work environment where
(a) My supervisor is involved in my day-to-day work
(b) My supervisor leaves me alone to do my work
12. I prefer a work environment with
(a) High job security
(b) Opportunities for quick advancement
13. I prefer a work environment that has lots of
(a) Structure
(b) Flexibility
14. I prefer a work environment that is
(a) Goal oriented
(b) Process oriented
15. I prefer a work environment where I am rewarded for
(a) Working hard
(b) Results
16. I prefer a work environment that is focused on
(a) Innovation
(b) Implementation
17. I prefer a work environment that has
(a) Ambiguity
(b) Cut and dry answers
18. I prefer a work environment where I receive
(a) Constant feedback about how I am doing
(b) Intermittent feedback about how I am doing
19. I prefer I work environment that
(a) Values loyalty
(b) Values performance
20. I prefer a work environment where
(a) My role is well-defined
(b) My role is what I make of it
Legal Requirements3
Capitalizing on Recruiting Channels
Preliminary Screening Tools
Recruiting Strategies
Phase I: Generating Applicants
Phase II: Maintaining Applicant Interest in the Organization
Phase III: Influencing Job Choice
CONCLUSIONS
Notes
REFERENCES
CHAPTER 9
Employee-Friendly Policies and Development Benefits for Millennials
Jonathan P. West
INTRODUCTION
BACKGROUND AND DEVELOPMENTS
Job Insecurity and Changing Psychological Contract
FLEXIBLE AND ALTERNATIVE WORK SCHEDULES
Flex Options
Telecommuting
WORK-LIFE PROGRAMS
Child Care
Adoption Assistance
Lifestyle-Friendly Policies
Parental and Military Leave
STRESS REDUCTION AND WELLNESS PROGRAMS
Stress Reduction
Wellness Programs
TRADITIONAL ECONOMIC BENEFITS
Pensions and Health Care
Competing HR Perspectives
REVERSE MENTORING FOR DEVELOPMENT
SUMMARY AND CONCLUSIONS
NOTE
REFERENCES
Figure 9. 1.-Transition in work-life relations 1950 to the present.
Figure 10. 2. A comparison of delivery options by the facilitator's degree of control and the participant's access to them.
CHAPTER 10
Texts, E-mails, and Google Searches
Training in a Multigenerational Workplace
Patrick Deery
INTRODUCTION
WHO ARE THE FOUR GENERATIONS
HOW LIKELY ARE WE TO CONTINUE TO SEE FOUR GENERATIONS IN THE WORKPLACE?
TECHNOLOGY'S IMPACT ON THE 21st CENTURY DELIVERY OPTIONS AND PARTICIPANTS
GENERATIONS AND TECHNOLOGY
LEARNER CLASSIFICATION PATTERNS
FOUR GENERATIONS IN THE CLASSROOM: SOME HELPFUL MEANS OF PREDICTING HOW THEY LEARN
ADVICE FOR THE CLASSROOM AND BEYOND
General, Four Generations
Specific, Millennials
A FEW CONCLUDING THOUGHTS
REFERENCES
Figure 10. 1. The relationship of delivery methods to technology.
Table 10.1. Learner Assessments
Table 11.1. Hiring Managers and HR Professionals Report Expectations and Changes, 2007
part III
Best Practices for Managing Human Resources for the Millennial Generation
CHAPTER 11
Best Practices for Managing Generation Y
Susan Eisner
INTRODUCTION
WHAT GEN Y SEEKS AT WORK
WHAT BEST LISTED COMPANIES DO
RECOMMENDED BEST PRACTICES
Create a Contemporary Culture
Flatten and Wire the Organization
Trigger High Performance
Stimulate and Support Innovation
Lead by Example and Transparency
Create Career Paths and Opportunity to Advance
Mentor, Coach, and Train
Operationalize Work-Life Balance
Deliver Perks
Acknowledge and Celebrate
Facilitate Making a Difference
LOOKING FORWARD
Notes
References
Table 11.3. Generations of Workers Report Importance, 2010
Table 11.2. Gen Y Workers Report Importance, 2008
Table 11.4. Benefits at Companies Fortune Lists as Best to Work For, 2011
Table 11.5. Work-Life Balance Practices in Silicon Valley, 2011
Table 11.6. Perks at These Silicon Valley Companies, 2011
Table 11.7. Recommended Best Practices for Managing Generation Y
Table 12.1. Focus Group Discussion Guide
Table 12.1. (continued)
CHAPTER 12
A New Talent Agenda
Milano Reyna and Rishap Malhotra
THE Challenge: Inspiring our Future
WHO ARE WE?
GETTING OUR NOTES TOGETHER
OUR FIRST OBSERVATIONS: SIMILARITIES BETWEEN GENERATIONS
THE SIX E's TO INSPIRING MILLENNIALS AND BEYOND
1. Explore. We invited and continue to involve our highest performing Millennials to walk in our shoes and us in theirs. We encourage them to join and participate in our business meetings, leadership sessions, and reviews, and to create new tools and...
2. Engage. Now this seems like a no-brainer. Leaders should be engaged with their people. There is nothing new here. What we learned in our practice and study is that engagement is now a valued currency in the workplace, over the traditional journey ...
3. Excite. Joy is an expectation in our industry. In the last decade or so, we also saw the birth of the psychology of joy. Much of what we refer to as Joy is similar to Mark Seligman's (2011) work on Flourishing. "Employer of the Year," "CEO...
4. Eliminate. One of the biggest revelations we had on our talent journey is the need to eliminate what is no longer relevant. We used the Blue Ocean Strategy (Kim & Mauborgne, 2005), as a starter. We put all our Talent Practices on a four-block grid...
5. Educate. Our Global Talent Agenda is built on Four Pillars: Responsibility, Learning, Recognition, and Joy. While much has been shared in the literature about not investing in Millennials because they are viewed as less loyal, we decided to increa...
6. Empower. Millennials want meaningful work and challenges
high performers across generations expect the same. We will talk later about our Four Pillars in more detail. We refer to this empowerment as "Responsibility." Like many companies, we s...
OUR TALENT STRATEGY AND THE MILLENNIALS' VOICE
1. Responsibility. We view this through many lenses: mobility, assignment, being given an opportunity to own a part or whole of the idea (or in your case it may be the product or service your company provides). Ownership is key. The best way we find ...
From our Millennials' Perspective
2. Learning. As digital natives, Millennials want to keep developing their skills and knowledge. They thrive for challenges and expect opportunities to work across more geographic borders than their parents, which supports much of the research we als...
From our Millennials' Perspective
3. Recognition. Millennials are conditioned to expect and get instant feedback. The Age of Now is pervasive. This includes anything to let employees know their contribution is valued or what they can be doing better. It can be monetary, or it could b...
From our Millennials' Perspective
4. Joy. Psychologists over the last decade increased research in the area of happiness. This is a relief, since during previous decades most analyses were spent on what is wrong with people. Our Company's most simple manifestation of Joy is through...
From our Millennials' Perspective
Implications for Our Talent Agenda
Talent Practices From Earlier Generations is the new Base Camp
We are Competing for the Same Talent
Small Things Matter as Much as the Big Things
It is Okay to Admit you are Learning too
Eight Millennial Ideas for Talent Practitioners
TALENT CHALLENGES FOR MILLENNIALS AND BEYOND
One Last Anecdote
REFERENCES
Table 12.2. Common Themes Across Generations
Table 12.3. Six Es to Inspiring Millennials
1. Explore
2. Engage
3. Excite
4. Eliminate
5. Educate
6. Empower
Table 12.4. Four Pillars of Talent
Figure 12. 1. Worker's plea.
1. Coach
2. Infuse Experiences and Global Connections
3. Communicate and Engage
4. Encourage Bottom Up Innovation
5. Tell Me Like It Is - Feedback
6. Recognize and Reward Effort As Well As Achievement
7. Enable Opportunities To Develop Personal Interests
8. Bring Fun Into The Workplace - Make Everyday Feel Like Saturday
Figure 12. 2. Top 8 talent millennial ideas.
CHAPTER 13
Implications of Values of the Millennial Generation on HR Infrastructure
Sheri K. Bias and Donna L. Phillips
INTRODUCTION
VALUES DEFINED
Immediacy
Teaming
Recognition
ORGANIZATIONAL CONTEXT
National Aeronautics and Space Administration (NASA)
Jaderlund Casting
CONNECTING MILLENNIAL VALUES TO HR PRACTICES
Immediacy
NASA
Jaderlund Casting
Teaming
NASA
Jaderlund Casting
Recognition
NASA
Jaderlund Casting
IDEAS FOR FUTURE HR PRACTICES TO TAP INTO MILLENNIALS
NASA
Jaderlund Casting
CONCLUSION
REFERENCES
Table 14.1. Comparing Four Generations of U.S. Employees as of 2012
CHAPTER 14
Millennial-Centric Strategic HR
Key Practices for Attracting, Developing, and Retaining Millennials
Scott A. Quatro
The Generational Culture Revolution is Underway!
MILLENNIALS ARE DIFFERENT
ATTRACTING, DEVELOPING, AND RETAINING MILLENNIALS
Employer Branding Versus Job Advertising
Organizational Purpose Versus Shareholder Wealth Maximization
Personal and Peer Coaching Versus Performance Appraisal
Work-Life Integration Versus Work-Life Balance
Build an Employer Brand
1. Dedicate budgetary resources to employer branding and related marketing activities. This is a must for employers in order to attract Millennials into their workforce. Google's corporate website is dominated by employer branding content and messa...
2. Commit to continuous recruitment. Just as PepsiCo never stops advertising Mountain Dew, employers must never stop selling their employer brand. The lack of current openings must never be an excuse for pulling out of the employment market. Google...
3. Maintain an active presence on college campuses. Aggressively seek to build brand equity with Millennials before they ever enter the workforce. Tailor the brand messaging and positioning to a college student demographic. Google's current brand c...
4. Sell the employer brand, not the job. Millennials are less compelled by the specifics of the job than the purpose and meaningfulness of the employer as conveyed via the employer brand. The job posting area of Google's corporate website focuses p...
Emphasize Higher Order Organizational Purpose
Continuously Coach for Performance
1. Build Relationship First. For Millennials, the old adage holds particularly true-"they don't care how much you know until they know how much you care." Authentic relationship must serve as the platform from which to provide on-going perfor...
2. Foster Dialogue. Millennials want to investigate meaning, share and explore perceptions, and clarify expectations. In short, they want to engage in dialogue, and not simply discussion. Dialogue is motivated by building shared meaning. Discussion i...
3. Continuously Assess and Celebrate. For the Millennial Generation, having a continuous sense of performance effectiveness and reinforcement of successes is critical to their work satisfaction. You almost can't provide too much feedback, or celebr...
4. Be Primarily Forward-Looking. Millennials want to know what's next, and then move forward with optimism. This is especially true when the past did not go so well. Their primary objective when faced with a negative critical incident relative to p...
Foster Work-Life Integration
1. Lose the time clock. There is no real sense of "on the clock" time versus "personal time" with Millennials. They are comfortable with never really putting work aside. Rather, they want to deliver on work expectations when and where it make...
2. Embrace mobile technology. Losing the time clock requires employers to embrace the technology that enables virtual contribution and participation on the part of Millennials. Allowing Millennials to Skype into a client meeting or to work from home ...
3. Make the workplace their home away from home. Millennials embrace hard, meaningful work. Especially when the physical context allows them to feel at home, and even to take care of some basic daily needs. In this vein, the Googleplex (Google's co...
THE MILLENNIALS WILL SAVE THE DAY!
REFERENCES
Figure 15. 1.-Telecommuting typologies.
Part IV
Special Issues and Contexts
CHAPTER 15
Promises of Telecommuting and Preferences of Millennials
Exploring the Nexus
Ajantha S. Dharmasiri, Danielle Beu Ammeter, John E. Baur and M. Ronald Buckley
INTRODUCTION
Millennials in Focus
THE NATURE OF TELECOMMUTING
Critical Success Factors for Telecommuting
Factors Influencing Ability and Desire for Telecommuting
Employee and Employer Responsibilities With Telecommuting
Telecommuting and Social Interaction
1. The temporal synchrony bias: Since employees are working at different times, when a misunderstanding occurs, it is accompanied by an inability to correct these misunderstandings in a timely fashion. A misunderstanding uncorrected may result in the...
2. The squeaky wheel bias: People have a tendency to become rude and impulsive when communicating electronically, becoming more adversarial than when communicating face-to-face. Factors that usually suppress negative emotions in person are absent whe...
3. The sinister attribution bias: Individuals have a tendency to misattribute the behavior of others and this is exacerbated when the only communication with individuals is via computer. Similarly, some are likely to ascribe diabolical intentions to ...
4. The burned bridge bias: When interacting over a computer, individuals have a tendency to engage in more risky behavior in terms of threats and demands. They neglect many of the "politeness rituals" that are so important from a business perspec...
Repercussions
WHERE WE STAND NOW: THE NECESSITY OF TELECOMMUTING FOR MILLENNIALS
CONCLUSION
REFERENCES
CHAPTER 16
Millennials in the Workforce
Unions and Management Battle for the Soul of a Generation
Marcia A. Beck and Jonathan P. West
INTRODUCTION
DEMOGRAPHICS, WORKPLACE ORIENTATIONS, EMPLOYMENT TRENDS
Millennial Employment Trends
The Declining Power of Unions
UNION STRATEGIES TO ATTRACT GENERATION Y WORKERS
HUMAN RESOURCE MANAGEMENT STRATEGIES: THE "RULES OF ENGAGEMENT"
THE TRUCE: MILLENIALS AND LABOR-MANAGEMENT PARTNERSHIPS
Concession Truces
Variable Pay Systems
Partnership Truce: Labor-Management Cooperation Based on Interest-Based Bargaining
Private Sector Partnership: Kaiser Permanente
Local Public Sector Partnerships
Federal Public Sector Partnerships
CONCLUSION
REFERENCES
Table 16.1. Millennial Generation Workplace Values
Table 16.3. Union Strategies to Attract Millennial Generation Workers
1. Outreach through social networking to inform and energize non-union and union Millennials
2. Merge union culture with Millennials' culture
3. Offer training and educational programs geared to union and non-union Millennial workers and students
4. Apply "diversity unionism" to incorporate diverse Millennial members into existing union structures
5. Re-structure unions to appeal to Millennials' financial and social interests
6. Appeal to the movement, class struggle, and solidarity nature of unionism
7. Organize low-wage service workers and high-tech freelancers across workplaces
8. Use "community unionism" based on social justice, environmental, and political activism
9. Promote tangible benefits of union membership, such as higher wages and better health care
10. Work with foreign unions to organize Millennial employees of global companies that do business in the United States.
Table 16.2. 2009/2010 Union Membership/Union Representation in Two Millennial Age Groups
Table 16.4. Employee Engagement Strategies
1. Involve employers and managers in teamwork activities
2. Generate collective knowledge, as in "cloud computing
"
3. Base regular individual and team performance evaluations on interactive feedback
4. Establish regular communication between managers and employees and among colleagues
5. Eliminate "command and control" decisionmaking
encourage employee input into all aspects of company policy
6. Encourage employees to act as company advocates for products, service, and talent recruitment
7. Encourage employee networking for ideas and contacts
8. Remove communication, technology, and generational barriers to create an integrated workforce
9. Introduce reverse mentoring between Millennials and older workers
10. Reward creativity, risk, and innovation to enhance performance
11. Provide opportunities for portable training and professional development
12. Coordinate organizational mission and goals with employee beliefs
13. Integrate state-of-the-art technology into workplace activities
14. Support employee volunteer activities to highlight organizational values
15. Institutionalize transparency in pay, policies, and performance
16. Create an organizational culture that fosters mutual trust and support.
Figure 17. 1. The three characteristic spectrums that impact employment situations.
CHAPTER 17
Small Businesses, Value Added, and the Millennials
Jackie A. DiPofi and Margaret Fitch-Hauser
INTRODUCTION
UNDERSTANDING THE MILLENNIAL GENERATION
Technology
Work Ethics
Personalities
Locus of Control
Trophy Kids and Praise
Subsegments of the Millennial Generation
1. Micro-Multi spectrum: "Microworkers" have the ability to focus on a single task, whereas "multitaskers" perform a number of value-added tasks simultaneously with the capacity to juggle the various tasks in order to reach goals.
2. Solitary-Social spectrum: "Solitary Players" are those individuals who have the desire and self-discipline to work alone, whereas "Social Players" desire personal interaction with others, and seek social opportunities within the work place.
3. New school-Old school spectrum. New school communicators are also known as "Emerging Media Communicators" who actively embrace a lifestyle that incorporates current and future technology, whereas "Old School Communicators" hold on to pas...
Microworkers and Multitaskers
Solitary Players and Social Players
New Media Communicators and Old School Communicators
ACTIVITY CHAIN OF A SMALL BUSINESS
INCORPORATING MILLENNIALS INTO AN ORGANIZATION
Maximizing Value Added Work
RECOMMENDATIONS
1. Determine value added tasks performed by the owner that can be transferred to another individual.
2. Write a job description and activity tests for skills, knowledge and abilities needed to perform those tasks identified as transferrable. For industry specific ideas, see Small Business Example 6 Test for Value Added Activities.
3. Prepare digital "How to Guides" including templates saved on Shared Drives detailing how the tasks are performed as the tasks are transferred from owner to employee.
4. Develop a digital employee weekly reporting procedure giving key benchmarks of activity.
5. Review digital employee weekly reports to determine if desired tasks have been transferred effectively and efficiently, acknowledging receipt of the employee report, commenting on level or quality of output with digital communication feedback.
6. Fine tune the process over time, transferring additional tasks to employee, or removing tasks, as necessary. Communicate changes digitally.
7. Revise procedures and update the electronic version as each value added activity is clearly defined.
8. Review the job description quarterly in the first year.
9. Make changes when necessary. Reward as possible.
10. Stay focused on the goal of an effective and efficient workforce to share the burden of the small business owner.
REFERENCES
Figure 17. 2. Activity chain of a small business.
Figure 17. 3. Activity chain of a small business incorporating technology.
Part V
Concluding Thoughts
CHAPTER 18
Building Bridges Between the Millennials and Other Generations
Ronald R. Sims
INTRODUCTION
A BRIEF LOOK AT THE DIFFERENT GENERATIONS AT WORK
GENERATIONALISM AND GENERATIONAL CONSCIOUSNESS
1. The word "generations" can provide some context and scope of individual motivations for those in a particular cohort. And the goodness of such information can be used to help test and better understand the individuals within a cohort and to be...
2. An individual and generation's sense of awareness has got to be broadened beyond their immediate generation to include the state of other generations. In a sense HRM professionals must work to help individual employees, like the Millennials, to ...
3. Collins Dictionary (2011) also mentions that consciousness is about self-awareness and so therefore consciousness is about identity. The word "generations," as evidenced by the discussions of contributors throughout this book, can better help ...
BUILDING BRIDGES BETWEEN THE GENERATIONS THROUGH DIALOGUE AND GOOD CONVERSATION
Dialogue
Striving for Good Conversation
1. an honest effort by all employees to put the organization first
2. an acute awareness that we all have biases and blind spots
3. an open-mindedness to the possibility of learning something from others in conversation
4. a willingness to improve current and future understanding of others
5. a conscious effort to refrain from advancing one's own self or views as if they were best
6. an inclination to listen intently in order to grasp the meaning of other people's views or means of expressing their opinions (i.e. suggested solutions)
7. an agreement that clarifying, questioning, challenging, exemplifying, and applying ideas are activities to be done in a self- and other-respecting way
8. a realization that we will frequently get off course in our conversations because a spirit of charity, intellectual curiosity, and even playfulness will characterize many of our discussions, and because, as David Bromwich (1992) says: "The good ...
9. an appreciation of the reality that it will take time for us to get to know each other, and a realization that eventually we will find ways to engage in robust, candid, and challenging dialogue and conversation without being so "nice" we bore ...
CONVERSATIONAL LEARNING
What Is Conversational Learning?
ORGANIZATIONAL CULTURE: CULTURE SHOCK AND VALUING
Culture Shock
Valuing
1. A careful study was done by an outside group with in-house representation to gather demographic or generational data on Millennials and baseline data about its work force.
2. The study surfaced data revealing the growth and interest of Millennials, a very small representation of Millennials in the organization, and a large percentage of employees-Baby Boomers and Traditionalists-eligible for retirement within the n...
3. The results of the study were shared with the board of directors.
4. Management decided to share the study with the employees along with its plans to better understand the changing work force.
5. Several in-house and public meetings were held to discuss and to get employee input and suggestions to include in management's eventual plans for action.
6. Finally, once input had been received from different stakeholders, the board of directors approved a plan of action and instructed management (and particularly the HRM professionals) to carry it out.
ASSESSMENT PROCEDURES
CONCLUSION AND REFLECTIONS
Some Reflections on the Efforts to Integrate the Millennials
REFERENCES
About the authors
Index
Back Cover

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