Leadership it is a changing!

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Leadership it is a changing!

By

Karin Rheeder

3rd International Conference on Economics, Finance and Management Outlooks

INTRODUCTION As generations collide, workforces become more diverse and people are in work for longer. What does this mean for the future of your organisation? Have you thought about who the business leaders of 2030 will be? What are the risks of being left behind? As we face a future driven by powerful evolutionary and revolutionary forces – the megatrends which are fundamentally reshaping the world of work for good – are you considering the implications and necessary strategies required to deal with the evolving and multiple visions of the future? “The workplace and workforce are going to change pretty dramatically as we look forward. The entire concept of work is going to become more flexible. The skills needed in the workforce are going to be less about IQ and a little bit more about EQ, because if you think about it, a lot of IQ knowledge is going to be available at our fingertips through hand-held devices and the computer and technologies that we have at our disposal.” Deborah Henretta Group President, Asia & Global Specialty Channel, Procter & Gamble “Our capacity to attract, retain and manage executive talent does not depend on the compensation package, but rather on our ability to create a sense of belonging to an organization that offers a long-term relationship and a professional development opportunity, and that has a clear conception of itself, of what it wants to be, and of how to achieve it.” Armando Garza Sada Chairman of the Board of Directors, Alfa SAB de CV, Mexico

WHY MILLINIALS MATTER The millennial generation, born between 1980 and 2000 now entering employment in vast numbers, will shape the world of work for years to come. Attracting the best of these millennial workers is critical to the future of your business. Their career aspirations, attitudes about work, and knowledge of new technologies will define the culture of the 21st century workplace. Millennials matter because they are not only different from those that have gone before, they are also more numerous than any since the soon-to-retire Baby Boomer generation – millennials already form 25% of the workforce in the US and account for over half of the population in India. By 2020, millennials will form 50% of the global workforce. But although they will soon outnumber their Generation X predecessors, they remain in short supply, particularly in parts of the world where birth rates have been lower. They will also be more valuable – this generation will work to support a significantly larger older generation as life expectancy increases. CEOs tell us that attracting and keeping younger workers is one of their biggest talent challenges1. It’s clear that millennials will be a powerful generation of workers and that those with the right skills will be in high demand. They may be able to command not only creative reward packages by today’s standards, but also influence the way they work and where and how they operate in the workplace. They may also represent one of the biggest challenges that many organizations will face. Are millennials really any different to past generations? It’s true to say that some of the behavior and attributes of millennials can be explained by their age and relative lack of responsibilities. Our behavior and priorities change and adapt as we age, but to dismiss the issues entirely on that basis would be a mistake. Millennials’ use of technology clearly sets them apart. One of the defining characteristics of the millennial generation is their affinity with the digital world. They have grown up with broadband, smartphones, laptops and social media being the norm and expect instant access to information. This is the first generation to enter the workplace with a better grasp of a key business tool than more senior workers. It’s more than just the way millennials use technology that makes today’s youth different – they behave differently too. Their behavior is colored by their experience of the global economic crisis and this generation place much more emphasis on their personal needs than on those of the

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organization. And employers should be wary, millennials feel they had compromised to get into work – something we believe will be set right as soon as economic conditions improve. Millennials tend to be uncomfortable with rigid corporate structures and turned off by information silos. They expect rapid progression, a varied and interesting career and constant feedback. In other words, millennials want a management style and corporate culture that is markedly different from anything that has gone before – one that meets their needs. The particular characteristics of millennials – such as their ambition and desire to keep learning and move quickly upwards through an organization, as well as their willingness to move on quickly if their expectations are not being met – requires a focused response from employers. Millennials want a flexible approach to work, but very regular feedback and encouragement. They want to feel their work is worthwhile and that their efforts are being recognized. And they value similar things in an employer brand as they do in a consumer brand. These are all characteristics that employers can actively address. The companies that have already been the most successful in attracting talented millennials – Google and Apple among them – are naturally innovative employers who are never restrained by ‘how things used to be done’. These companies are not specifically targeting millennials, but their culture, management style and approach to recruitment and retention naturally appeal to the millennial generation. And because of that, they are able to take their pick of the best younger talent around. Irrespective of the long-term aims and ambitions of an individual company, the ability to attract and retain millennial talent will be a vital step to achieving it. “What motivates me is a good working environment and friendly colleagues. If your workplace becomes your second home, you would want to give it your best.” – The mantra of the millennials. “Your ability to attract, develop, and retain young leaders will make or break your company in the coming years,” Josh Berzin, a talent management expert, advises executives in an article in Forbes magazine1. He argues that, “The way we move people around, the way we appraise people, the types of rewards we provide … and how we think about careers all need to change. Many of these changes throw sand in the gears of HR.” Kate Taylor, agrees, writing in Forbes2, “The 9-to-5 job may soon be a relic of the past if Millennials have their way … Freelancing and self-employment are on the rise. Meanwhile 60% of Millennials are leaving their companies in less than three years at a cost to the organization of $20,000 per person to replace.” A Millennial Branding3 study reported that 45% of Millennials will choose workplace flexibility over pay; 72% want to have a job where they can have an impact; and due to the recent recession and the high unemployment rate among young people, most need economic security (according to a recent AP analysis, more than 53% of recent college graduates4 are unemployed or underemployed). In an MTV survey5, Millennials want more flexible hours and the ability to work remotely; they want to set their own hours and dress how they want; and they believe they can teach older workers and their bosses a thing or two. Those attitudes are also being noted in Canada. Jay Gilbert, writing in the Ivey Business Journal6 , contends “Millennials are creating a change in how work gets done, as they work more in teams and use more technology. Their social mind-set, however, is also a significant factor. As Leigh Buchanon writes in Meet the Millennials, ‘One of the characteristics of Millennials, besides that they are masters of digital communication, is that

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http://www.forbes.com/sites/joshberzin/2013/09/12/millenials-will-soon-rule-the-world-but-how-will-they-lead Kate Taylor, Why Millennials Are Ending The 9 To 5, 8/23/2013 3 www.millenialbranding.com 4 www.msnbc.msn.com 5 www.medicapost.com 6 www.iveybusinessjournal.com 2

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they are primed to do well by doing good. Almost 70% say that giving back and being civically engaged are their highest priorities.’” A PwC study 7, in collaboration with the University of Southern California, concluded, among other things, that organizations still embrace old models of work and talent and management, models that are inconsistent with the way Millennials want to work. The Millennial generation has been widely characterized as the “me” generation — self-centred, lazy, and demanding — a reputation that is unbalanced and to some degree mudslinging by Baby Boomers, who on close examination, haven’t done so well. One thing is clear, the Millennials will soon be in control of careers and the workplace, so get ready for change.

SO WHAT SHOULD MANAGERS DO? Here are five action steps for developing generational intelligence in the workplace:

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Make Training & Mentoring a Priority. This kind of support is crucial when you’re dealing with a group used to receiving plenty of feedback and one-on-one attention. Consider creating a formal training program on managing multiple Generations and build into this an “employee affinity group” or “employee resource group” that targets millennial workers. These have long existed as a valuable resource for sub-groups such as “Women Leaders” and “Latino Managers” and they are now starting to cover generational themes. For instance, Bank of America’s Employee IGEN Resources Group8 focuses on generational perceptions in the workplace, providing advice and counsel to both managers and millennial workers on how to adapt communications, learning and engagement styles to various generations in workplace. I think of these groups as a mash-up between a meet-up and a learning program. Often senior executives are invited to these Employee Resource Group meetings, and they share their own career development stories, including how they deal with company culture and norms.

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Set clear objectives – from the start. Employees “are not mind readers, regardless of their generation,” as Scott Katz, the Director of Talent Development at Turner Broadcasting9, put it. It’s just that Millennials, being newish to the workplace, don’t have the same depth of norms to compare things to.” Katz sits down with every new hire to explain the norms in his team and lay out his “likes, dislikes, and preferences.” His employees have responded well to that. “People appreciate it not being a guessing game,” he says. “The norms used to be a little bit more equal across the board,” Katz adds. “Corporate culture was much clearer. But because now you’ve got this huge variety of cultures across the globe and age diversity in the workplace, there is justifiably more confusion than there used to be.”

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Consider the medium. When training, don’t rely on outdated modes of delivery to develop your employees. Instead, focus on how Millennials access new knowledge in their personal lives and incorporate that into onthe-job training. Search for content on sites such as YouTube, TED Talks, and Howcast to find free resources to add to your development programs. Cisco estimates10 that by 2017, 69% of data for both businesses and consumers will be video-based.

www.pwc.com www.nycup.org 9 www.turner.com 10 www.cisco.com 8

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Provide feedback early and often. Millennials are accustomed to frequent feedback, and have only recently left the academic environment where that feedback is built right in to the “job.” So build feedback into this job, too. This may benefit more than just your youngest employees. Scott Katz says that the team has embraced his tendency toward frequent feedback, but that he doesn’t see that as a generation-specific trait. “Everyone appreciates it, but employees from other generations don’t ask for it because they haven’t ‘grown up’ in an environment where that’s an option. Making feedback social can further engage employees in the process of their own development. Gilt.com uses social performance firm Work.com (formally Rypple) to provide instant feedback to its employees, which is of particular appeal not only to Millennials but to all generations.

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Pause before reacting. Take a step back. Some of the popular go-to complaints about Millennials smack of plain old generational resentment. But to take a line from Dr Phil, “How’s that working for you?” Generational resentment does not lead to the behaviour change you are looking for in the workplace. Every generation brings its own set of expectations to the workplace and especially in a competitive economy, companies need to adapt or lose top talent.

Meanwhile, millennial workers can also take steps to ensure they understand the cultural norms of the workplace. Here are some of the tips they should consider, crowdsourced from members of the 2020 Workplace Network of HR, Talent Management and Corporate Learning professionals: 1.

Until you’ve got the lay of the land, hold off on friending your boss on Facebook or other platforms, as many managers draw a clear line between LinkedIn and Facebook accounts.

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Remember engaging in social media lasts forever – don’t criticize your boss or co-workers on any social media profiles.

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Keep your need to text at bay! The average Millennial sends up to 1,500 text messages a month, but for many older folks personal texting at work seems rude and disrespectful. While some managers may appreciate a text message rather than an email, it is up to you, the employee, to know the preferred communications styles of your manager.

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Position yourself as a subject matter expert of your generation. When teams are being formed on new product or service launches, volunteer to join and present the point of view from your generation. This is valuable input and could lead to any number of opportunities. This is also a great way to network with possible mentors at your firm.

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Follow the lead of your manager regarding how to get things done in your organization. Sending an email to your CEO with your suggestions for improvements to the company may be appreciated at one firm, but a major faux pas at another. Request that your manager lay out his or her norms (al la Scott Katz at Turner Broadcasting) for how to work the chain of command at your organization.

HOW DOES LEADERSHIP HAVE TO CHANGE? The Clash of the Cowboys and the Collaborators in the Workplace to surprisingly, what makes Millennials unique— their tech-savvy, multi-tasking, collaborative approach to life—may cause some challenges in the workplace. Where the “cowboy generations” take an individualistic approach to life and work, Millennials crave collaboration, teambased work projects and an unstructured flow of information at all levels. They have an outward-looking perspective

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and interact with an extensive network of communities beyond their employer, which may be interpreted by other generations as a lack of dedication or loyalty (Gartner Research in Lynch, 2008)

WHAT MILLENNIALS WANT FROM THEIR EMPLOYERS Understanding how Millennials were raised and their collective world experiences can help employers better understand what they want from their jobs. Diane Speigel, CEO of The End Result, a corporate training and leadership development company, writes that Millennials want the following from their employers: 1. Coaching. Millennials were raised with constant coaching and feedback and expect it to continue in the workplace. Coaching will keep Millennials engaged in their work. Speigel notes that coaching does not need to be time consuming or overly formal. “Coaching,” she states, “can be as simple as a quick e-mail response, a text or a twominute conversation.” 2. Collaboration. Millennials are natural collaborators, particularly when the group’s purpose and goals are understood. Speigel recommends that employers be clear about deadlines and any business boundaries the group should be aware of. 3. Measures. Millennials were raised with a lot of structure and measuring systems and are accustomed to understanding how they will be judged and assessed. They expect these metrics to continue in the workplace, so employers should define clear and consistent job assessment criteria. 4. Motivation. Millennials want a work environment that is comfortable and which inspires them to contribute without fear of being criticized. Speigel suggests throwing a pizza lunch or giving time off for a job well done (Speigel, 2011).

HR’S ROLE IN ATTRACTING, DEVELOPING, AND RETAINING MILLENNIALS Despite the setbacks Millennials experienced as a result of the recession, the bad times, according to the Pew study, did not trump this generation’s optimism. Among the young adults surveyed, 88 percent said they either earned enough money now or expected to in the future. Young adults are concerned about their future employability, however. Nearly half (46 percent) of young adults responding to the survey said they lacked the education or training necessary to get ahead in their jobs or careers, a number that could reflect Millennials’ awareness of the fast-paced change inherent in a knowledge economy. In addition, the survey reflected an increased level of vulnerability among young adults; only 43 percent felt extremely or very confident that they could find another job if they lost or left their current one. Millennials then, are optimistic about their future earnings but feel vulnerable about their immediate employability. They are also deeply concerned whether they have the training and skills needed to compete in the long run. With this in mind and understanding what Millennials are looking for from their employers, here are a few steps HR and talent management professionals can take to attract, develop and retain this generation:

Step 1: Attract them. When trying to attract Millennials to an organization, communicate to prospective employees what the organization does to engage workers. Let them know about the organization’s culture, open communication policy, flexible work schedules, training and-development opportunities, etc. Companies like Google and Deloitte are increasingly using

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technology to deliver this information through video streaming on recruiting websites. Employees are often featured in the videos, letting prospective employees “walk” with them through their day as they explain how the organizational culture fits with their job. Technology and e-learning opportunities can also be used in onboarding and cross-training programs. (For additional insights on how leading organizations use technology in their HR practices to attract and retain talent to their organizations, refer to the UNC Executive Development white paper: The Recruiting Revolution: How Technology is Transforming Talent Acquisition.) It may also be time to consider Millennials’ compensation needs, particularly in light of the average $20,000 debt Millennials have in student loans after graduating from college. Compensation packages slightly above industry or regional averages can provide organizations a recruitment edge in attracting the best and brightest of this generation. Most Millennials also believe that they will never see a pension or Social Security check and that they will need to find their own financial independence in retirement, so offering immediate 401(k) eligibility can have appeal for Millennials (Lynch, 2008).

STEP 2: DEVELOP THEM. In addition to the steps taken to attract Millennials, leadership expert Lauren Stiller Rikleen offers the following tips on how to develop Millennials into leadership roles: Develop initiatives that foster mutual support and understanding among the generations. Training on intergenerational dynamics will help build rapport and a stronger sense of community. For Millennials, offer soft-skills training like how to assimilate into a new workplace culture, how to work with team members assertively and diplomatically, how to process feedback, how to approach a supervisor for coaching and mentoring, and how to set long-term career goals. Offer collaborative discussions like roundtables that encourage innovative thinking across generations. Foster an appreciation of diversity within the organization. This will help all generations avoid the stereotyping that gets in the way of valuing the skills sets of each employee (Rikleen, n.d.). These kinds of leadership development opportunities will not only help minimize the misperceptions that arise among generations, but will also help prepare the Millennial generation to assume leadership roles when Baby Boomers begin leaving the workplace.

STEP 3: RETAIN THEM. Creating an organizational culture that is flexible and relaxed, has open communication, encourages sharing and innovation and offers flexibility is a good step to keeping Millennials engaged. Millennials want fun and a less formal atmosphere may help foster it. Open and honest communication is highly valued by Millennials and they expect it from their leaders, so when focusing on creating a comfortable culture, consider not just the formal surroundings but also the nature and tone of organizational communication. Good communication will also help them understand their role in the organization, and may break down some of the distrust this generation has of big business. (For additional insights on how organizations have used open-book management practices to create an engaging corporate culture, refer to the UNC Executive Development white paper: Embracing Open-Book Management to Fuel Employee Engagement and Corporate Sustainability.) Training and development budgets were hard hit during the recession. Millennials place a high value on having those opportunities available through their employers and want to acquire new skills and abilities to remain competitive, so it is now more important than ever to reinstate those budgets. Training and development opportunities can include onthe-job training, coaching and mentoring. Some organizations have taken coaching and mentoring a step further by instituting reverse mentoring programs, which allow Millennials to share their technological knowledge to other

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generations in the workplace. (For additional insights on how organizations have used e-learning and technology to cost-effectively develop and retain their employees, refer to the UNC Executive Development white paper: Unlocking the Potential of On-Demand Learning in the Workplace.) Coaching and mentoring programs can help retain Millennials. A study of Sun Microsystems by Bellevue University’s Human Capital Lab found that mentees had a 23 percent higher retention rate than non-participants, and mentors had a retention rate that was 20 percent higher than non-participants, resulting in estimated savings of $6.7 million (Nekuda, 2011). Millennials are continuous learners and there is evidence that learning opportunities, such as tuition reimbursement programs, increase retention rates. A Bellevue University study of Mutual of Omaha found that employees who participated in the company’s tuition reimbursement program were twice as likely to stay as nonparticipants (Nekuda, 2011). When considering training and development opportunities targeted to Millennials, leverage their love of technology with e-learning opportunities. E-learning opportunities can be on-demand, offering flexibility in terms of when and where Millennials participate (a feature Millennials highly value), and are extremely cost effective. Employers are increasingly using e-learning to teach introductory concepts like business basics or sales techniques. Millennials like to work collaboratively on teams, so now would be a good time to take a teamwork approach to work on a test run. Since other generations may balk at this approach, consider forming a team of Millennials to tackle a particular project—just be sure the project fits with the organizational mission, goals and objectives because Millennials will want to understand how the project fits into the big picture. Finally, keep the doors open for Millennials who leave the organization. Many organizations have developed virtual alumni networks that keep former employees up to-date on what is happening in the organization. These networks can also be used to post job announcements specifically tailored to alumni who may be ready to return.

TO PONDER Generation Y is 80 million strong. Also known as Millennials, these 18- to 31-year-olds are revolutionizing the workplace today and changing the face of leadership tomorrow. Companies can no longer wait to tap into this huge, growing pool of American talent.

LEADERS TODAY The Hartford’s 2013 Millennial Leadership Survey¹ found 78 percent of Millennials consider themselves to be a leader today. Only 22 percent of those surveyed said they’re not a leader. 11

WHY DO SO MANY MILLENNIALS PERCEIVE THEMSELVES AS LEADERS? Is this a generation of entitled, overconfident narcissists as some experts suggest? No. Millennials are the most educated and tech savvy generation in history. They have grown up with a global perspective and access to the World

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The Hartford® is The Hartford Financial Services Group, Inc. and its subsidiaries including issuing companies Hartford Life Insurance Company and Hartford Life and Accident Insurance Company. Home office is Hartford, CT. 1 The Hartford’s 2013 Millennial Leadership Survey was conducted online from Sept. 11-16, 2013 among a demographically representative U.S. sample of adults 18-31 years of age who have at minimum attended some college. Interviewing was conducted on behalf of The Hartford using ORC International’s Millennial Generational CARAVAN® Omnibus. 2 The Hartford’s Benefits For Tomorrow Study was conducted via phone in March 2013 among 1,000 adults 18-64 years of age who work full time. Interviewing was conducted on behalf of The Hartford by ORC International’s CARAVAN®.

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Wide Web literally at their fingertips their entire lives. Yes, many are supremely confident, mostly because they’ve been empowered by parents, teachers and coaches to make decisions like leaders for most of their lives. Also consider that today’s high-tech, globally interconnected world offers more opportunities for young people to be leaders than previous generations.

HOW CAN YOU USE ALL OF THIS TO YOUR ORGANIZATION’S ADVANTAGE? Give Millennials leadership opportunities. Give them a Gen Y task force to lead. Designate them as your health champions. Invite them to crowd source a decision about employee benefits, such as what new benefit should be added. Hold a hack day focused on solving a benefits problem, such as how best to communicate and enroll their peers.

TOMORROW’S LEADERS Gen Y leadership dreams are not a fleeting goal. Nearly three-fourths (73 percent) of Millennials in The Hartford’s 2013 Millennial Leadership Survey said they aspire to be a leader in the next five years whether they feel like leaders today or not.

WHAT DO THESE LEADERSHIP AMBITIONS TELL US? Millennials are re-defining adulthood – and the American dream. Millennials do not simply want to be successful in their careers. They want to lead in their personal lives as well. They are not interested in only money but enjoying life experiences and making their communities – and world – a better place. While this ambition is admirable, what some Millennials are missing are the tangible skills to be successful. The smartest companies are determining leaders within their teams now and setting up programs/networks now that will develop the skills that they may be lacking (such as how to lead a meeting or close a deal). If you want specific skills in your current and future leaders, then you need to offer training/development in those areas. When it comes to Millennials, it is critical to create a customized development program for each person. Millennials have grown up in a customization nation in which every individual is special. They expect everything to be personalized, even their leadership programs and benefits. If you can’t do this in-house, turn to your vendors for help.

A CHANGING DEFINITION OF LEADERSHIP Keep in mind, as well, that Millennials may define leadership a bit differently than previous generations. Someone who “motivates or influences others to reach a shared goal” is the top definition of a leader in The Hartford’s 2013 Millennial Leadership Survey.

HOW IS THIS DIFFERENT THAN TODAY’S LEADERS? Millennials are defining leadership as someone who mentors others, not dictates or orders people around. This should be no surprise given that they’ve been coached and mentored their whole lives. This survey’s results also show Gen Y wants to make the world a better place. So, why not help them do that? Millennials can be your company’s army of volunteers. Also, connect the dots in terms of how your company’s products, services and people are helping others. Do that and your Millennials will be more engaged employees. Be sure to show how employee benefits help them achieve their personal goals. For example, show how having disability insurance can help them on their chosen career

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path or take a dream vacation in the next five years – even if they experience an illness or off-the-job injury that prevents them from working for a while.

REALISTIC PERSPECTIVE These survey results show Millennials have a realistic perspective about their generation’s ability to lead and they are eager for guidance. The Hartford’s 2013 research2 shows 90 percent of Millennials say Boomers bring substantial experience and knowledge to the workplace and 93 percent of Boomers believe Millennials bring new skills and ideas to the team. Create opportunities for Millennials and Boomers to mentor each other, such as during wellness programs or benefits enrollment. Millennials can share their tech skills during online enrollment, while Boomers can share their experience on how benefits can help protect one’s physical and financial fitness.

MILLENNIAL ADVOCATES The Hartford’s 2013 Millennial Leadership Survey shows Millennials have the desire and the confidence to lead.

GOOD NEWS: You can teach someone how to email or leave a voicemail, but you can’t teach someone to want to be a leader.

BAD NEWS: Millennials will lead regardless of whether they have the skills or ability to do so effectively. Millennials are collaborative and transparent leaders. Embrace their desire to create solutions for problems. Give them the technology and resources that they need to lead and innovate. And give them mentors for inspiration. Millennials want to – and will be – leaders now and in the future. Help make them great ones. Companies that advocate for Gen Y today will lead in the workplace of tomorrow.

SOURCES Burgess, J. (2008). Managing the new workforce, generation Y (Millennials). Red Fusion. Retrieved from http://www.redfusion.com/arc_managing_generation_Y_millennials.htm Gorman, P., Nelson, T. & Glassman, A. (2004). The Millennial generation: a strategic opportunity. Organizational Analysis, 12, 3, 255-270. Hardy, D. (2011, June). Mining the Millennials. Darren Hardy. Retrieved from http://darrenhardy.success.com/2011/06/mining-themillennials/ Internships.com (n.d.). “Gen Y’ interns: 7 reasons why they are good hires. Internships.com. Retrieved from

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http://www.internships.com/employer/resources/recruit/whygen-y Lynch, A. (2008). ROI on generation Y employees. Bottom Line Conversations, LLC. Retrieved from http://www.knoxvillechamber.com/pdf/workforce/ROIonGenYWhitePaper.pdf Mercer (2011, June). Inside employee’s minds: navigating the new rules of engagement. Mercer. New York: NY. Myers, K. & Sadaghiani, K. (2010, June). Millennials in the workplace: a communication perspective on Millennials’ organizational relationships and performance. Journal of Business Psychology, 25(2), 225-238. Nekuda, J. (2011, August 11). What Millennials want? Human Capital Lab. Retrieved from http://www.humancapitallabe.org/blog/?p=256 Newman, C. (2010, March 31). Managing Millennials in the workforce. Young Money. Retrieved from http://www.youngmoney.com/entrepreneur/managing-millennials-in-the-workforce/ Peters, S. (2012, February 8). How GE is attracting, developing, and retaining global talent. Harvard Business Review. Retrieved from http://blogs.hbr.org/cs/2012/02/how_ge_is_attracting_and_devel.html Portillo, E. (2011, December 26). New poll shows many think Millennials aren’t hard workers. Chicago Tribune. Retrieved from http://articles.chicagotribune.com/2011-12-26/business/ct-biz-1226-millennials-20111224-1-millennials-new-pollolder-workers Randall, S. (2011). Millennial generation today. SBR Consulting. Charlotte: NC. Rikleen, L. (n.d.). Creating tomorrow’s leaders: the expanding roles of Millennials in the workplace. Boston College Center for Work & Family. Chestnut Hill: MA. Schawbel, D. (2011, December 13). The expanding roles of Millennials in the workplace. Forbes. Retrieved from http://www.forbes.com/sites/danschawbel/2011/12/13/the-expanding-roles-of-millennials-in-the-workplace/ Speigel, D. (2011, July 20). Why hiring Millennials is good for your business. Open Forum. Retrieved from http://www.openforum.com/articles/why-hiring-millennials-is-good-for-your-business Sullivan, J. (2011, December 12). The business case for hiring college grads—32 reasons they can produce high ROI. Ere.net. Retrieved from http://www.erenet.net/2011/12/12/the-business-case-for-hiring-college-grads-reasons-they-canproced-a-high-roi/ Taylor, P., Parker, K., Kochlar, R. et al (2012, February 9). Young, underemployed and optimistic. Coming of age, slowly, in a tough economy. Pew Social & Demographic Trends. Washington: DC.

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Ukeleja, M. (2011, November 15). How do you keep Millennials from moving on? LeadershipTraq. Retrieved from http://leadershiptraq.com/2011/11/15/how-do-you-keep-millennials-from-moving-on/

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