The different attitudes of a multigenerational workforce

Millennials and generation Z have similar attitudes toward compensation as baby boomers, but that’s about the only thing they agree on about their workplace, according to a new study. Comparably surveyed more than 175,000 U.S. employees across age ranges to identify the similarities and differences in attitudes toward work. When the survey asked what soft skills the employees would most like to improve upon: gen Z and millennial employees cited communication as their top choice, while boomers chose adaptability. Many young employees said they were eager to begin their own business as soon as within the next five years. Between 35 percent and 40 percent of gen Z and millennial employees said they hope to have their own business ventures, while that number plummets for older generations. Only 55 percent of boomers said they would feel comfortable giving their boss any feedback, even if a boss was micromanaging. But more than 60 percent of gen Z and millennial employees said they would feel comfortable offering feedback to superiors, according to the report.

Millennials want employers to take a stand on social issues

Millennials, more than any other generation, believe they can make a difference in the world and business leaders should take note, Kathy Miller Perkins claims. “Growing numbers of companies face employee demands for stronger action against climate change and other social and political issues,” she writes in Forbes. “They exert pressure on their employers through protests, walk-outs, petitions, and other measures such as quitting their jobs.” Millennials want to see the impact that their employers make in the world and are set off by hypocrisy, according to Miller Perkins. “Philanthropy as well as aligned policies and practices can address expectations for impact,” she writes. “If your company is espousing values that your actions don’t support, it is only a matter of time until your stakeholders will call you out—employees, customers, investors, or others.”

What generation Z women want from employers

A collaborative workplace culture is of primary importance to generation Z women entering the workforce, but so is money, claims Anne Stych. She cites the results of a survey by Fairygodboss, which found that an engaging team and coworkers who work together was the No. 1 reason women between the ages of 18 to 22 would get excited to come to work every day. “Employers need to take note, because generation Z is the largest generation since the baby boomers,” Stych writes in BizWomen. “With a whopping 24 percent of the young women surveyed saying they only expect to stay on the job for a year or less, knowing what they want could be a key to better retention.” In addition to craving connections with coworkers, young women also want good pay. Salary is more important than benefits, a fun culture or a company mission, the survey found.

Finding generation Z talent in 2020

Democratizing opportunity and building diverse teams; sourcing tech talent beyond STEM; and proactive, personal outreach are the three key ways to find generation Z talent claims Kristen Ribero. “We’ll use targeted talent marketplaces that have the potential to connect candidates with like-minded employers,” she writes in a TalentCulture guest blog. “Not only does this ensure a more seamless cultural fit, it also increases the likelihood of an employee being successful.” Ribero argues that generation Z’s knowledge of technical skills trumps whether they major in STEM related fields. “They don’t know a world without technology, which means they are more tech-savvy than previous generations,” she writes. “And they are leaning in on hard skills as equally as soft ones.” From 2018 to 2019, employers have proactively reached out to four times as many students than the years before. “Employers can tap into this generation’s need for connection by delivering encouraging, personalized messages,” she writes.

Nurture millennial talent to drive innovation

By putting millennials in more strategic and leadership roles, companies could advance IT innovation and digital transformation, claims Cedric Wells. “In the years ahead, millennials will continue to disrupt everything about the world we live in,” he writes in a blog post in Enterprisers Project. “This represents a great opportunity for organizations willing to cast aside the stereotypes, and instead harness the drive, loyalty and innovation that millennials bring to the table.” Wells believes that organizations can do a better job nurturing millennials. “Many millennials are ready to take on bigger roles, if given the opportunity,” he writes. “Consider roles where they can be a part of the strategic decision making and help the business cater to their millennial colleagues.” Millennials can also help companies redefine their cultures. “Let’s be honest, there are a lot of talks about what used to be the norm, or the famous ‘we’ve always done it this way,’ on issues that need to change,” Wells writes. “The issues range from silly policies around work hours and location, to dress codes, processes, and yes, even applications.”

The benefits of a multigenerational team

Instead of debating which generation is more innovative or less tech savvy, we should be focusing on why we need each other at the workplace, argues Heidi Zak. She lists three undeniable benefits to having a multigenerational team—perspective, innovation and leadership. Zak claims that there is no right or wrong perspective based on age or experience. “One still believes the chart will never trend down, which gives them tremendous courage to pursue their ideas without fear. And the other knows the chart will go down at some point, and will plan accordingly,” she writes in an Inc. blog post. “Individually they are both right, and they are both wrong. But together they are terrific.” The same goes for innovation, Zak claims. “You can have a fixed mindset when you’re 22 and a growth mindset at 60. Or, you can have a growth mindset at 22 and a fixed mindset at 60,” she writes. “In the workplace, looking at people in terms of what generation they’re from can be misleading.”

How to attract and retain baby boomers in 2020

A growing number of baby boomers are re-entering the workforce, while even more are staying employed longer, which makes it imperative for employers to be more flexible, argues Marcel Schwantes. “Companies have to confront the threat of employee burnout by focusing on a work-life balance; not just for boomers, but to bring out the best in all workers,” he writes in an Inc. blog post. Schwantes shares seven workplace trends that will help attract baby boomers (and other generations) in 2020: 1. Flexible schedules that do not rely on the old approach to full-time work. 2. Gig economy can help companies scale up during peak times. 3. Remote work fits in with the ‘work-on-the-go’ lifestyles that many boomers seek. 4. Upskilling to help baby boomers master new workplace tools and keep their existing skills sharp. 5. Intergenerational opportunities help enhance the overall work environment. 6. Mission-driven work that makes employees of all ages feel they are helping companies solve important problems. 7. Working for benefits such as health care. “For employers, the rules and opportunities have evolved, but one thing remains the same: ultimate success is dependent on attracting and retaining the best people. That includes talented, focused workers of all ages and from all generations, including boomers,” Schwantes concludes.

Three strategies for managing a multigenerational workforce

The global labor force is shifting as more baby boomers retire and generation Z enters the job market, leaving organizations with challenges of managing a multigenerational workforce, claims Tori Fica. In an in-depth article in Human Resources Today, she shares profiles of each generation in the workforce (baby boomers, generation X, millennials, and generation Z) and shares three strategies to manage them effectively: 1. Identify preferred management styles. 2. Use coaching to help employees grow. 3. Set stretch goals. “While you can’t be expected to chameleon in and out of various management styles based on who you’re talking to at the moment, knowing that De’Aaron is looking for mentorship from his manager and that Sun prefers her manager to make decisions via team consensus can help you form an effective, long-term management strategy,” she writes.

Why boomers need to stop mocking gen Z

Karl Moore believes it’s time to stop mocking younger generations. “We delight in making fun of what millennials and generation Z want when we first hear about it. Think: flexible work hours, working from a coffee shop or another remote location, having a voice in important decisions, reshaping the hierarchy, and more,” he writes in Forbes. “Our mockery can make for good fun over a drink, yet it seems almost inevitable that a year later we realize that we want the same things as our younger counterparts.” Moore, a professor at the McGill Management School in Canada, says he had an epiphany after asking his star students to make presentations to his class on a short notice. “When I started teaching at Oxford 25 years ago or even at McGill 10 years ago, the answer would have been an unequivocal ‘yes.’” Moore writes. “How 1999! To my surprise, several of the students answered that they could not deliver because they were swamped with other assignments and a couple said that they were wrestling with mental health issues.” Instead of making fun of them, he decided the students were right. “Work-life integration is important and something to think about when we consider work requests such as the one that I made of them,” Moore writes. “While they are young and have a lot left to learn about the professional world, they proved that in this case they are wiser than me: there is no glamour in excess sacrificing of our personal needs for academic or professional demands.”

Mental health is a serious issue affecting talent retention

Younger generations are experiencing burnout and mental health issues and leaving their jobs at an alarming rate, claims Peter Gasca. One survey found that 75 percent of generation Z employees and half of millennial employees have left jobs due to mental health reasons. Other research by the American Psychological Association found that the rate of individuals reporting symptoms consistent with major depression in the last 12 months increased 63 percent in young adults aged 18 to 25—from 8.1 percent in 2009 to 13.2 percent in 2017). “First, companies need to accept that this is an issue, one that does not appear to be solving itself. Therefore, managers need to adopt policies that recognize that mental health is a priority and establish a means for employees to report it,” Gasca writes in Inc. “This all starts by being established and communicated by leadership; implemented by managers; and it includes taking an active role in supporting mental health through support and training.” He also believes that companies need to encourage employees to speak openly about the issue. “According to a report at the Harvard Business Review, 60 percent of employees have never spoken to anyone at work about their mental health status, and companies are not doing much about it, even though over 200 million workdays—$16.8 billion in productivity—are lost due to mental health conditions each year,” Gasca writes.

Five keys to retaining millennial employees

Millennials can get a bad rap for being disloyal, but that reputation is undeserved, argues Ashley Stahl. “It can’t be forgotten that commitment is a two-way street,” she writes in Forbes. “That’s why businesses need to evaluate where they are misaligned with the needs of this generation.” Stahl believes it is crucial for companies to understand what attracts millennials to a specific workplace and lists five characteristics they look for in a job: 1. Money isn’t a priority—millennials prefer a career that is more aligned with their core values, passion, and improvement of work-life balance. 2. Career growth is a constant necessity—millennials seek to grow knowledge, experience, and expertise as quickly as possible. 3. Millennials want to grow their careers quickly. 4. Frequent feedback is important for millennials in order to stay on their desired career growth. 5. Purpose is a core value—they yearn to connect to a company’s mission and values. “I’m not placing blame. I am, however, pointing out that things can be improved to help both companies retain employees and for millennials to find a place they can truly commit, grow and give back,” Stahl writes.

The career motivations of generation Z

Reward your generation Z employees and they will reward you in return, according a new report on the working habits of the most recent generation to join the workplace. ‘The Gen Z Effect on the US Workplace,’ a report by workflow automation platform Nintex, found that the members of generation Z are ready to commit to one company. More than half (60 percent) of generation Z respondents expect to stay at their first job past the one-year mark, with 71 percent planning to stay more than two years. Employers attempting to earn generation Z’s loyalty will need to make sure HR programs are in place to recognize new employees for their early workplace contributions, including offering promotions: 53 percent expect a promotion within one year of beginning their first job. “Technological change is, unsurprisingly, a key element of gen Z progression through the working ranks,” James Bourne writes in Enterprise CIO. “The rise of artificial intelligence and automation is one which does give some cause for concern, the report noted.” According to the report, more than three quarters (78 percent) of gen Z employees use automation tools to some extent, and more than half (57 percent) of them said they were concerned about automation impacting their jobs.

Don’t overlook generation X talent

Generation X employees can’t seem to shake the negative stereotypes about them being unambitious, despite many of them being hard workers, creative problem solvers and passionate leaders, claims Matt Alderton. An analysis by the Harvard Business Review found that in the last five years, two-thirds of gen X leaders (66 percent) have received only one promotion or none at all—significantly fewer than their millennial (52 percent) and baby boomer counterparts (58 percent), who were more likely to have received two or more promotions during the same period of time. “That’s bad not only for gen X employees, but also their employers,” Alderton notes in Successful Meetings. Stephanie Neal, who reported on the analysis for HBR, says gen X is beginning to get frustrated, and more and more gen X workers are considering leaving their jobs. “As millennial and gen X leaders begin to compete for the same mid-level and even senior-level roles, companies risk losing many of their highest-performing leaders if they don’t work harder to retain them,” Neal says. “Continuing to challenge generational stereotypes, and fostering development and mentorship among multiple generations of leaders, will ensure a longer, healthier pipeline of talent for organizations.”

Seven things managers need to know about gen Z

While millennials in the workplace have dominated the conversation for quite a while, Lindsey Pollak argues that it’s time to turn our attention to the youngest of the five generations in the U.S. workforce—generation Z. “Now is officially the time to get serious about gen Z, especially if you hire interns or entry-level employees,” she writes in her blog. Pollak lists seven traits that every manager needs to know about the new kids on the block: 1. They are diverse and expect it to be a part of the company culture. 2. They expect transparency. 3. They value feedback, more often than an annual review. 4. They have a zeal for social media and love to share. 5. They are highly visual, so they respond to online training materials. 6. They want creative career paths. 7. They want mental health support.

Five ways to manage millennials at work

Millennials work very differently than those older than them—even by a few years—and it’s up to those who manage them to create a company culture that suits all ages, argues Tamara Mellon. In an Inc. article, she shares five tips for successfully managing millennials: 1. Be flexible with office hours. 2. Know they are constantly connected. “Millennials are more likely to work off business hours,” she writes. “We communicate via email, Slack and Asana.” 3. Give regular status reports. 4. Give praise and recognition. 5. Create room for growth. “Millennials do not fear change, especially in the workplace,” Mellon writes. “They are interested in more dynamic, cross-functional roles that will allow them to grow into other areas of the business.

Employee loyalty and younger workers

The concept of employee loyalty in the traditional sense is steadily dying out and a new social contract is required to keep younger people attached to organizations, claims Dr. Ali Fenwick, a behavioral scientist at the Nyonrode Business University in the Netherlands. “Younger generations, such as gen Y and gen Z, have entered the workforce with different values, beliefs, and expectations about work than the older generations: gen X and the baby boomers,” he says in an interview with Authority Magazine. “Younger generations were brought up believing that lifetime employment doesn’t exist anymore. Rather, they believe in lifetime employability.” Fenwick claims that younger generations tend to move from one company to another because existing HR policies don’t facilitate lateral or diagonal movements. “A millennial might want to work in sales for two years and then move into a digital marketing or business analytics position, to improve his/her chances of employment in today’s digitized workplace,” he says. “If organizations don’t have internal mobility policies in place that satisfy these needs, these people will leave to go somewhere else.”

Talent management in the millennial era

With the rising number of millennials in the workforce, traditional training concepts are becoming increasingly obsolete, argues Karthik Nagendra. “In the millennial era, the old-school approach of training using presentation slides has given way to life-long experiential learning and coaching,” he writes in a People Matters blog post. “Coaching millennials through role play, gamification, behavioral therapy, and social learning not only improves engagement and knowledge retention but also bolsters creativity and innovation.” Nagendra claims the best way to coach millennial workers is one that is interspersed with experiential learning to facilitate introspection and collaboration. “Executive coaching is increasingly emerging as a comprehensive and robust approach to ensure executives are adequately groomed to transform their millennial staff and boost productivity in the workplace,” he writes. “As the learning and development function becomes increasingly personalized, one can expect organizations to bring in scientifically trained external coaches to help employees chart their learning journeys and objectively provide sensitive feedback.”

Younger workers view aging workforce negatively

Older Americans are forgoing the concept of traditional retirement at the age of 65 and younger workers aren’t particularly thrilled about it, reports Andrew Soergel. According to a recent poll by The Associated Press-NORC Center for Public Affairs Research, workers under the age of 50 are significantly more likely to view America’s aging workforce as a negative development when compared with their older counterparts. Four in 10 respondents aged 18 to 49, and 44 percent of the youngest respondents, aged 18 to 29, said they consider the trend to be a bad thing for American workers. Just 14 percent of those aged 60 and over said the same. “In anxious times, we look for scapegoats. And old people are a ready scapegoat, especially if you are forced out of having a public presence or are forced (out of a job),” says Ashton Applewhite, a New York-based writer and ageism activist. Mitch Rothschild, 61, lives and works in New York City and says the aging workforce is less of an economic problem and more of a financial reality to which workers of all ages need to adapt. “Hey, look, I wish I’d been skiing in the Alps since I was 40,” he says. “But you think I’m going to stop working a year from now and rely on Social Security for the next 20 years? No.”

Creating a millennial culture at work

Millennials aren’t problematic, they just need some unconventional approaches to motivate them, argues Scott Wetzel. He explains how his company empowered and provided independence to millennial workers in this Forbes Finance Council op-ed. “The ways in which the company set out to do that included having no set workday hours, no commute to the office required and no assigned tasks,” Wetzel writes. A “no set workday” policy expands the acceptable window of when work can be done and focuses on outcomes delivered. “Many would believe that this results in fewer hours and less work completed, but I have seen the opposite,” he writes. Wetzel also takes issue with companies that do not allow employees to work from home. “Ask yourself why you would trust your employees with your sensitive company information when they are in the office, but you don’t trust them enough to manage their time and get work done,” he writes. His most unconventional strategy is the “no assigned tasks” policy. “Rather than assigning a task to one or two individuals, send an email stating the end goal of the project, and let them decide who takes on each project,” Wetzel writes. “This lies at the heart of what helps a company retain millennial talent.”

Four tips to attract top talent from the Class of 2019

In order to appeal to the latest group of graduates, hiring managers and recruiters must tap into what motivates generation Z in the long term, argues Liz Frazier. She shares four tips on attracting and retaining the top talent from the 2019 graduating class in this Forbes blog post. 1. Be practical with monetary benefits. “On average, college seniors expect to earn $47,562 at their first job after college,” Frazier writes. “Which is good news for recruiters, because they are actually planning to pay entry-level employees an average salary of $56,155.” 2. Speak their language. “Members of generation Z are true digital natives: growing up with the Internet, social media and smartphones from a very early age,” she writes. “For companies to attract top talent, they have to embrace the latest technology and communication tools.” 3. Speed up the hiring process. Frazier notes that 62 percent of college seniors expect employers to respond less than a week after receiving an application for a job. 4. Include long-term growth plans. “In addition to career training and development programs, they want employers who will provide direction in terms of personal growth,” Frazier writes.

The aging of the wealth management workforce

The average age of a financial advisor is 50, and only five percent of advisors are younger than 30, according to EY. “The aging of the financial advisor workforce comes at a time when demand for their advice is accelerating. The oldest baby boomers have started transferring wealth to their children,” writes Kim Moore in an Oregon Business article. “Many of these younger people don’t want to work with older advisors. They want an advisor who looks like them.” To diversify its wealth advisory division, Wells Fargo introduced a two-year training program, pairing new associates with senior financial advisor mentors. Other wealth-management firms, such as Portland-based The Partners Group, dropped the variable-compensation model in favor of a salary-based model to attract younger recruits. The transfer of wealth from the baby-boomer generation to the younger generations is expected to accelerate in the next decade. “Having a team of advisors who can engender confidence in both young and old will be essential,” says Steve Holwerda, managing director at investment advisory firm Ferguson Wellman Capital Management. “Everybody wants somebody they can relate to.”

Gen X: Least happy at work

Generation X, those between the ages of 38 and 53, accounts for one third of the U.S. workforce, but has long been overlooked by employers focused on attracting and retaining millennials (20 to 37). Now a new study confirms the impacts of this neglect. According to MetLife’s Annual U.S. Employee Study, gen X workers feel underappreciated and lag behind in key financial security indicators. Only 59 percent of gen x employees are confident in their finances, compared to 67 percent of millennials and 65 percent of boomers. Gen X is also the least happy generation of employees at work—just 68 percent report being happy, compared with 75 percent of millennials and 74 percent of boomers. Contributing to gen X unhappiness is that only 54 percent of gen X workers feel empowered and 62 percent feel respected in the workplace. “The combination of gen X’s financial stress with low engagement and the perceived lack of appreciation can have significant negative repercussions across the workplace, and employers need to take this seriously,” Todd Katz, executive vice president, Group Benefits at MetLife, told Business Wire.

Millennials face barriers to retirement savings

Millennials are behind in accumulating wealth and are facing retirement savings barriers their parents and grandparents didn’t, according to a new report from the Brookings Institution. In a Forbes blog post, Ted Knutson highlights the key findings: median wealth among millennials in 2016 was lower than among similarly aged workers in any year from 1989 to 2007, creating retirement savings obstacles. “Having to take more responsibility for their own retirement plans and marrying and bearing children at later ages will be barriers to retirement security past generations didn’t have to contend with,” he writes. However, the report also reveals that millennials have less credit-card debt and are better educated (60 percent vs. 46 percent have attended some college) than previous generations.

The benefits of a reverse-mentoring program

Financial services firm Baird is experimenting with a new way of engaging with its millennial workforce: a reverse-mentoring program, Fortune reports. In 2017, Baird’s CEO Steve Booth asked the talent development team to connect boomer-age leaders with the firm’s younger workers (30 percent of Baird’s workforce). Within months, a group of 10 senior leaders had been paired with junior counterparts in order to develop a millennial-conscious business strategy. “[My mentee] Bill asked what keeps millennials like myself at a company like Baird,” said Zach Arndt, a branch administrative manager who mentored Bill Mahler, Baird’s chairman of equity capital markets. “My answer was simple—it’s engagements like this.”

Aging workforce as an opportunity, not a problem

The aging of the U.S. workforce is a major opportunity to create a more inclusive society and a vibrant economy, according to Chris Farrell. The senior economics contributor to “Marketplace,” American Public Media’s nationally syndicated public radio program, Farrell argues that a more engaged older population will shape everyday life—everything from housing markets to public transportation, urban design and healthcare. “We have this image of the way life unfolds—you go to school, work and raise children and then retire somewhere else,” he told Reuters in an interview. “Plenty of our institutions have reflected that. But as people work longer and stay in urban areas longer, the impact will be profound—just for one example, older people tend to want public transportation, and so do younger people.” Participation in the labor force by older workers has been rising steadily in recent years, creating an inflection point where employers will be forced to accommodate older workers due to the overall tight labor market. “It’s not that employers have suddenly become enlightened, but they will have to look at older workers with a different eye, and think about hiring differently,” he said. “Do they want to fulfill their missions and grow their businesses, or not?”

L&D key to retaining young talent

 According to Ryan Jenkins, the most comprehensive strategy to improve millennial and generation Z recruitment, engagement and retention is improved learning and development (L&D). In this Inc. blog post, he claims that the entrance of generation Z into the workplace and millennials taking leadership positions are exposing the weaknesses of training programs at many organizations. “Long, antiquated, and non-transformative training harms the recruitment, engagement, and retention of millennial and generation Z employees,” Jenkins writes. He believes training for the younger members of the workforce has to deliver cutting-edge content to help them overcome the workplace challenges they face. Jenkins also believes millennials and generation Z learn differently. “Training must be reimagined to ensure they use, apply and enjoy it,” he writes.

Millennials worry about the future of employee benefits

According to new research from Prudential, millennials are worried about retirement, healthcare and the possibility of employee benefits going away entirely. Roughly 79 percent of millennials think it’s likely people will no longer be able to comfortably retire in the future, and a similar number (72 percent) are also worried that their employers will stop providing healthcare and retirement benefits altogether, Prudential found. “Many have that longevity disconnect,” Harry Dalessio, head of full service solutions at Prudential Retirement, told Employee Benefit Adviser. “[They] can’t see themselves in retirement, but have to deal with the present. So we see the platform emerging from a financial wellness perspective to include employers offering student loan assistance, to offering emergency savings to get at those core needs.” Prudential also suggests offering benefits such as HSAs, to help manage healthcare costs, and 401(k) matches and savings plans, to help employees take charge of their finances.

Getting millennials to stay in insurance

 According to a new survey, most millennials working in insurance (87 percent) would recommend a career in the industry to their peers, while 70 percent plan to work in the field as long as possible. Yet, Insurance Business Magazine’s Alicja Grzadkowska warns against insurers resting on the laurels of their success with the younger generation. “Getting millennials to stay in insurance requires a finely-tuned strategy that realizes the skills they have to offer and lifts the lid on the opportunities that exist in the industry for those who put in the time,” she writes. Grzadkowska claims the industry still has some weaknesses to overcome when attracting and retaining millennials. “Most people who aren’t in insurance or don’t have family working in the industry don’t know about the variety of professions you can have within insurance and that the jobs are way more exciting than what’s shown on television or in movies,” she writes. Grzadkowska recommends that insurers refrain from putting all the focus on millennials in a workforce that is comprised of a mix of generations, and to keep communication pipelines open across employees of all ages.

Generation Z more likely to switch jobs at a faster pace

According to a new survey from LinkedIn, Generation Z (employees aged 24 and younger) is three times more likely than Baby Boomers to change jobs, with 20 percent averaging four or more full-time jobs within a few short years. What motivates Generation Z to move around? “There’s no doubt that salary and benefits are an important part of a job, but when it comes to Millennials and Gen Z, they’re not everything. In fact, personal relationships, learning and growth opportunities, and simply enjoying the work they’re doing, were all important—signaling that culture is increasingly becoming one of the most important things for young professionals,” writes Blair Decembrele in a LinkedIn blog post. The research shows 70 percent of all professionals believe that their support system is one of the top factors for their success at work. Thirty-six percent of those under 24 told LinkedIn they would speak to their manager when thinking about a career change. They’re overwhelmingly (65 percent) looking for honest advice about what to do next, and for additional learning opportunities (35 percent). Decembrele also highlights the young professionals’ openness to relocating. “Half of professionals under 24 would consider moving for a new role, and nearly 20 percent said they would welcome the opportunity to travel,” she writes. “Gen Z is taking the cake as the most mobile professional generation.”

To retain millennials, offer this one benefit

Forget free snacks, gym memberships and ping-pong tables. In this Inc blog post, Melanie Curtin makes the case for the one benefit that will affect how long millennials will stay with a company: student loan repayment assistance. Curtin cites two studies to make her point. The first is a report by Citizens Bank, which found that millennial college graduates spend close to one-fifth of their annual income on student loan repayment. The second study found that those with student debt would stay with a company 36 percent longer if it helped them pay off their loan. “Offering student debt repayment assistance would say a lot about a company’s values,” Curtin writes. “It would send the message that the company understands the actual burden of this on their younger employees–that this is one of the major things on their minds.” She claims that adding student loan repayment assistance to the company’s benefits package would do more than just providing an incentive to young professionals to stick around. “It would let them know that their issues matter, and that one of the biggest stressors in their lives would actually be eased by sticking with you. It would demonstrate that you are the kind of organization that not only understands, but takes action on behalf of your people,” she concludes.

Engage millennials at work with more conversations

For Ashira Prossack, the secret to engaging millennials in the workplace is having more conversations with them. In this Women@Forbes blog post, she highlights two types of conversations that would provide millennials with the help they need to develop and grow within their roles: informal check-ins and goal-setting sessions. “The informal check-in helps to mitigate problems and challenges. If you catch a problem early on, it’s much easier to rectify than if it’s been going on for months,” Prossack writes. “Check-ins allow you to keep a pulse on your team and gauge things like employee productivity and team morale.” These meetings do not have to be held in person, but can be done virtually via video calls and messaging. The informal check-ins should occur at least twice month, while the goal-setting sessions should be held quarterly. “Goal setting sessions are crucial for helping your employees reach their potential and continue growing with the company,” she writes. “It also helps you identify which employees are ready to take on more responsibility.”

Millennials see insurance industry as a ‘well-kept secret’

According to participants of a roundtable on millennials in insurance, the industry has a hard time replacing its retiring workers because the younger generation doesn’t know how exciting it is, Insurance Journal reports. “Insurance is kind of a well-kept secret. It’s just not something that is run-of-the-mill conversation, but it is a very exciting industry,” one participant told IJ. Another explained how it was an unlikely career path for her. “Going through college, my whole life, I wanted to be in criminal justice. Then, I decided in my freshman year that maybe I wanted to do business. I ended up really loving insurance. That probably sounds kind of strange to say that you love insurance, but it just hit the right button for me.” The participants told IJ the insurance industry should market itself better at the college level. “If the industry can get out in front of young people at job fairs and things like that, it could explain that there’s a whole world out there if you pull that curtain back,” one suggested.

How to engage the millennial workforce

In this Oracle blog post, Lauren Antone argues that there is a disconnect between millennials and their workplace, in spite of organizations’ employee-engagement efforts. She cites three key statistics: 1. Only 33 percent of employees report being engaged at work. 2. A majority (70 percent) of employees are dissatisfied with future opportunities within their organization. 3. Nine in 10 millennials left their employer the last time they changed jobs. Antone then outlines what millennials really want and how to engage them. “Millennials highly value a job that will accelerate professional and career development,” she writes. “Perhaps it’s the stage of our lives that we are in, but this can be a big miss for organizations that are not prepared to show us what’s next.” When it comes to management, millennials prefer coaching to other methods. “My best managers have always taken the time to understand my personal goals and worked with me to align them with the business objectives, resulting in greater motivation and productivity,” Antone writes. Besides collaborative goal setting, she also underscores the importance of feedback to millennials. “We are the digital natives, and as such, we are used to getting instant feedback at the touch of a button in order to learn and grow,” she concludes.

What do young financial services recruits want?

Another new study by New Planner Recruiting and Angie Herbers LLC surveyed more than 300 participants to find out what is most important to young candidates when taking a job in financial services. Highlights of the study include: 78 percent are interested in comprehensive financial planning; less than 2 percent are interested in marketing and sales; 51 percent believe they can start working with clients immediately. The participants identified a firm’s culture (64 percent), client service (61 percent) and career track for advancement (53 percent) as the top traits they look for in an employer. “Typical new job seekers are more focused on what their time at the office will be like and their career trajectory than the immediate rewards. Therefore, if you have not invested in your culture, outlined your client experience and have a career track for advancement at your firm, you’re not going to win the talent war,” writes Angie Herbers in Think Advisor.

Personalization is key to training a multi-generational workforce

The workforce in the U.S. now spans five generations from ‘the greatest generation’ to generation Z, with millennials predicted to make up a majority of workers by 2020. While most small and midsize businesses prioritize training for millennials, Brian Westfall argues that a “one-size-fits-all” approach alienates a portion of the workforce and will fail to meet desired training outcomes. “The best solution to the challenge of multi-generational workforce training isn’t prioritization, but personalization,” he writes. “Organizations need to deliver personalized learning experiences to every single worker to engage them fully in the material and achieve positive results.” Westfall provides four steps to implementing a truly flexible training program for the multi-generational workforce. 1. Segment your training audience using hard data, not gut feel, to avoid generational stereotypes. 2. Flesh out training content with needed topics and formats to expand the offerings available to employees. 3. Establish learning paths and administer pre-training proficiency tests to align the right program to the right teams. 4. Leverage a learning management system (LMS) to analyze, adjust and automate.

Three tips on retaining millennial talent

Millennials will make up 75 percent of the global workforce by 2025, so it’s no wonder they continue to make the headlines in talent and organization news week after week. This TalentCulture piece offers three tips to retain millennials: 1. Rethink feedback. Instead of one annual performance review, offer employees ongoing, frequent feedback they can implement immediately. 2. Make learning and development a priority. Because they grew up in a rapidly changing digital landscape, millennials place a high value on growth opportunities. 3. Build a culture of flexible work. For millennials, work-life integration is key, whether working inside the office or remotely. “Traditional management styles fall flat for millennials. For employers, updating management practices isn’t just a nice thing to do – it’s absolutely necessary in order to develop and retain the next generation of leaders,” the article notes.

Inspire millennials with sustainability efforts

In this Forbes BrandVoice blog post, Chuck Leddy argues that organizations focusing on sustainability have a better chance of attracting and retaining younger employees. He outlines four steps to inspire and engage them: 1. Make your business operations sustainable with programs that reduce waste and save resources. 2. Start spreading the news by sharing stories on social media and through traditional media outlets. 3. Offer a sense of mission and meaning by articulating your company’s positive impact on the community and the world. 4. Promote volunteering with nonprofits and offer personalized volunteer time-off days for charities of their choice. “When you show your employees and customers that you care about sustainability, they’re likely to reciprocate by giving you their loyalty,” Leddy writes. “While caring about people and planet might seem like something that lies outside your core business, it may actually be the quickest way to build a community of employees and customers who care about sustaining you as a business.”

Millennials just say ‘No’ to jobs without training

According to research from the Wharton School’s Center for Human Resources, only a fifth of employees reported receiving on-the-job training from their employers in the five years leading up to 2011. For Stephane Kasriel, CEO of Upwork, the consequences for young professionals are tragic and costly. “Traditional jobs aren’t providing them with new skills and therefore aren’t setting them up for success in their careers,” he writes in this piece for Entrepreneur. “Unsurprisingly, young workers aren’t happy with their employers, so they’re leaving—constantly. Disengaged from their jobs unlike any other generation and seeking new skills, they’re job-hopping.” Where do dismayed millennials go? According to Upwork’s Freelancing in America 2017 report, young workers are increasingly choosing to go their own ways, becoming their own bosses and training themselves. The report also found that 47 percent of millennials have freelanced over the past 12 months. “This trend means that reaching today’s talented youth is transforming before our own eyes. Put simply, to leverage the skills of many of the most talented, self-driven young workers, businesses increasingly require different hiring strategies,” Kasriel writes.

How to engage and retain millennials

In this guest blog for Oracle, Shelby Aprile, a self-described “millennial in tech,” gives a first-person account of what keeps her a happy, engaged and loyal employee. She highlights five elements that shaped her experience. 1. Training and development (learning opportunities prove a company’s investment in the professional and personal development of millennials). 2. Empowerment (feeling important and valued matters). 3. Flexibility (ability to transition and support different roles and projects within the company). 4. Brand pride (engaging and collaborating with customers and employees on a shared vision). 5. Supportive management and leadership (inspiring leaders that coach and mentor younger employees). “They invest in me, my growth, and my development, and so many of them continue to be valuable coaches and mentors. I’ve been given opportunities to get exposure to multiple domains and applications, and across multiple activities in our organization,” Aprile writes.

Reimagining banking for millennials, with coffee

“After considerable investment in online and mobile banking to compete in the fintech arena, Capital One is taking a new approach to build relationships with its young clients through approachable money coaches,” Insurance Journal reported last week. The company has placed “friendly ambassadors” in 29 Capital One Cafes across nine states, which feature open work spaces, ATMs and financial support for all online banking needs. According to the article, patrons using their Capital One credit card receive half-price coffee. “They are reimagining the banking experience for a generation that hasn’t connected with the traditional branch experience of their parents,” the Journal notes. “Inventing new ways to connect with prospects and clients to build loyalty while mobile applications vie for their attention, may require reimagining your way of doing business. You might consider sponsoring a trivia night at the local brewery, becoming the MC at an open-mic night or partnering with your favorite coffee shop for a few hours a week.”

The millennial-employee gap in insurance agencies

In this interview with Insurance Business Magazine, InsurBanc’s Robert Pettinicchi argues that insurance agencies aren’t doing enough to attract millennials and are losing recent risk-management graduates to carriers. “It’s a great field, but I really don’t believe that the industry does enough to promote just how good a field it is,” he says. “What the young agent can bring to an agency is how to market to a young person or to younger people. There’s a tremendous opportunity if the right talent is brought in to step into those roles.” Pettinicchi believes agencies should do more to expose young people to the work done to hone their sales skills and provide more opportunities for collaboration. “When it comes to that one-on-one sales process, that’s where they’ll need the development and there’s no greater place than an insurance agency to do that and learn that,” he says.

Millennials crave instant feedback in the workplace

Millennials, also known as generation Y, have created a demand for immediacy in the workplace, writes Rebecca Lundin in this blog post. “The generation Y is the most educated generation in history,” she argues. “They are used to the idea that most information should be available to almost anyone. Transparency, now!” She cites a recent Gallup report titled “How Millennials Want to Work and Live,” which revealed millennials are having difficulty finding good jobs that engage them. Immediate feedback contributes to a happier work environment for these younger workers and helps their retention within firms. Lundin cites another study, which found that generation Z is more than twice as likely to drop a brand for poor features or responsiveness on social media. “How responsive are you the needs of your employees? Are you future-proof staffing your organization?” she asks.

How to reward millennials in insurance

For insurers looking to attract and retain young employees, recognizing and rewarding millennials is key according to Kelly Lackner, head of global management at XL Caitlin. “Millennials crave learning and training opportunities, particularly in leadership development. To bridge this gap, consider incorporating a mentorship program,” Lackner said at the Millennials in Insurance conference in New York. Besides mentorship, millennials also crave innovation and are interested in data and analytics. “Data is well beyond a buzzword for millennials,” she said. “Many of the country’s top actuarial, insurance and risk programs are now strongly recommending minor coursework for mathematics, insurance and actuarial majors in data science.” Among the other top priorities of millennials are diversity and inclusion; flexible work arrangements; regular touchpoints; effective coaching and feedback; and pay for performance.

Community banks need millennial employees, too

Credit unions aren’t the only ones looking to close the talent gap. “The current talent gap at community banks throughout the country is noticeably wider than it’s ever been at a time when the industry’s direct competition includes some of the largest tech companies—as well as the biggest banks, hedge funds, private equity firms and other prestige employers,” writes Chris Petersen in this opinion piece for the American Banker. She believes community banks should allow entry-level employees to participate in cross-departmental decisions about platform conversions and let them sit in on brainstorming sessions on topics like how to improve the digital banking experience. “Millennials bring an intimate understanding of digital strategy, a truly innate knowledge of user experience that borders on the instinctive and a mindful, embedded approach to mobile engagement. Unlike generations that preceded them, they don’t have to retroactively acquire these skills. They grew up with them,” Petersen writes.

How to adapt to generation Z in the workforce

As generation Z (those born in 1995 and forward) gears to enter the workforce en masse, it’s important to understand what drives them, according to Michael Litt, a self-described millennial CEO. In this Forbes op-ed piece, Litt talks about what distinguishes generation Z from their millennial counterparts. “They are not just digital natives; they are mobile natives,” he writes, noting that generation Z hires prefer instant mobile platforms to email. Litt also underscores the younger generation’s proclivity for using video. “They have internalized the art of branding and self-presentation,” he writes. On the downside, Litt argues that while members of generation Z have serious ambitions, they may not be clear on what it takes to realize them. “With my younger hires, I often have to break down the process of advancement within the company — how to work their way up as part of a team and what’s a realistic measure of success,” he writes. “It’s just not possible to go from a new hire to an account executive in six months, no matter how dedicated they are.”

What work-life balance means to millennials

According to Ryan Jenkins, the author of “The Millennial Manual,” millennials have redefined work-life balance into “work-life harmony,” seamlessly blending their careers with life goals. In a blog post for Inc., he outlines the five main ways millennials are streamlining their personal and professional experiences. “Millennials aren’t driven by the thought of working hard for the next 40 years and then retiring,” Jenkins writes, explaining that they see “continuous reinventions and pivots” in the long term. Millennials use digital technology to integrate work and life and are fully engaged with the task at hand at a given time. “Millennials want work-life balance to be fluid, free, and flexible to prioritize whatever (work or life) is most important that day,” he writes, adding “a sense of freedom and flexibility” are crucial for the new generation of workers.

Millennials value passion over money

According to new research by Bank of America, 72 percent of millennials (23- to 37-year-olds) living in Seattle believe passion is more important than salary in their career. The Better Money Habits Millennial Report also found that 67 percent of Seattle millennials wish they had chosen a job with a better work/life balance, and 47 percent wish they had chosen a job they enjoyed more, 4-traders reports. Other findings of the study show that millennials in Seattle pay attention to finances: More than half (67 percent) are saving and 70 percent of those who have a savings goal usually meet it. Sixty-nine percent of Seattle millennials budget, compared to 54 percent nationally, and 72 percent of them stick to their budget every month or most months, on par with 73 percent nationally. 

Singapore bank targets millennials

United Overseas Bank (UOB) is piloting a new digital branch concept designed for millennial customers in Tampines, Singapore, The Straits Times reports. The branch features self-service machines and a QR code wall that customers can use to find financial information that interests them. “In creating this concept, the bank drew on its insights and understanding of its customers in the early to mid-stage of their careers or who have young families,” said Janet Young, head of group channels and digitalization at UOB. “We know that UOB’s millennial customers prefer to bank through digital channels or by using self-service machines. Our data shows that when they visit a branch, it is more likely to be for services such as financial advisory.” The article notes that UOB chose its branch at Tampines to test its new branch concept because it anticipates more young professionals and young families setting up home in the area. According to The Times, the number of residents aged 25 to 34 has increased by 13 percent in the last decade, and they now make up 15 percent of all residents in Tampines.

Millennials ready for leadership

“Millennials may still seem like the young, new generation, but they’re already starting to emerge as leaders in the American workforce,” argues Larry Alton in this Forbes Under30blog post. Alton points to the fact that millennials have started “wandering into their 30s” and have enough experience for bigger roles. “Because there’s a growing power vacuum as managers from older generations leave or climb even higher, millennials are the most plentiful candidates to fill the void,” he adds. They are different than the older generations in a variety of ways, Alton notes: Millennials crave regular feedback; they are more adaptable to new technologies; they prefer flexible working hours and believe in brand values and company culture. “Values have always been an important cultural institution for millennials, when choosing an employer or a supplier, and now they get to create and enforce those values within the context of their own teams,” Alton writes.