Presentation on theme: "Millennials in the Workplace November 19, 2010. What is CAEL? CAEL is the Council for Adult and Experiential Learning A 501(c)3 non-profit, international."— Presentation transcript:
Millennials in the Workplace November 19, 2010
What is CAEL? CAEL is the Council for Adult and Experiential Learning A 501(c)3 non-profit, international organization with 35 years of experience Headquartered in Chicago, IL with offices in Philadelphia, PA; Denver, CO; New York, NY Nearly 700 college and university sector members
CAEL’s Mission CAEL pioneers learning strategies for adult learners in partnership with community colleges and universities, employers, labor organizations and government. CAEL works to expand lifelong learning opportunities for adults.
4 Adult Learners CAEL Serves
Learning and Development Advising Network of trained learning and development advisors supported by on-line assessment services 22 years of advising experience in diverse industries Provides alignment of educational offerings, employee goals and business objectives
6 Coaching and Advising Clients Verizon Frontier AT&T Qwest IBEW CWA Colgate Federal Reserve Bank JPMC Penn Medicine Queens WorkforceOne Center PJM Interconnect Client List Includes:
Generations in the Workforce Generation Born Est. Size Silent 1920–45 52 million Boomers 1946– million Generation X 1965– million Millennials 1981– million
Younger workers are slackers Younger workers lack loyalty Younger workers are insecure Younger workers have a sense of entitlement Younger workers are always taking time off Stereotypes of Younger Workers
What Causes Generational Differences? Variations in formative environment and exposure Differences in core values Varying perspectives for type and level of interaction at work Unique home-work-life balance needs Differing definitions and associations with work and retirement Legal considerations regarding age discrimination Employer culture related to general diversity
Succeeding in a Multi-Generation Environment Recognize that diversity is present in many forms Understand that change is inevitable Recognize that everyone can make a contribution Purposefully seek groups based on factors such as skills of members, new idea generation, as well as experience Participate in formal mentoring and coaching opportunities which encourage collaboration Monitor your language
Multi-Generation Environment (cont’d) Actively seek leadership opportunities to maximize your level of contribution to the organization/company Network through professional associations and social networks Participate in team-building and company- sponsored events Volunteer for projects or assignments within the organization Continue planning your long-term career and education goals
Views of Millenials The Millennials -- people aged 14 to have been called "entitled" and "tough to manage" because they need much direction and praise. This same group is technically astute, ambitious, bright and eager to learn. Adept at social networking, Millennials bring innovative communication styles and potential new tools to the workplace. Managers will need to address Millennial shortcomings gently, as the group is sensitive to criticism and short on corporate loyalty. Millennials in the Workplace: R U Ready? Published: March 26, 2008 in Carey
Another View of Gen Y Uses modern tools and technologies, including software that's easily accessible and free from the Internet; Maintains their to-do lists, and priorities by synching with the PDAs and iPODs; NOT workaholics, and understand the relationship between a balanced life and productivity; More likely to love their jobs, because they change jobs more frequently, and stay in jobs that match their passions and talents; Doesn't stay in jobs they don't like just to be comfortable and secure; Has a continuing thirst for learning and personal growth; Wants to have new experiences, try new things, and be creative. Millennials Poised to Take Over the Workplace, Psychology Today, June 14, 2009
How Millennial Are You?
USW’s Next Up
25 young members from every district in U.S. and Canada. International staff mentors led by VP Redmond. Range in ages (24-35), union experience, sectors and racial and gender diversity.
What Are Their Priorities? Increasing member involvement Internal mobilization and education Collective bargaining: key issues for our generation; strategies for dealing with companies; workplace issues Improving union image/external communications and education Effective communications internally Building community involvement/union way of life Building political/legislative power: focus on issues that matter to them Work/family balance Manufacturing Mentoring/leadership opportunities
Recommendations: Young members advisory board Young members committees at local level, if doable Regular meetings of this group using video, web and phone Ownership of some doable projects short-term, including new member kits/program; convention video “I am Union;” mentoring program; video history project Larger meeting/convention of young members to convene in future
Young Members in Tire & Steel Sectors TIRE Average age approx Approx % in age range Varies substantially by site STEEL Average age approx. 48 Approx. 15% in age range Most new hires average in the range of 28-35