Millennials in the Workplace Prepared on behalf of Sodexo September 2013 Boston College Center for Work & Family

Who are the Millennials? An ethnically diverse generation Team players Optimistic and confident Trusting of authority and rule-followers Achievement-oriented Expect speed and efficiency Tech-savvy The most affluent and well-educated generation in history Source: Creating Tomorrow’s Leaders EBS Who are the Millennials? Boston College Center for Work and Family

Key Statistics about Millennials Source: UNC MBA Boston College Center for Work and Family

Millennials want Flexibility Boston College Center for Work and Family

Myth v. Reality: Definition of Success Boston College Center for Work and Family

Myth v. Reality: Organizational Commitment Myth: Managers may be concerned by the perception that Millennials lack a long-term commitment to the workplace Reality: Many Millennials saw that their parents’ long-term loyalty to their employer could not save them from being downsized Reality: Millennials have seen greater unemployment due to the global economic crisis, which has made them more adaptable to uncertainty Source: Creating Tomorrow’s Leaders EBS Myth v. Reality: Organizational Commitment Boston College Center for Work and Family

Myth v. Reality: Organizational Commitment Boston College Center for Work and Family

What do Millennials bring to the table? Source: UNC MBA Boston College Center for Work and Family

Millennials as Leaders Strengths of Millennial Leaders Active Attention Transparency Relevancy for others Passion Accountable leadership Autonomy through flexibility Self-care as a reflection of organizational health Source: Creating Tomorrow’s Leaders EBS Millennials as Leaders Boston College Center for Work and Family

Best Practice: Northrop Grumman Connect1NG: aimed at retaining recently hired and highly skilled employees Volunteer teams organize social networking, community outreach, and professional development activities Early education on the business portfolio and environment and industry trends provided relevant career planning knowledge Frequent interaction with executives provided context on career paths a new hire could choose to achieve personal success and business results Constant access to peers through social events, community service, and professional development opportunities allowed new hires to establish networks outside their work area Best Practice: Northrop Grumman Source: Creating Tomorrow’s Leaders EBS Boston College Center for Work and Family

Best Practice: Raytheon Leadership Development Program: provides development and networking opportunities through 6 month rotational assignments in targeted business areas YESnet: Young Employee’s Success Network: provides “under-thirty” employees a “place” to be with people their own age and who share mutual interests Source: Creating Tomorrow’s Leaders EBS Best Practice: Raytheon Boston College Center for Work and Family

Best Practice: Deloitte Regional Gen Y Councils to serve as a sounding board to senior leadership on major organization initiatives, and create dialogue about and across the generations National Gen Y Summit that brings together all the Councils and senior leaders to share ideas about empowering Gen Y professionals and accelerating the launch of an online Gen Y Community Source: Creating Tomorrow’s Leaders EBS Best Practice: Deloitte Boston College Center for Work and Family

Best Practice: Johnson & Johnson The first generational affinity group, Millennials Serves as an educational resource and awareness advocate regarding the Millennials’ culture and defining characteristics Empowers and supports the Millennials’ professional growth and success Establishes relationships between generations Source: Creating Tomorrow’s Leaders EBS Best Practice: Johnson & Johnson Boston College Center for Work and Family

Retaining the Millennial Generation Source: UNC MBA Boston College Center for Work and Family