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

2. 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

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

4. Millennials want Flexibility
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5. Myth v. Reality: Definition of Success
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6. 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

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

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

9. 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

10. 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

11. 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

12. 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

13. 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

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