Millennial Disruption

Transcription

1 Millennial Disruption Inside The Fundamentals of Work Have Changed Flexibility is a Priority for Millennials How to Prepare for the Millennial Management Team Fall-Winter Programs Disrupt the culture purposefully. Sustain employee engagement. And, drive business performance Millennials now comprise the majority of the workforce. Their values, lives and motivations are different from the baby boom generation that dominated the work force before them. As millennials increase their management ranks, senior leaders must adjust and make room for a new breed of leader.

2 The Fundamentals of Work Have Changed Workplaces in search of better gender equality should benefit from millennials The 2015 Millennial Majority Workforce Study, Elance In 2015, millennials outnumbered all other generations in the labor force for the first time. Today, millennials already comprise 28 percent of management. Two-thirds of millennials expect to reach management within a decade. Many of them will take the place of baby boomers, who are retiring at a rate of 10,000 per day a trend that will continue throughout the next decade. retaining millennial talent. This is three-times the number of hiring managers who say the task is easy. Clearly, a new approach is needed to both attract and engage this increasingly dominant generation. 65% of fathers reported reading to their children in 2010 compared to 56% in 2002 Companies best positioned to attract and retain millennial talent are those taking steps to close the gender gap in the workplace. This is true, in part, because millennials have a more equal attitude toward gender at work and at home:1 The lives of millennials are simply different from the lives of baby boomers. When millennials say the boss just doesn t get it, that may well be true:2 95% of fathers reported bathing and diapering their children in 2010 compared to 82% in 2002 Nearly 80% of millennials report being part of dual income couples where both partners work full time 62% of fathers reported helping with homework in 2010 compared to 58% in 2002 Despite their growing numbers, the majority (53%) of hiring managers report difficulty finding and 73% of Gen-X workers report being part of dual income couples where both partners work full time Millennials Dominate the Workforce 15% 29% % 15% 32% % 4% 24% 28% % 0% 21% % Gender fluency is a critical skill for millennials and those who work with them. Increasing your organizations gender and culturally fluency is a strategic priority. 45% 0% 1 Boomers 2 Only 47% of baby boomers reporting being part of dual income couples where both partners work full time. 45% Gen X Millennials Gen Z 2 National Survey of Family Growth, Ernst & Young s Global Generations

3 Flexibility Is a Priority for Millennials Is Telecommuting Part of Your Career Strategy? 0% 10% 20% 30% 40% 50% Yes Yes; 54% No; 13% No It Depends Not Sure It Depends; 28% Not Sure; 5% Is Working Independently/ Freelancing Important? Slightly; 12% 60% Would You Prefer to Work Full Time for A Company? Not; 5% 45% 40% 35% 30% 25% 20% Somewha t; 29% Very; 54% 15% 10% 5% 0% No 3 Yes Currently I Do Not Sure

4 Millennial Women Still Feel the Sting of Sexism A recent study on the millennial workforce reveals that companies evolving their corporate cultures to support gender-equity are best positioned to take advantage of the Millennial workforce 66% of Hiring Managers agree that millennials have a more equal attitude toward gender in the workforce 21% of millennial women feel that work has been worse than expected (versus only 12% of millennial men) Millennials place a greater emphasis on the people with whom they work, having exciting work & having the opportunities to grow and learn from mentors than on pay A New Corporate Culture Is Needed to Attract, Engage & Retain Women & Millennials All of this research and data is telling us that companies must evolve their work cultures to attract, engage and retain a productive workforce. Today s workforce values flexibility, autonomy, challenge and growth opportunities. While millennials are beginning to assume management roles, the majority of senior managers are still white-male babyboomers. The lives of these baby-boomers are vastly different from the lives of millenials and, for that matter, working women. Nearly 80 percent of millennials recently surveyed1 in a global study by EY reported being part of dual-income couples where both work full time. Among Generation X workers, people in their 30s and 40s now, 73 percent are part of dual-income couples.1 The majority of baby-boomers, however, are not part of dual-income couples. Only 47 percent of baby boomers have a full-time working spouse.1 This is the generation of workers born after World War II. Rosie the Riveter was encouraged to return home to make room for returning soldiers in factories and businesses around the country.1 The majority of women did return home. Today, more than a quarter of baby-boomer workers have a spouse at home, or one who works part time or with flexible hours and is responsible for taking care of all home-front duties.1 4

5 I really see that there s an empathy gap in the workplace. When there s frustration about work-life balance in the workplace, and you think your boss doesn t get it, that very likely could be true. Karyn Twaronite, EY Global-Diversity and Inclusiveness Officer Today s workers are choosing to work for companies that offer the flexibility and autonomy they need to balance work and family. This is true of both men and women. 1 Similarly, research finds that women are choosing career paths with flexibility over the year, week, and day such as dentistry, veterinary medicine, optometry, and pharmacy. 1 Bottom Line: Women and millennials are choosing to NOT work for you because of your culture: Areas where managers views of millennial priorities at work are different than millennials actual priorities* Millennials Hiring Managers Good Mentor / Manager 15% 25% Work Is Exciting 24% 30% People / Team They Work With 12% 39% Earnings Potential 44% 75% 5

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7 2015 Fall & Winter Programs All programs are fully customizable to meet client specific needs and gendernomics gendernomics is a ground-breaking program based on Jennifer s experience as an attorney, business executive and diversity and inclusion expert that teaches participants to build the business case for women in the workplace and marketplace, drive more revenue by understanding women as consumers and customers, create culturally diverse high-performing teams, build a leadership development plan to achieve diversity and business objectives, and engage male leaders as champions. This program is designed for men and Inclusive Management 101 Inclusive Management 101 is an innovate program focusing on the 4-types of unconscious bias virtually all women face during their careers and teaches participants to disrupt that bias for themselves and the business. Combining the unique talents and approached of Courtney, Valerie and Jennifer, this program delivers the essential management tools to engage employees and sustain that engagement over the long terms. This program is designed for The Conscious Leader The Conscious Leader is a trailblazing program that offers managers and leaders practical strategies and tools to empower today s workforce. This program is designed for men and women at all levels of management. Discover the organizational unconscious bias holding diverse voices back, stifling innovation, creativity and growth. Learn how to unlock the power in your diverse workforce from the extrovert to the introvert, across race, gender and other cultural differences. Create the environment to build and 7

8 Purposeful Disruption Purposeful Disruption is based on Courtney s revolutionary disruption work. In this program you will discover how the fundamentals of business have changed as a new generation of workers millennials - enter management and dominate the labor force. The previously dominant baby boom generation is retiring at a rate of 10,000 boomers a day and the replacement workforce looks nothing like those retiring. Women and monitories comprise 85% of the entering workforce, we ll show you how to disrupt the old corporate culture to engage the new and increasingly diverse workforce. This program is Everything You Think About Women & Work.... is Everything You Think About Women & Work.... is Wrong Despite 30 years of diversity programs, mentoring and advice, women have stagnated as leaders failing to advance to eh C-Suite in large numbers. Why? Because almost everything we think we know about women and work is wrong. Managers will discover what is really holding your high-potential women back and how to unlock that potential. Women will gain new insight into their unconscious obstacles and learn strategies and techniques to help them attain their personal and professional goals. This program is appropriate for male and female managers with break out sessions designed for managers, women and INSERT PROGRAM TITLE, e.g. The Art of Engaging a New Title Description INSERT PROGRAM TITLE, e.g. Work Happy Title (e.g., Work Happy) Description 8

9 Disruption Partners is collaboration between Gender Economics Lab, Speak Happiness and The Ren Method. Together, we are able to meet client s leadership and cultural development needs through diverse but complimentary approaches and styles, allowing participants to connect and learn in an environment best suited to them. Gender Economics Lab is a focused, professional thought leading inclusive management practice that cuts through popular myths about gender and culture in the workplace. It distinguishes its solutions by assuring both male and female workers that smart gender literacy rewards participants with career growth and rewards companies with higher margins. GEL goes way beyond compliance issues to deliver superior business value for all stakeholders. Jennifer Gilhool is the CEO of Gender Economics Lab as well as an attorney, global business executive, best-selling author, international speaker, entrepreneur and inclusivity advocate. With 25 years of experience in business and law, there isn t much that Jennifer hasn t encountered when it comes to working environments. As an executive for Ford Motor Company, Jennifer worked in the United States, South America and completed an extended assignment in Asia Pacific & Africa, living in Shanghai, China. As an attorney, Jennifer practice employment, commercial, contract and product liability law. In 2013, Jennifer published her first book, Sheryl Sandberg, China & Me, recounting her experiences and lessons as a female executive climbing the ladder at a Fortune 10 company, which spent several weeks on Amazon s best seller list (business genre). After leaving Ford, Jennifer launched Gender Economics Lab and began speaking around the world on gender diversity, inclusive management and leadership topics. She is a Notre Dame graduate and graduate of University of Michigan Law School. Jennifer has three children, one husband and a dog. Speak Happiness 9

10 The Ren Method 10