next generations & retention

9/5/2016

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Next Generations &

Retention

2 | Generation Gap: Real or Imagined?

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� Which is their “horse” before they

believe/behave (“cart”)

� Are all in if they feel a sense of “ownership”

� 51% would rather have no job, than a job they

hate

� 95% are motivated if they understand the

impact of their work

They Want To Belong



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� Perceived as insubordinate

� They believe they offer something of value

� Raised by “peer-ants”

� 65% believe they can mentor older workers

� Learning is a two way street, regardless of

seniority

They Appear Cocky/Self Assured


� But they must “love what they

do”

� Need to connect socially

� Cell phone goes

everywhere…….

� 89% feel they must be

“constantly growing in their job”

� 71% want coworkers to be like

a second family

Work Ethic May Appear Low


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They Are Picky


� But they want work with

meaning

� Hungry to grow

professionally

� Need to be heard by

supervisors

� Desire to make a difference

is core to Millenials

� But they want to be part of the big picture

� 70% say they need “me time” at work

� 75% want a mentor not a boss

� Investing in them will yield a huge ROI

Appear To Be Different


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� They do not separate work

from play

� Work must be fun

� Millennial: “I need

flexibility, respect, and

snacks”

� Baby Boomer: “Give me

my objectives and get out

of my way”

They Will Apply Themselves


Inside a Google office


11 Millennials Create an Org Chart

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Culture of Retention

12 | Culture of Retention

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�What actions can be taken with Exit Data

�Basically an autopsy with low participation

�Departing employees do not want to burn

bridges and often hide real reasons

�“Better Opportunity” is the most frequent

response which is not actionable

How Good are Exit Surveys?


How Good are Employee Surveys?


�Represent the feelings of

the average employee

�Results not weighted, so

importance is lost

�Time to assess, report

and act on results

�Result is usually some

sort of employee program

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�Saratoga Inst - poor leadership causes >60% of

turnover (20K employees over 17 industries)

�Gallup - turnover problem traces back to the

manager (25 years of data)

�Kenexa reports that offering a higher salary is

not enough to retain employees

�Fortune 100 Best Places to Work - 20+ years

of data show that “trust between manager and

employee is the primary characteristic of the very

best workplaces”

Statistics


Google is known as a leader in places to work and

employee retention. Their view is simple:

Best Practice


“What employees value most are

even-keeled bosses who make

time for one-on-one meetings,

who help people puzzle through

problems by asking questions,

not dictating answers, and who

took an interest in employees’

lives and careers.”

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Manager Role (leading survey)


�Clear job expectations

�Good use of employee’s skills/abilities

�Give opportunity to improve skills

�Provide challenging assignments

�Rewarding and recognizing appropriately

�Valuing employee’s opinions

�Environment of cooperation and teamwork

Stay Interviews are intentional discussions to

learn the specific actions, if any, the manager

must take to strengthen the employee’s

engagement and retention with the organization

�Employees hear directly that their bosses care

�Supervisors take ownership for retention

�Employees become more engaged in staying

�Builds trust

Why Don’t We Just Ask Them?


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�What do you like most and least

working here?

�What are your career goals?

�What is your dream job?

�Why do you stay?

�Why might you leave?

�What makes a good day here?

�What more do you want to learn?

�How can I help?

The Stay Interview


“Do or do not. There is no try.”

-Yoda


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next generations & retention

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