Раздел 1. ReadingMillennials in the workplace
Background
Millennials (those born between the early 1980s and the early 1990s) make
up a huge part of our workforce but they seem to lack loyalty to the companies
and the leaders they work for. Multinational companies are noticing larger
turnover rates of millennials as employee retention rates fall. This report
looks at the findings of two large-scale surveys on the mindset of the
millennial generation and explores how organisations can strive to address
these needs, increase employee engagement and encourage retention.
Research
In a global survey conducted by PricewaterhouseCoopers (PwC), more than
40,000 millennial (born between 1983 and 1993) and non-millennial responses
were collected on the topics of workplace culture, communication and working
styles, pay structure, career development, work–life balance, etc.
In a separate global survey conducted by Deloitte, more than 10,000
millennials participated in a study about their perceptions of the threats and
opportunities in the complex world of work.
Key findings
Millennials
are as committed to their work as their more senior colleagues.
Millennials
value interesting work and a good work–life balance. They do not believe
that excessive work demands are worth sacrifices in their personal lives.
Millennials
want flexibility in their working hours and are willing to give up pay
increases and promotions for a flexible working schedule. They believe
that success should be measured by productivity and not by the number of
hours they are seen in an office.
Millennials
want to feel supported and appreciated by their company and their
superiors.
Millennials
want more opportunities to develop their skills. These include
technological skills, teamwork and interpersonal skills.
Millennials
believe that businesses and business leaders should contribute to the
improvement of society and they are more likely to be loyal to a company
with strong ethics.
Recommendations
Organisations and managers wanting to retain
millennials should consider:
·
monitoring their workload and satisfaction levels with their work–life
balance
·
creating a flexible work culture where employees have more control over
their working hours and their work location
·
providing meaningful work and interesting opportunities
·
offering help and support in continuing professional development
·
changing the organisation’s goals from being mainly about profit-making to
motives that address social concerns and solve wider societal problems.