Hiring and Managing a Multigenerational Workforce in These Economic Times The talent attraction process just became a lot more complicated as employees in all sectors are being let go. The anomaly is that in spite of labour pool surpluses, attracting and hiring the right people may be even more difficult. The first challenge facing employers is how to attract and select quality candidates given the sheer volume of job seekers using every means possible to be their resume in front of you. Once you have hired them, the second challenge is how do you manage them? While there has been a lot of coverage on how employers are struggling with how to deal with the “millennials” – the latest generation to enter the workforce – there is also the challenge of how to manage them as well as others within the multigenerational workforce. Join Mark Thompson of Clubjobs.ca, and McKinley Solutions to gain some insights on how identify the serious candidates that can bring value to your organization amount the mountains of those that don’t. In addition you will gain new perspective on the values and attitudes about work and life of the different generations as well as how to manage and motivate them.

1. M3
Managing
& Mentoring
Millennials

2. Born 1980 – 1995 ~ Currently 14 – 29

3. Born 1980 – 1995 ~ Currently 14 – 29

4. Myths and Realities
This is a rebellious generation
Reality
Gen Y is fundamentally conservative
They look like risk takers because of their
“job-hopping” but the impetus for this is
new opportunities to learn
Born 1980 – 1995 ~ Currently 14 – 29

5. Myths and Realities
They don’t fit in
Reality
This is a generation of team players
Work environments that use teams well
outperform those that don’t
Born 1980 – 1995 ~ Currently 14 – 29

6. Myths and Realities
Gen Y is unproductive
Reality
Gen Y is more productive than the other
generations (it is to believe but true).
They set their own priorities – boomers often
set priorities based on their inbox
Gen Y chooses their own productivity tools,
rather than waiting for the IT
Born 1980 – 1995 ~ Currently 14 – 29

7. general characteristics
goal oriented
optimistic
connected … 24/7
adaptable
determined
inclusive
entrepreneurial
tech savy
lifestyle centered
hopeful
multitasking
success driven
Born 1980 – 1995 ~ Currently 14 – 29

8. Motivating
& Managing
The old rules don’t matter.
Techno-savy ~ Connected 24/7 ~ Self Confident

9. Motivating
& Managing
They need a sense of ownership
You need to invest in their sense of desire
to contribute in meaningful ways
Optimistic ~ Hopeful ~ Independent ~ Self-Reliant

10. Paying Their
Dues
After the interview, they’re
expecting to be embraced
and considered part of
the team.
Some have spent a lot of
time volunteering – this
they consider
“experience”
Determined ~ Goal Oriented ~ Lifestyle centered

11. A little bit goes a long way
Take time to be a mentor
Let them absorb some of your tricks of
the trade
Provide encouragement
Diverse ~ Inclusive ~ Community/Global/Civic Minded

12. Motivating
They do
n’t wan & Managing
what t
you wa
nted
Millennials are asserting
themselves on the global
stage and attempting to show
that they want to participate at
the “big kids table.”
Pulling together ~ Service Oriented ~ Entrepreneurial

13. Motivating & Managing
Personal Development as a Success
Component
You do have a role in helping guide
successful people under your direction
to the pursuit of their success.
Generation Y ~ Generation WHY ~ Generation Next

14. gen Y @ work wants to
produce
something
seek to make a
worthwhile
difference
comfortable w/ work well w/
Desire
to be a
hero speed & change friends & on teams
expect
r partners well
espect
e
alu ce
w/ mentors v
an
impatie uid
nt g
collaborative, thrive on
resourceful, flexibility &
innovative Space to
love a challenge explore
“Seeing the opportunity & path” – Is IN

15. Leveraging Strengths 2.0
You have the ability to grow your business
on the knowledgebase of young people
who might understand the digital
marketplace better than you do.
Generation Next ~ Nexers ~ Millennials

16. Leveraging
Strengths 2.0
Success-driven millennials understand the
rules better than ever before.
If you give them the keys, let them drive
Baby Busters ~ I Generation ~ Net Generation

17. Y’s Desire for Big Important Tasks
They enjoy the challenge of important
task and tackle them with confidence
They are not deterred in the slightest by
what older workers might perceive as
lack of experience or qualifications
Netizens ~ Gaming Generation ~ Echo Boomers

18. Y’s Attitude About for
Big Important Tasks
I’m doing something that has value
I’ll figure it out
They gave me full responsibility - cool
“Interactivity & Real Time Information” – Is IN

19. Working with Gen Y
Happy to do the task, but not the time
Long hours are not daunting to Gen Y but they
want to work to their schedule, not yours
“One size fits all” – Is OUT

20. Working with Gen Y
If not “Task”, then “Flex”
They are not usually happy
with conventional
schedules
Consider flexible shifts, 4
days weeks, etc …
“Do it because it makes sense” – Is IN

21. Working w/
Gen Y
Upgrade Your Technology
Where Possible
Y’s feel old technology gets
in the way of effectiveness
and efficiency
They do not like to “unlearn”
the latest technology to
get the job done
“Customized and targeted” – Is IN

22. Mentoring Works
Many Y’s like
working with
Boomers
Mentoring
relationships
with Boomers
are valued
“Authentic Behaviour” – Is IN

23. It takes a village
Manager
HR
New Outside
Employee influencer
Mentors
Peers

24. It takes a village
Despite the village,
Managers still
have to manage
HR
Outside
New influencer
Employee
Mentors
Peers

25. Attracting & Retaining Y’s
Communicate in “Y-
friendly” ways
Shift performance
management to task, not
time
Leverage technology to
create efficient
processes
“Streamlined & Efficient” – Is IN

26. Attracting &
Retaining Y’s
Coach first-line managers on
the essentials of managing Y’s
Create a collaborative, team-
based environment
Encourage Boomers in your
midst to mentor Y’s
“Playing Games” – Is OUT

27. Attracting &
Retaining Y’s
Challenge Y’s with tasks
that require “figuring it
out”
Re-design career paths:
frequent, lateral moves –
not necessarily up
“NOW” – Is IN

28. Mark R. Thompson
w: www.clubjobs.ca
e: mark@clubjobs.ca
t: 866-604-6823 X222
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