There is much discussion in the PR and communication industry about the role and impact of the millennial generation on the workforce and workplace culture. Research shows that millennial communication professionals (MCPs) are the most diverse and socially and politically engaged generation to date, and that they expect organizations to be diverse and inclusive. However, there is a gap between desires and expectations, and how to actually achieve these conditions. This slideshow was featured in a webinar, hosted by The Plank Center for Leadership in Public Relations. The webinar focused on research about the experiences of MCPs, and specifically addressed the following: - What does research tell us about MCPs and their views on diversity and inclusion? - How do minority MCPs manage cultural perceptions – their own and those of others about them? What can this teach us about unconscious bias, stereotyping and how to avoid pigeon-holing of minority MCPs? - What can be done, on the individual level and the organizational level, to actualize workplace cultures that are open, diverse, supportive and inclusive? How can MCPs work with other generations towards this goal? Presenters included: Dr. Bruce Berger, Professor Emeritus of Advertising & Public Relations, University of Alabama Aerial Ellis, Instructor of Public Relations, Lipscomb University Dr. Juan Meng, Associate Professor of Public Relations, University of Georgia Sarah Elise Vasquez, Brand Intern at Edelman (Los Angeles) Moderated by: Leah Seay, Assistant Manager, Public Policy Communications, General Motors

1. Millennials,
Diversity and Inclusion in
the PR Industry

2. Aerial
Ellis
Sarah
Vasquez
Dr. Juan
Meng
Dr. Bruce
Berger
Leah
Seay
Meet The Presenters

3. How Millennial Leaders
Have Redefined
Diversity & Inclusion
Aerial Ellis
Instructor, Lipscomb University

4. Imagine a world where everyone’s ideas are valued —
where risks are taken to support high-potential,
dynamic leaders as they realize their dreams and solve
problems within their communities.

5. Culture is a way of life.
Culture is organic.
Culture emerges.

6. The globalization of business, music,
education, politics, social media and even
the recent #BlackLivesMatter movement
has taken hold and our patterns of
competence, communication and
consumption have shifted dramatically.#

7. Why?

9. Why?

10. Change is complex
FRUSTRATION
RESISTANCE
ANXIETY
CONFUSION

12. GENERATIONS THAT
ASK WHY NOT
SOCIAL ENTREPRENEURSHIP SOLVES PROBLEMS BY
DISRUPTING THE SYSTEM.

13. The term ‘millennial’ applies to individuals who reached adulthood around
or after the turn of the 21st century born between 1980 and 1995.
Known as Generation Y, millennials directly follow Generation X as the
last generation born in the 20th century. Today, there are 1.7 billion
millennials making up one-third of the global population.
They are defined as an “ethnically diverse generation who are team
players, optimistic, confident, trusting of authority, rule-followers, achievers
in school,and generally achievement-oriented in everything they
undertake.”
(Howe and Strauss, 1992)

14. • Silent Generation (b. 1928-1945)
• Baby Boomer Generation (b. 1946-1964)
• Generation X (b. 1965-1979)
• Generation Y/Millennials (b. 1980-1995/2000?)
• Generation Z/Digital Natives (b. 1996 - 2012)

15. ACCORDING TO US CENSUS BUREAU STATISTICS…
there are more than 80 million
millennials in America.
Millennials are the largest
generation in history.
Millennials will make up an
estimated 75% of the workforce by
2025, ultimately changing the face
of organizational leadership.

16. Organizational leaders are becoming
increasingly concerned that they soon
will be unable to find the talent they
need to succeed, with a shortage of
suitably skilled workers as the single
biggest worry.
Businesses are competing fiercely for
the best available talent to replace the
retiring boomers in the upcoming years.
Every year, more and more of that
talent will be recruited from the ranks of
millennials.

17. WHY MILLENNIALS MATTER
• Reason 1: Millennials are critical to organizational success and
sustainability
• Reason 2: Millennials can quickly learn the ropes then come for
the boss’s job
• Reason 3: Millennials have options. We can decide we don’t want
to work for someone
• Reason 4: Without millennials, organizations will start to wane.

18. MILLENNIALS ARE LEADING A CULTURAL SHIFT
A culture shift in the population shows that
60% classifying as non-Hispanic white in
comparison to 70% of the previous
generation.
Of millennials in the US, 59% are white and
27% have immigrant backgrounds. The
ethnic profile of the millennial is far more
blended that than of previous generations.
There are millennials who come from an
increased percentage of single-parent homes
and blended families.

19. MILLENNIALS NEED EXPRESSION AND
ACCEPTANCE
Millennials are much more concerned about
diversity of thoughts, ideas and philosophies
with an unending curiosity to understand
differences and explore opportunities for
collaboration.
This means organizations are forced to rethink
and redefine their approach. The millennial
generation has compelled organizations to
consider a combination of unique traits to
overcome challenges and achieve business
goals as the diversity of experience and the
inclusion of thought become increasingly more
crucial to future innovation.

20. MILLENNIALS COMMAND INCLUSION & INNOVATION
As millennials move into leadership, a transformation
in traditional diversity and inclusion models will
challenge past approaches and break barriers that
have hindered the progress.
Connectedness is part of the millennial’s DNA and
breeds the kinds of transformation organizations will
command.
This generation is a likely catalyst to show how
advocacy, learning, and leadership can collectively
leverage opportunities to see greater inclusion and
innovation.

21. Resources Voice Power

22. LESSONS OF LEADERSHIP
1. Career, Entrepreneurship, Intrapreneurship
2. Problem Solving, Disruption, Innovation
3. Ambition, Decision Making, Goal-Setting
4. Influence, Access, Creativity
5. Profit, Passion, Purpose
6. Faith, Meditation, Mindfulness

23. Perception in the
workplace
Sarah Vasquez
Brand Intern, Edelman (Los Angeles)

24. Hi, I’m _______.

25. WHAT’S IN A FIRST IMPRESSION?
• 38% of what makes up a first impression is how you
sound
• 55% of a first impression is based off of physical
appearance
• 7% of a first impression are the words you say

26. WHAT INSIGHTS CAN BE FOUND FROM FALSE IMPRESSIONS?

27. REDEFINING YOURSELF

28. IN THE NEWS
VS.
REAL LIFE

29. Confident | Connected | Open to Change
Juan Meng, Ph.D., University of Georgia
Millennial Communication
Professionals (MCPs)
in the Workplace

30. MILLENNIALS
DEFINE DIVERSITY
DIFFERENTLY
“Millennials are more likely to
define diversity as pertaining to
the individual mix of unique
experiences, identities, ideas,
and opinions.”
“Diversity is a variety of cultures
and perspectives working
together to solve business
problems.” Source: The Radical Transformation of Diversity and Inclusion: The Millennial Influence, Deloitte, 2016

31. MILLENNIALS ALSO
DEFINE INCLUSION
DIFFERENTLY
“When it comes to defining inclusion,
Millennials focus primarily and
extensively on teaming, valuing a
culture of connectivity, and using
collaborative tools to drive business
impact.”
“To me, inclusion is “all individuals
and their uniqueness to move toward
a group-involved, group-directed
action and conclusion.”
Source: The Radical Transformation of Diversity and Inclusion: The Millennial Influence, Deloitte, 2016

32. OUR APPROACH: TWO ONLINE SURVEYS
• Self-perceptions of MCPs (n=420) vs. Perceptions of MCPs by MGRs (n=420)
• Studied: Workplace values and attributes, engagement, leadership capabilities, leadership development,
recruitment and retention drivers, careerism

33. KEY QUESTIONS ASKED IN THE
STUDY
Workplace
values and
attributes
Engagement
Leadership
capabilities
Leadership
development
Recruitment
and retention
drivers
Careerism

34. WE ALL AGREED THAT WE VALUE
DIVERSITY AND INCLUSION!
% agree with statement MCPs MGRs
Value diversity of people at work 87.5% 81.2%
Value work-life quality more than
income
71.4% 60.3%
Very supportive of social causes
and socially responsible companies
84.1% 82.8%
Prefer working in teams 57.8% 67.1%

35. MCPS VS. MGRS ON
DIVERSITY & INCLUSION
5.97
5.21
5.73
4.67
5.65
4.69
5.56
4.98
4
4.5
5
5.5
6
6.5
7
I value diversity of people at
work.
I value work-life quality
more than income.
I am very supportive of
social causes and socially
responsible companies.
I prefer working in teams,
rather than working alone.
MCPs MGRs

36. FEMALE AND MALE MCPS HAVE
DIFFERENT PERCEPTIONS
6.11
5.21
5.86
4.6
5.71
5.2
5.47
4.82
4
4.5
5
5.5
6
6.5
7
Value diversity of people
at work
Value work-life quality
more than income
Very supportive of social
causes and socially
responsible companies
Prefer working in teams
Females
Males

37. THE ROLE OF DIVERSITY IN
RECRUITMENT
% agree with statements MCPs MGRs
It seemed to be a very socially-
responsible organization.
74.6% 69.9%
It seemed to offer a balanced work-
life approach.
82.4% 75.4
It appeared to have a very open
and positive culture.
85.2% 79.9%

38. ORGANIZATIONS DID A GOOD JOB IN
ADDRESSING DIVERSITY WHEN RECRUITING
5.42
5.58
5.76
5.22
5.31
5.58
MCPs MGRs

39. ORGANIZATION’S RETENTION EFFORTS IN
DIVERSITY AS PERCEIVED BY MCPS AND MGRS
% agree with statements MCPs MGRs
My organization has made efforts to
support a balanced work-life
approach.
79.1% 80.7%
My organization has made efforts to
embody an open and positive
organizational culture that values
diversity.
82.1% 86.7%
My organization has made efforts to
engage in socially-responsible
strategies and programs.
77.1% 77.8%

40. EFFORTS HAVE BEEN MADE.
IMPROVEMENTS ARE EXPECTED.
5.52
5.61
5.4
5.46
5.68
5.38
Supports a balanced work-life
approach
Embodies an open and positive
organizational culture that
values diversity
Engages in socially-responsible
strategies and programs
MCPs

42. How MCPs & PR Teams Can
Boost Diversity and Inclusion
in Their Organizations
Bruce K. Berger, Ph. D.
Professor Emeritus, University of Alabama

43. A CHANGE MANAGEMENT PERSPECTIVE
1. MCPs value diversity, inclusion, transparency, community…more so
than bosses
2. D&I is a generational value…but cultural change is the bigger
issue
3. Change management focuses on moving from:
-- Desired change to realized change --
4. MCPs/PR teams can lead D&I by being the change:
--Individual level
--Functional/organizational level

44. CHANGE MANAGEMENT: WHAT WE KNOW
1. Change is a constant condition in ORGs:
--Technologies: impact on markets, publics, COMMs
--Demographics: needs for D&I, engagement, top talent
--World tensions: politics, distrust, incivility, privacy issues
2. 75% of strategic change plans fail
3. The 20–60–20 rule still applies
4. The productivity gap persists: cycle time for change
Announce change Enact change
GAP
People must learn of change, understand it, believe in it, and act on it.
Communication shortens time to do so—reduces the productivity gap

45. SUCCESSFUL CHANGE
MANAGEMENT
Three foundation stones:
1. Leaders
No leader support? No real change!
2. Communications
Can’t over communicate if do it right.
3. Organizational cultures
The BIG culture question: Enable, impede or block?
Change management is primarily about the people side of change.
The emotional side of change is difficult to overestimate.
Craig Pearce

46. PR LEADERS ARE
CHANGE AGENTS
“The best communicators are agents of change—
responsible change to enable our institutions to serve
better. And in the process to fulfill and balance
responsibilities to customers and clients, owners,
employees, and the community of which we’re a part.”
(Betsy Plank, 1984)

47. HOW CAN MCPS DRIVE D&I CHANGE?
1. Individual level
Tell compelling stories*
• Understand, link to real issues
• Construct a rich D&I narrative
--Vision + real benefits for ORG
--Case examples, success stories, best practices
Tell stories compellingly
• Build interpersonal skills (listening, emotional IQ)
• Find, polish your story voice (1-5-10 minutes)
*Walt Fisher’s (1978) narrative paradigm. Power of stories, emotions vs. data.
Coherent and credible stories touch emotions—the people side of change.

48. HOW CAN PR TEAMS DRIVE D&I?
2. Functional/organizational level
Model the way in the unit
• Unit profile is D&I
• Treatment fair, respectful to all
• Speaking up—no fear of retribution
• Empowerment’s real
Push back on ORG culture
• Assess communication climate, system
• Identify cultural, structural barriers
• Create culture for communication: D&I framework

49. CULTURE FOR
COMMUNICATION
Qualities of this culture
vCommunication embraced
vListening valorized
vDecision-making shared
vMGRS, supervisors empowered
vIdeas, POVs shared w/o fear of retribution
v2-way, multiple channels used
vParticipative vs. authoritative
vNon-bureaucratic systems and processes in place
What is
vs.
what might be
in
communication-
centered
organizational
culture

50. KEYS TO DRIVING D&I IN ORGS
1. View D&I as cultural change issue
2. Believe it: MCPs/PR teams can be the change
3. Model the way as a team
4. Tell compelling stories…compellingly
5. Push back on culture and structure
6. Create a culture for communication

51. Questions.

52. Thank You.