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How Millennials Are Breaching Norms at Work and Home

June 23, 2015 Ira S. Wolfe

Major League Baseball Hall of Famer Yogi Berra once said, “The future ain't what it used to be." Although he used the saying in the 1970s, the popular quote also aptly describes the state of our workforce today—especially now that every millennial is old enough to work.

For the first time, the millennial generation, or those born between 1980 and 1996, will dominate the workforce this year based on their size alone, eclipsing the Baby Boomers and Generation X. As a result, every aspect of the traditional working world will be turned upside down—from employee retention, benefits, recruiting strategies, to office culture and beyond.

Despite a plethora of millennial-focused musings in the HR industry, managers are still scrambling to understand the unique ideology they bring to the workplace.

Here, five millennial trends impacting the future of work:

1) Millennials make up the majority of workers, starting this year.

For many employers, the millennial “doomsday" has arrived. They now make up 35 percent of the workforce. With both Baby Boomers and Gen X holding down about 31 percent each, that officially makes the millennial generation a force to be reckoned with—compare that to just five years ago when the millennials made up only 25 percent of the workforce, and 10 years ago at only 15 percent.

That's a problem for companies who are still trying to figure out how to attract, manage and retain a younger generation with very different work values than the Baby Boomer, the generation that re-wrote other workforce rules half a century ago.

2) Millennials bring different skills to and want more transparency from their jobs than older workers.

How do hiring managers see millennials? Well, the good news is they are seen as more adaptable, creative, open to change and entrepreneurial compared to Gen X. But 80 percent of hiring managers also view them as narcissistic and 65 percent view them as more money-driven than their predecessors. But compare that to what millennials say they want: exciting work, a good mentor and enjoyable coworkers. Managers who want to retain their millenial employees must appeal to their needs for transparency, regular feedback and fairness.

3) Millennials have fostered a new freelance-driven economy.

Millennials' unique workplace skills and desires have led to the "gig economy". A recent study shows that 69 percent of millennials would prefer to freelance if they could find enough projects to earn the salary they are worth and 79 percent would quit their regular job and work for themselves. But millennials are not alone—many workers from all generations feel the same way. Over one-third of the workforce today is considered a freelance employee, independent contractor or temporary worker.

4) Millennials value learning when employed full-time.

Attracting qualified and skilled millennials is difficult enough. Retaining them is even harder. What do millennials value most? Training is crucial—according to a study from Mindflash, 32 percent of millennials say their company lacks adequate training, so they seek out opportunities for themselves. Flexible working hours and cash bonuses rank high as well.

Traditional benefits that motivated the Baby Boomer generation such as more vacation pay, a company car, maternity benefits and travel reimbursement are much less important to the younger population.

5) Fewer people under 30 are getting married, which means more mobility.

Expectations around marriage are changing. In 1960, more than 6 out of every 10 people under 32 years old were married. Fifty years later, the percentage of married people under 32 is less than 30 percent, and falling. With no spouse and often no kids (and no home), millennials are more mobile. They have fewer traditional obligations that used to keep workers from quitting their jobs like families, mortgages and car payments. Those barriers are gone, and with it the ties that kept employees working for the same employer for extended periods.

With the lines between work and life blurring, it's worth examining both societal changes at home and in the office to fully understand this generation. "Millennial" can no longer just be a buzzword thrown around the room like a hot potato—it's time for HR leaders to embrace the new workforce majority, and as a result, embrace the new world of work.

Photo: Creative Commons

About Ira S. Wolfe

Ira S. Wolfe is a nationally recognized thought leader in workforce trends and an expert in employee and career assessment testing.  Wolfe is president of ... more

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For Millennials, Is a "Pre-Cation" the Next Big Perk?

April 15, 2015 Larissa Faw

Last year, San Francisco-based real estate startup 42Floors made headlines with an innovative new policy to attract young talent: Paid vacation for new employees before their first day on the job.

This "pre-cation" perk began as a one-off incentive for a burned-out candidate. "Every other company he was talking to was asking, 'How soon can you start?'" Jason Freedman, co-founder and CEO of 42Floors, told Slate. So Freedman made the candidate an offer with an unusual catch: Take two paid weeks off before officially starting. After seeing how refreshed and energized the employee was on his first day, Freedman decided to start offering pre-cations to all new hires.

While this pre-paid time-off perk has yet to catch fire among employers—the other company advertising a similar program is San Francisco-based software company Atlassian—it does represent a larger trend in how millennials value work-life balance. "Money isn't what drives millennials," says Stav Vaisman of Fame Media, who is both a millennial and primarily employs them. "They value their time."

As millennials increasingly become the majority of the American workforce, pre-cations represent a concept that HR executives need to examine and potentially integrate into their own benefits.

Finding Time to Travel

Millennials are already embracing their own version of the pre-cation in between jobs. People ages 18 to 26 work an average of 6.2 jobs before their 27th birthday, according to the U.S. Labor Department. Tina Wells, millennial expert at Buzz Marketing Groups, says it's not uncommon for this generation to strategically plan their exit and entry at a new job to complement their travel plans.

Lexi Scholes, for instance, quit her advertising job in the spring with the foresight that she would spend some time before she started grad school in the fall. She plotted her time off strategically and turned down a "really good job offer" in order to travel, volunteer and enjoy herself before getting back into the daily grind—even though her parents felt she was hurting her career trajectory with this months-long break.

"Millennials watched their parents work for 40-50 hours each week, invest their money and it all went away," says Wells. "They see the work-life balance differently. Their parents were all about work. Millennials want to live their lives."

Breaking Away from Our Workaholic World

Millennials aren't willing to sign up for the grind of a job that their parents and grandparents accepted. The one-size-fits-all 14 days a year vacation policy is no longer sufficient to retain or attract young employees.

Fame Media's Vaisman says he has had to relax his vacation policy enormously over the past 15 years to accommodate millennial workers. "Instead of a set number of days, we now have a flexible honor system that says you do what you need to do. I used to be much more traditional, but had to become less rigid with today's culture and how people approach work."

Unlimited vacation is increasingly common: Forbes reports that three percent of businesses currently offer the policy, including Virgin Media, Netflix, Zynga, HubSpot and Evernote. Companies are adopting other non-traditional vacation policies, too. Buzz Marketing shuts down for an entire two weeks in August so everybody on staff is off at one time, rather than have people cover for one another while on tiered vacation schedules. "We are all on the same page, so all of our clients know we are gone and then we are all back, hard at work," says Wells.

Top Talent Wants Time Over Money

As the U.S. economy continues to recover, it is likely that companies will begin to explore novel perks like pre-cations in order to appeal to Millennial workers. "Realistically, [pre-cations] are a small but interesting manifestation of how employers are experimenting with ways to attract and retain the best talent," says Nate Graham, Cultural Strategist, sparks&honey.

Greg (who asked not to be identified by his last name) recently chose one job over another opportunity that was equal in all matters except one: His accepted position paid $3 less per hour and offered four more vacation days each year. "I thought it said something about the company that they let us have more time off than usual. Yeah, I could have been paid more, but [the vacation time] says something about their priorities."

Ultimately, employers can only control one side of the equation, says sparks&honey's Graham, "so having a workplace that's equipped and focused on obtaining value from this new millennial mindset is increasingly important."

Photo: Charles Coy

About Larissa Faw

Larissa Faw is a business journalist who contributes to Forbes and Mediapost, and writes a syndicated business column running in U.S. newspapers. She writes about Millennials, workplace trends and career mavericks, and can be reached at ... more

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Will That Tattoo Cost You a Job?

March 16, 2015 Larissa Faw

Glance across at your neighbors next time you're in a coffee shop or on the train — how many tattoos can you spot (including, perhaps, your own)?

From Sanskrit symbols to colorful sleeves, getting inked has moved from a counterculture movement to a pop culture norm, particularly for young people. The most recent survey from Pew Research Center found that four in 10 millennials have at least one tattoo. And 12 percent of those with ink have tattoos that can be seen by managers and coworkers, according to Salary.com.

The Lasting Taboo

With increasing competition to attract and retain top talent, employers understand the need to create a corporate culture that welcomes diversity and allows for personal expression. However, the long-standing taboo against tattoos in the workplace is proving hard to shake. The majority of HR and hiring managers still feel tattoos and piercings destroy career opportunities and advise interviewees to hide any body art. 

According to a recent survey from Salary.com, 76 percent of Americans feel tattoos and piercings hurt an applicant’s chances of being hired during an interview. The same survey found 39 percent believe employees with tattoos and piercings reflect poorly on their employers. In fact, 42 percent feel visible tattoos are always inappropriate at work, with 55 percent reporting the same thing about body piercings. 

"Public relations agencies tend to mirror the dress of our clients," says Stacey Bender, CEO of the Bender Group. "Regarding my staff, which is a mix of slightly older and younger [employees], most dress professionally and have no visible tattoos or piercings other than earrings. When I have had staff with more visible tattoos and piercings, I generally ask the employee to cover or tone it down for office client meetings or events."

Bender's comments reflect the consensus of many Wall Street and Fortune 500 companies. But a shift in other industries indicates that attitudes may be beginning to change.

A Generational Clash

Startups and more artistic or entrepreneurial outfits, for example, are evolving toward more liberal dress codes. Even Starbucks now lets employees openly display their tattoos at work, just as long as their tattoos are "tasteful" and are not on their face or throat. 

At Blue Ribbon Bags, a tech-savvy startup in the travel industry, executives say they don’t have any qualms about employees with tats. "If our staff has piercings or tattoos, we are completely comfortable so long as the production is strong," says President Daniel Levine. "As a young company, our staff is also under 40, so that is part of our mindset."

For companies seeking to find a middle ground, the advertising industry might be the best model. There, it's typical for younger employees – such as junior creatives – to sport tattoos, while higher-ups running large accounts or departments rarely have body art. The norm may shift as younger employees advance, but for now, the generational difference can lead to potential misjudgment of their abilities and experience. 

"We have on occasion told creatives that their clothing — jeans, t-shirts, shorts, flip flops, sneakers – could send signals in the agency and at the client that they are junior," says Sandy Greenberg, CEO of The Terri and Sandy Solution. "And [appearance] might send signals that they don't have the credentials necessary to spearhead an account." 

Photo: Shutterstock

About Larissa Faw

Larissa Faw is a business journalist who contributes to Forbes and Mediapost, and writes a syndicated business column running in U.S. newspapers. She writes about Millennials, workplace trends and career mavericks, and can be reached at ... more

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Webinar: 6 Ways to Engage the Next Generation of Government Talent

March 03, 2015 Miranda Ashby

With shrinking budgets and an aging workforce, federal and defense organizations face several unique challenges in building their next generation of leaders. Baby Boomers are reaching retirement age, taking skills and knowledge as they leave, and morale is decreasing, fueled by work and pay freezes during the government shutdown last year. Today's government HR professionals not only need to consider how to recruit young, top talent, but also how to retain current and future leaders. 

By the year 2025, Millennials will make up approximately 75 percent of the workforce. However, only 11 percent of current government employees are Millennials, according to the US Office of Personnel Management – indicating the potential for a major talent gap in the industry. According to our upcoming 2015 Human Capital Management (HCMG) report, the number one concern of government employers is finding qualified job candidates – with 68 percent of respondents listing it as their top priority. Yet at the same time, nearly half of respondents have no recruitment strategy in place for attracting Millennials, who make up the majority of candidates. 

In order to compete with the private sector for the strongest candidates, government HR professionals should focus on ways to connect with mobile, social Millennials, as well as how to establish agency cultures that attract young employees. 

Join our webinar, Engaging the Leaders of the Future, on Thursday, March 19, to learn about trends in succession planning and how to build an effective agency culture. A panel of federal government HR professionals will share key findings, personal experiences and best practices around engaging the next generation of government talent as reported in our 2015 HCMG survey. 

Below are a few strategies panel members will discuss: 

  • Engaging Millennials through social media and internships
  • Building employee engagement and attracting top talent through new benefits
  • Assessing the value of institutional knowledge to avoid retirement negatively impacting current programs 
  • Implementing more effective internal communications and creating opportunities for employee feedback
  • Working with leadership teams to further talent management and performance goals 
  • Building the case for unified talent management solutions and determining what works best for your agency 

Registration is open now for the free webinar. Sign up here.

About Miranda Ashby

As a 20-year federal sales professional and leader, currently a Senior Director with Cornerstone OnDemand, Miranda Ashby has developed successful client relationships with an impressive number of federal agencies tackling the ongoing challenge of unified talent... more

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Which Flextimer Are You? [Infographic]

February 11, 2015 Charles Coy

We email before breakfast and after dinner. We hold meetings from cars, bedrooms and street corners. And anything from a coffee shop to an airport lounge can be an office — as long as it's got speedy Wi-Fi and a free outlet.

As the borders between work and life continue to erode, the Industrial Age concept of a traditional 9-to-5 workday suddenly seems almost quaint.

(Click to enlarge)

Constant connectivity has a dark side (see: overwhelmed employees), of course, but it also paves the way for something overwhelmingly positive: more customizable, human-focused schedules. Flextime policies, which reinforce a company's commitment to work-life balance, are powerful recruitment and retention incentives. And when implemented effectively, a recent study from the University of Minnesota found, they help employees feel more in control and supported by their managers. 

But what, exactly, does a workday on flextime look like? As our latest infographic shows, flextime policies are particularly attractive for three types of workers: Millennials, working parents and semi-retirees. And for each demographic, a personalized schedule might play out in very different ways.  

Millennials

For Millennials (and, soon, Generation Z), flexible schedules are less a perk, more a requirement — reflecting a general disillusionment with the concept of the 9-to-5 grind. A Price Waterhouse Cooper report recently found that Millennials, as a whole, are "unwilling to commit to making their work lives an exclusive priority." They expect to be evaluated on performance, not hours logged. They value the opportunity to start their work later in the day, or work later in the night, as they see fit.

Working Parents

Without flextime, the average working mom with a full-time job and young children works 33.8 hours a week, according the Bureau of Labor Statistics' American Time Use Survey. For many working parents, a flexible schedule is the only way to "have it all." Given the freedom to organize their own workdays, parents can tag-team child-rearing responsibilities and log full-time hours while still managing to be home in time for dinner or present at a soccer game. The key, many find, is leaving work earlier than co-workers and finishing up the workday after children's bedtimes.

Semi-Retirees

The concept of an all-or-nothing retirement is becoming as irrelevant as the 9-to-5. Nearly two-thirds of workers ages 16 to 64 say they prefer a gradual transition to retirement, according to a survey by the Transamerica Center for Retirement Studies. Flextime arrangements allow Baby Boomers to make a more gradual downshift: reducing hours over time, taking a more project-based approach to work and accommodating caregiving needs for ailing parents.

About Charles Coy

Charles Coy is to the Cornerstone Blog what air is to fire.

Charles is interested in the ways that technology can impact how organizations evaluate, motivate and value their employees.

Charles brings a background in public policy analysis and... more

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Why Matching Millennials with Boomers Might Save Tomorrow's Workforce

January 12, 2015 Charles Coy

Retirement, once the end goal for workers, has a different meaning today. People want to keep working — both because they can and because they need financial security through increasingly longer lifespans. At the same time, once they retire, older workers often take their industry — or “tribal" — knowledge with them.

“Retirement is defined in our society and our culture as an on-off switch. You’re retired; you’re not retired,” says Cash Nickerson, president of aerospace and defense engineering staffing firm PDS Tech. “[But] imagine a world where you climb up the corporate ladder and decelerate down it, and that downward slope is not one year or one day."

Nickerson and his team are addressing institutional knowledge loss head-on by creating programs to help younger workers get industry-specific crash courses from “semi-retirees” — experienced people who aren’t ready to give up work, but don’t want to work full time, either. The idea: Play matchmaker between the two groups and everybody benefits. Or, as Nickerson puts it, "during that deceleration, semi-retirees can help somebody accelerate up."

Today's Talent Barbell

In a perfect world, the population distribution would support the traditional notion of retirement. When senior-level executives retired, the next-level employees would be promoted up through the chain of command. Today however, the workforce population looks like a barbell: There are about 78 million Baby Boomers, 48 million Gen Xers and 70-80 million Millennials. That next-level employee, increasingly, simply does not exist.

The knowledge gap between the most senior workers and the most junior won’t fix itself, Nickerson says. “The demographics are out of whack. So you need structures to bridge the loss of institutional knowledge,” he says.

A "Boomer in Residency" Program

One such structure is the center of excellence model that Nickerson and his colleagues at PDS Tech have built in partnership with various aerospace and defense engineering companies. His firm hires semi-retirees with the right industry experience, and companies send recent graduate hires to the center to learn from veterans.

“Sure, there’s technical engineering and technical IT instruction, but then there are specific ways that company A does it. People who work at company A can pass that blueprint on,” Nickerson says. “It’s sort of like an outsourced intergenerational learning experience. I like to compare it to a doctor in residency program,” Nickerson says.

Why the Multigenerational Approach Matters

Accommodating seasoned workers with innovative approaches to retirement (or semi-retirement) benefits three critical groups, according to Nickerson. First, workers benefit from financial security and health reasons. Research into “productive aging” shows a correlation between terminating work and health issues. Second, companies that value and support older workers benefit from preserving institutional knowledge. Finally, accommodating semi-retirees benefits the government, which needs people to work longer to support Social Security, Nickerson says.

He’s optimistic about fostering meaningful connections between seasoned workers and new hires, an approach that HR departments in any number of industries can learn from. “That multigenerational, intergenerational knowledge center to me is the greatest opportunity,” he says. 

Photo: Facebook/GoodWillHuntingMovie

About Charles Coy

Charles Coy is to the Cornerstone Blog what air is to fire.

Charles is interested in the ways that technology can impact how organizations evaluate, motivate and value their employees.

Charles brings a background in public policy analysis and... more

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For Millennials, It’s Purpose or Bust

October 22, 2014 Charles Coy

We all want fulfilling jobs, but Millennials take that need for purpose to a whole new level. The youngest generation in the current workforce, these 18-to-34-year-olds have a strong yearning to be part of something bigger than themselves. They seek a balanced life, and they’re on an endless search for happiness, Karl Moore, a professor at McGill University, writes in Forbes.

Moore says that Millennials posses unique and seemingly contradictory priorities: altruism and self-interest. In other words, they want to do good, but they also want to know that their career trajectory is heading in the right direction. “[Millennials] are constantly questioning where they are going next and why,” Moore says. “That is, which position they will hold next. If your organization can’t tell them that, they’ll seek out another firm that will.”

Millennials will make up half of the U.S. workforce by 2020, so employers can’t afford to ignore their demands. Moore offers several recommendations for employers to engage with and help retain Millennial talent.

Onboarding matters

Only 31 percent of recent graduates think that companies properly integrate new employees, Moore says. He blames poor communication. “Orientation provides a clear sense of the company’s purpose, mission, value and goals and where an individual fits in the grand scheme of things,” he says.

Work-life balance is essential

The majority of Millennials are unwilling to make their work lives an exclusive priority, even with the promise of substantial compensation later on, according to research from PwC. Moore says that he’s seeing companies pick up on this trend. Consulting firms send traveling employees on shorter trips, for example. Deloitte supports a support group for young working fathers called “Deloitte Dads.”

Prioritize purpose

“Many more of the undergrads and MBAs today are looking into working for NGOs, or at least for corporations which have serious Corporate Social Responsibility programs,” Moore says. Millennials want to feel like their 9-to-5 has meaning, and while that idea is built in for employers like hospitals and schools, firms from banks to retailers will need to focus on their sense of purpose.

As Millennials increasingly make their mark on the workplace, companies will need to fill their demands if they want a retention rate beyond 0-2 years.

h/t: Forbes

Photo: Can Stock

About Charles Coy

Charles Coy is to the Cornerstone Blog what air is to fire.

Charles is interested in the ways that technology can impact how organizations evaluate, motivate and value their employees.

Charles brings a background in public policy analysis and... more

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Go West Young Man: Top 5 Cities Millennials Want to Live (And Work) In

October 17, 2014 Charles Coy

As Millennials continue to join the workforce in droves, companies have learned that these 20-somethings are a complicated bunch. Not much is black and white for them: sometimes they opt for flexibility over higher pay, they like change and movement and they want to live in an urban environment rather than stake a claim in the 'burbs with a white picket fence. As we continue to understand what makes a Millennial tick, there are some cities that have a handle on how to attract them — and get them to work.

Here are five urban areas that claim the top market for Millennials, according to a recent report from Nielson:

1. Austin, TX — Percent of U.S. Millennials: 16

  • Metro Population: 1,889,700
  • Major Industries: Technology, pharmaceutical, biotechnology
  • Median Household Income: $58,932
  • Median Home Price: $221,600
  • Unemployment: 4.3% 
  • Job Growth (2013): 4.6%
  • Cost of Living: 10.1% above national average
  • Largest Employers: Dell, Freescale Semiconductor, IBM, Apple, AT&T
  • Fastest Growing Companies: Simpler Trading, Main Street Hub, Phunware

2. Salt Lake City, UT — Percent of U.S. Millennials: 15

  • Metro Population: 1,181,300
  • Major Industries: Tourism, health care, transportation
  • Median Household Income: $61,451
  • Median Home Price: $237,600
  • Unemployment: 3.6%
  • Job Growth (2013): 3.0%
  • Cost of Living: 3.2% above national average
  • Largest Employers: Delta Airlines, Qwest Communications, Novus
  • Fastest Growing Companies: Goal Zero, Equinox Business Solutions, VRx

3. San Diego, CA — Percent of U.S. Millennials: 15

  • Metro Population: 3,222,600
  • Major Industries: Defense, tourism, technology
  • Median Household Income: $63,925
  • Median Home Price: $460,600
  • Unemployment: 6.5%
  • Job Growth (2013): 2.6%
  • Cost of Living: 22.8% above national average
  • Largest Employers: AT&T, Cox Communications, Qualcomm
  • Fastest Growing Companies: Multifamily Utility, PhotoBin, Paradigm Mechanical

4. Los Angeles, CA — Percent of U.S. Millennials: 14

  • Metro Population: 10,058,600
  • Major Industries: Entertainment, aerospace, tourism, technology
  • Median Household Income: $55,145
  • Median Home Price: $397,300
  • Unemployment: 8.2%
  • Job Growth (2013): 2.7%
  • Cost of Living: 18.7% above national average
  • Largest Employers: Target, Bank of America, Walt Disney, Home Depot
  • Fastest Growing Companies: Fuhu, Quest Nutrition, American Solar Direct

5. Denver, CO — Percent of U.S. Millennials: 14

  • Metro Population: 2,687,300
  • Major Industries: Aerospace, telecommunications, technology
  • Median Household Income: $62,222
  • Median Home Price: $278,400
  • Unemployment: 5.7%
  • Job Growth (2013): 3.6%
  • Cost of Living: 6.5% above national average
  • Largest Employers: HealthONE, Comcast, United Airlines, IBM
  • Fastest Growing Companies: LED Supply, Stoneside Blinds & Shades, Phidiax

Images via Canstock Photo

About Charles Coy

Charles Coy is to the Cornerstone Blog what air is to fire.

Charles is interested in the ways that technology can impact how organizations evaluate, motivate and value their employees.

Charles brings a background in public policy analysis and... more

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In the News: How Tech Can Keep Portland Weird — And Employed

October 01, 2014 Charles Coy

Portland has a problem. And, in many ways, it's not a bad one. According to New York Times Magazine, the Pacific Coast city has attracted — and retained — college-educated young people at the second highest rate in the nation. So now what?

While a number of recent college grads relocate to cities like San Francisco, Los Angeles or New York for the bustling economies and job opportunities, another group of Millennials is moving to Portland to, well, move to Portland. Though the area is home to some outdoor sports apparel businesses such as Nike and Columbia Sportswear, Portland isn't really a destination for the burgeoning tech industry that most Millennials want to get a piece of. The fact remains, though, that a number of these young Portlandians are without jobs. 

The good news: the tech industry is providing ways for college-educated workers to have their cake and eat it, too. Companies that are open to the possibility of a remote workforce will be able to cast a much wider net when recruiting talent. Most Millennials cite workplace flexibility as a top priority at their current (or prospective) place of employment. Flexibility can be defined in many different ways, but for swarms of educated young people who want a big city job with a smaller city life, remote work is where it's at. And, it seems, where it's really at is in Portland.

Read more about Portland's growth among the young and educated here.

About Charles Coy

Charles Coy is to the Cornerstone Blog what air is to fire.

Charles is interested in the ways that technology can impact how organizations evaluate, motivate and value their employees.

Charles brings a background in public policy analysis and... more

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Struggling with Engagement? Josh Bersin Talks About the 'Irresistible Workplace’

September 22, 2014 Charles Coy

Employee engagement is a tough nut for any business to crack. Failure to adapt to employees' career expectations or to ease their sense of being overwhelmed — by work demands, by constant technology distractions or by the disappearance of work/life balance — can drag down more than engagement. Performance and profitability suffer, too. 

Those problems won't work themselves out, of course. A solution lies in creating what Josh Bersin, founder of talent management consulting firm Bersin by Deloitte, calls an "irresistible workplace." The concept stems from research conducted for the Deloitte 2014 Human Capital Trends Study. Bersin says the research identified two fundamental changes that has altered the relationship between employees and employers:

  1. The significant, ongoing employee engagement problem that businesses struggle to solve. Business leaders struggle to pinpoint the specific problems, though, partly because Millennials are flooding into the workforce with different expectations than pervious generations. 
  2. Employees are now inundated with so much information and technological distractions that they feel overwhelmed. 

“We have so much technology that’s infiltrated our lives that the barriers between work and life have disappeared, so many employees feel that they are just overwhelmed by the pace and the volume of activity that they’re dealing with at work,” Bersin says. “It’s created a real engagement crisis.”

The good news for business leaders? There’s hope. Watch Bersin's interview below with our irresistible friend Bill Kutik, veteran technology columnist for Human Resource Executive, about what the "irresistible workplace" entails, and why it's crucial to talent management. 

About Charles Coy

Charles Coy is to the Cornerstone Blog what air is to fire.

Charles is interested in the ways that technology can impact how organizations evaluate, motivate and value their employees.

Charles brings a background in public policy analysis and... more

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