Now, more than ever before, leaders must make deliberate and bold changes to how they recruit to meet the needs of the next cohort of leaders: millennials.
Instead, work is about corporate social responsibility, fairness and the opportunity to give back. It's about having a purpose and building a career out of it. In other words, we found that millennials are serial impact-seekers. This, in turn, has challenged businesses to adapt recruitment and engagement tactics.
Skills such as active listening, analyzing, collaborating, influencing or, in the management-consulting business, asking difficult questions and presenting a contrary point of view, are all critical to tackling some of the most complex, and entrenched, business and social challenges.
The conference provided participants with a chance to strengthen their communication, leadership and teamwork skills all while learning how a firm like ours tackles real-world business challenges.
We saw a purposeful work result when the students came together with our senior leaders to solve a business challenge for a non-profit organization.
Millennial empowerment requires employers to offer greater flexibility and autonomy. We call this "your work, your way," and it means empowering our people to work in the ways that allow them to thrive – professionally and personally.
This means measuring results over face-time and impact over chargeable hours, as well as regular time off for passions ranging from volunteer work, to achieving health and wellness goals, to having control over time spent with friends and family.
Millennials see inclusion as a reflection in varying ideas and work styles versus a representation of equity and fairness based on demographic and socio-cultural traits. We, like many Canadian companies, are working to achieve the benefits of an inclusive and united work force.
A precondition of this is to ensure we have highly talented and engaged people with a diverse set of views, backgrounds, education and experiences.
If they do get a job interview, their lack of self-confidence knocks them out of contention. They don’t know where to turn or what to do. They have taken to sleeping until noon and partying too hard.
You may be knowledgeable about the sector or industry in which you work, but not much beyond it. There are brand new sectors such as artificial intelligence that didn’t exist just a few years ago.
There are things you can do:
Be supportive. It is a challenging job market. In 1980, there were 65 degree-granting educational institutions in Canada; there are now 246.
Almost 300,000 university graduates enter the Canadian job market every year; in 1980, the number was 100,000.
The growth in the Canadian economy since 1980 has been less than half the growth in the number of university graduates.
Offer advice when asked but don’t dictate; you aren’t a career counsellor, so don’t try to come across as an expert.