The Many Faces of the Millennial Generation
|
|
- Kathryn Griffith
- 6 years ago
- Views:
Transcription
1 The Many Faces of the Millennial Generation by Edwin Koc from the October 2008 NACE Journal The Millennial Generation has been described as having certain attributes unique to their age group, but new NACE research shows that many Millennial traits are similar to those of a previous generation of college students and new graduates. A great deal has been written and said purporting to characterize the current generation of college graduates, particularly as to how they will approach the job and the workplace after they graduate. In previous articles in the NACE Journal, we have questioned the validity of these characterizations, and in the recently published 2008 NACE Student Survey, many of the general tenets of the Millennial characterization are shown to be essentially wrong, at least as far as the majority of students are concerned. The general belief that this generation has a weaker work ethic than previous generations of graduates, based on their positive rating for work-life balance, is not substantiated by the data in the NACE survey of more than 19,000 students. The survey asked students two direct questions to measure work ethic: How many hours per week are you willing to work in your first year after graduation? and How many nights per month are you willing to be away from home on behalf of your job? These two questions operationalize the general concept of work-life balance by going to the heart of the work-life trade-off. Furthermore, the report based on the survey was able to compare the responses of this year s graduates Millennials with those from 1982 late Baby Boomers. In that year, a similar student survey was conducted with the support of the NACE Foundation1 regarding student attitudes toward the job and career with the same questions being posed to respondents to measure the level of work ethic.2 By comparing responses from students graduating from the two different periods, we are able to assess how much the level of work ethic has changed from the Baby Boomers to the Millennials. The answer is not at all. The average work ethic for students graduating in 2008 is precisely the same as it was in Beyond work ethic, the traditional picture of current day graduates suggests that they are more interested in self-actualizing development than they are in traditional career development. Rather than focusing on advancing their career status with an organization so that they can obtain financial and job security, the standard hypothesis regarding Millennials is that they seek personal growth through expanding and developing their own intellectual and social interests and through the opportunities for creativity available in the workplace. Based on this desire, today s graduate will be more attracted to the employer that provides the freedom and opportunity to expand the graduate s abilities and interests than to the employer that provides a stable and secure financial future. Again, the data from the 2008 NACE Student Survey does not support this hypothesis. As discussed in The Oldest Young Generation in the May 2008 NACE Journal, the survey results
2 clearly suggest that today s college graduates are more concerned with financial security than they are with personal development and the opportunity for creativity.3 Topping the list of job/employer attributes in this year s survey were the opportunity to advance, job security, and the quality of the employer s insurance package. The standard characterization of the current generation of college graduates encapsulated in the term Millennial simply does not apply to the plurality of current day students. Should we then simply characterize the current generation as the Sheltereds, i.e. those whose primary concern is guaranteeing themselves job stability and financial security? Doing so would be nearly as misleading as the current fetish for labeling them Millennials. Broad characterizations risk stereotyping a group that undoubtedly contains a variety of distinctive types within it; not everyone within the current generation of college students is obsessed with security as not everyone in this generation is focused on their self-actualization. To determine the broad types that may be found among the most recent group of college graduates, a factor analysis was performed on the rankings given to job/employer attributes by respondents to determine if there were underlying dimensions to the rankings.4 The analysis pointed to five general types based on their rankings of job/employer attributes. These types are Sheltereds, Millennials, Achievers, Dreamers, and Worker Bees. Sheltereds The Sheltereds are respondents that rated the job/employer attributes of advancement, job security, and the quality of the employer s insurance package as their most important concerns in identifying a preferred employer. In addition, there would also be a tendency among this group of respondents to rank a high starting salary and job location as key factors in choosing among employers. This is a group that seeks to establish a financial safety net with their college degree above all other considerations. While they want a high starting salary, they would prefer to place themselves in a steady, stable environment that is likely to produce constant increments in compensation and responsibility. Figure 1: Distinguishing Characteristics Sheltereds Total Female 68% 71% White 75% 80% South 26% 29% Business 18% 20% Communications 5% 7% Sheltereds Psychology 7% 9% As our previous reports have indicated, this is the largest group among the different types identified in the survey. Among the seniors who could be classified, Sheltereds represent one-third of all the respondents. ally, this group tends to be somewhat more female than the overall sample of respondents, distinctly more white, and somewhat overrepresented among students from schools located in the South. In terms of college majors, the Sheltereds seem to be overrepresented in three disciplines: business, communications, and psychology. (See Figure 1.)
3 As might be suggested by the job/ employer values they rank high, Sheltereds tend to approach the job market in a rather risk averse manner. Although respondents in general tended to shy away from the option of starting their own business after graduation (only 2.2 percent said that this was their primary goal), Sheltereds were even less inclined to go into business for themselves a little more than 1.5 percent stated this as their primary option. Sheltereds were also less likely to opt for a year off (3 percent compared with 5 percent generally). In addition, Sheltereds, more than any other group, want to stay close to home. More than 50 percent of this group applied for a job locally, near home, compared with 44 percent overall. When searching for a job, the most distinguishing characteristic of Sheltereds is that a greater proportion of them used less help and fewer resources than most of the other categories. For example, while they were not the group that used career services the least, they did rank fourth out of the five groups and did not replace the career center with another source such as faculty or friends that they used more. This group s limited use of resources in the job search was most evident with the use of networking. This group networked for a job less than any other category. Only 44 percent used networking often or all of the time. In choosing a potential employer, all the groups rated personal contacts as most influential in pointing them in a particular direction. However, Sheltereds gave an unusually high rating to the employer s web site in picking a potential employer. This indicates that Sheltereds may be among the more anonymous potential recruits, relying very much more on a high-tech as opposed to a high-touch approach to locating a job. Millennials Figure 2: Distinguishing Characteristics Millennials Total Female 68% 70% White 75% 81% New England 8% 11% Millennial This is the group that most closely fits the classic description of this generation of college graduates. Millennials are associated with ranking the job/ employer attributes of opportunity for personal development, the opportunity for creativity, and the presence of friendly coworkers as their most important concerns in choosing a preferred employer. This is the group most likely to be seeking self-actualization as a career goal and to be less concerned with the financial security associated with the job. Mid-Atlantic 17% 18% Interestingly, there are few differences between Communications 5% 7% Millennials and Sheltereds from a demographic standpoint. Millennials are slightly more female Education English 10% 4% 12% 6% than the total population of respondents and somewhat less female than Sheltereds. They are also distinctly more white than other groups, even more white than Sheltereds. One difference is their college location. Millennials are much more likely to be found in Eastern schools than at colleges located in other parts of the country. In
4 particular, students from New England appear to be overrepresented among the population of Millennials. Overall, the percentage of seniors that could be classified as Millennials is not especially large. Only 15 percent of the senior sample are categorized as Millennials. However, their disproportionate presence in the media center of the country, the Northeast, may suggest why this group has received such wide attention. Academically, there are also some differences to be found between Millennials and Sheltereds, although both groups tend to be overrepresented among communications majors. Apart from communications, Millennials exhibit a tendency to gravitate to two other majors, education and English. There is also a clear tendency for this group to be more likely to appear in all the other liberal arts majors and not as likely to be found among the pre-professional majors such as accounting and allied health. (See Figure 2.) Millennials, along with their emphasis on personal development and creativity, are very different than Sheltereds in their job search. First, they are aiming for a very different set of jobs. Work in the nonprofit area appeals to this group more than it does to any other category. More than 17 percent of Millennials are planning to work for a nonprofit after graduation. Millennials also appear to be generally more willing to take risks than the other groups. By a small margin, they are more likely to want to begin their own businesses, and a greater percentage of this group looks to take a year off after graduation before deciding on their career direction. This risk-taking attitude carries over to the job search for those planning to enter the work force. Whereas Sheltereds sought to be close to home when they applied for a job, a smaller percentage of Millennials chose that route than in any other group. Additionally, a greater percentage of Millennials applied internationally for a job (13 percent) than did any other of the student categories. Millennials were also the group that used career services during the course of their job search the least, even less than the Sheltereds. However, unlike Sheltereds, Millennials replaced career services with other sources, particularly friends and faculty, which they used more than any of the other groups. They also expected to review their job offers with someone else before deciding to accept or reject the offer more so than did the other student types. Nearly threequarters of Millennials (73 percent) stated that they would review their offers with their parents before making a decision. Accompanying their interest in working for nonprofits is a relative disdain for the monetary end of the job. Millennials have lower salary expectations than any other group; their median expectation is between $30,000 and $35,000. In addition, this group very much conforms to the standard picture of the Millennial in that a smaller percentage of this category is willing to work more than 40 hours per week than is any of the other groups (Note: The Worker Bees group matches Millennials in the relatively low percentage that want to work more than 40 hours per week.) Those in this group also value the community and their free time more than the students populating the other categories; 30 percent of this group find the community to be generally more important than the job, and 31 percent sees their free time as more important than their job.
5 Achievers Achievers is the third group identified through the factor analysis. This group is characterized by the high rankings they give to personal development, the opportunity for advancement, and recognition. There is also a strong tendency for the individuals in this category to want to work for a company with high name recognition. Achievers appear to seek development not for its intrinsic value, as with Millennials, and the opportunity to advance not for the financial security it brings, as with Sheltereds, but because these attributes are associated with recognition. These are individuals focused on personal achievement and personal rewards. Interestingly, this group is a far more sizable in percentage terms than are the Millennials. In fact, they represent the second largest group among the sample 25 percent of the total seniors who could be classified. Figure 3: Distinguishing Characteristics Achiever Total Male 32% 37% White 75% 79% New England 8% 9% Mid-Atlantic 17% 18% Achiever ally, this group differs from the previous two categories in that it is overrepresented with males. Whereas the male portion of the total sample of respondents is only 32 percent, males make up 37 percent of the Achievers. However, Accounting Business Engineering 7% 18% 7% 8% 26% 11% just as with the other two groups, Achievers tend to draw slightly more from among white students than from other ethnic groups. Regionally, there is a slight tendency for Achievers to be more likely to be found in schools located on the East coast. However, the most distinctive demographic feature of this category is its strong association with certain majors. There is a strong overrepresentation of this group among business, accounting, and engineering majors, and, while not as pronounced, Achievers are overrepresented among the social science majors (economics, political science, and so on). In many ways, Achievers are the polar opposites of Millennials in their career goals. After graduation, they intend to concentrate heavily on finding positions in the public sector. They, along with Dreamers, are the least likely to seek a job in the nonprofit or government sectors or to choose the option of taking a year off before deciding on the career path they will follow. There is nothing particularly distinctive in the approach of Achievers to the job search. They tend to apply in a pattern broadly matching that of the respondent base as a whole. They do tend to rely on a broad range of resources the direct opposite of the Sheltereds but the range of resources they use is not the greatest among the categories (they rank it second in this regard). As such, they were among the most successful at landing a job at the time of the survey. Twentytwo percent of this group had landed a position compared with 17 percent of seniors responding to the survey overall.
6 Achievers have relatively high salary expectations. More than 37 percent of this category were looking for a starting annual salary of more than $45,000 per year, the second highest expectation level in the survey. For this salary, they expect to devote considerable hours to the job. Nearly 91 percent of this group expect to work more than 40 hours per week, and 46 percent say they are willing to spend more than five nights per month away from home on behalf of the job (this contrasts with an overall average of 38 percent). Complementing this acceptance of longer work hours is the evaluation that the job is more important than other life values, such as community and free time. In contrast to Millennials, a relatively small percentage of Achievers rate community (22 percent) and free time (23 percent) as more important than the job. Dreamers This is the smallest category among the seniors classified, making up only 5 percent of the entire group of seniors. The job/employer attributes the Dreamers rank high seem somewhat contradictory. Dreamers are looking for an employer that can provide them with a job and working environment that promotes recognition within a company that possesses a recognized name, but also contains friendly co-workers handle their responsibilities in a non-competitive manner. These individuals are looking to achieve without being aggressive in the pursuit of achievement. Figure 4: Distinguishing Characteristics Dreamers Total Male 32% 37% Asian- American 8% 13% New England 8% 13% Mid-Atlantic 17% 20% Accounting 7% 11% Business 18% 26% Dreamer ally, this group looks surprisingly similar to the Achiever group. It is disproportionately male and tends to be overrepresented by the same majors that were associated with the Achievers accounting, business, and engineering. These students are also more likely to be found at Eastern schools than at institutions in other parts of the country. The one demographic factor that differs between the Achiever and Dreamer groups is that the Dreamer group is not disproportionately white. Rather, the ethnic overrepresentation associated with this group is Asian-American. For the student survey as a whole, 8 percent are classified as Asian- American, and by contrast Dreamers are 13 percent Asian-American. Engineering 7% 9% As with the demographics, there is little to distinguish between the Dreamers and the Achievers. The percentage breakdown in terms of plans, the job search, and attitudes toward the job are nearly identical to the Achiever category. Dreamers are focused on finding jobs in the private sector, with very few expressing an interest in working for a nonprofit or government agency, or in taking time off. Dreamers also mirror Achievers in applying for jobs and in using multiple resources. In fact, this group is the most likely to use facilities of their college career services in their job search as well as a host of other sources. Dreamers state that they use networking in their job search more so than any of the other categories, even exceeding the Achievers. This may be one of the factors in why this group has
7 the highest hire rate of any category in the survey. Nearly 30 percent of this group had landed a job by the time they took the survey. Dreamers have a number of job-search characteristics that set them apart from the other groups. For one, they are more influenced by company representatives in selecting a potential employer than any other group. While all the other categories rate the company s web site as a greater influence, this group is more likely to be influenced by the personal touch. Second, they are the most targeted on a particular industry. Dreamers want to work in finance far more than any other industry. (Most of the other categories of respondents are fairly well balanced among a number of different industries.) Finally, this group has by far the highest salary expectations of any student category. Almost half (49 percent) of the respondents in this group are looking for a starting salary to exceed $45,000 per year and more than 12 percent are anticipating a salary in excess of $60,000 per year. While their salary expectations exceed even those of the Achievers, there is not quite the same level of commitment to the job as exhibited by that group. In terms of work hours, 88 percent of Dreamers are willing to work more than 40 hours per week a relatively high percentage but not at the same level as Achievers. Dreamers are also far more zealous about guarding their free time. Nearly 30 percent of Dreamers feel that their free time is more important than the job, far exceeding the percentage of Achievers that feel this way and almost matching the percentage of Millennials. Worker Bees The final group in this list of categories is the Worker Bees. The job/employer attributes that the members of this group rank high are narrow and straightforward. They value a job that has clear assignments and recognition for fulfilling those assignments. This is a group less distinguishable than any of the others because they do not stand out in most ways. They are likely to define their career goals in more narrow terms than are the other categories and in a manner that is not likely to draw attention from most analysts because they do not represent anything dramatic or different. Yet, this is a sizable group. In percentage terms, the Worker Bees constitute 24 percent of the senior sample in the survey. As their behavior would likely make this group less salient, their demographic distribution does not distinguish them much from the general student population. Worker Bees tend to match the demographic profile of the student respondents to the survey as a whole. There is no real difference between this group and the general population of senior respondents in terms of gender or ethnicity, and not much in terms of major. There is a slight overrepresentation of accounting majors among Worker Bee respondents. Figure 5: Distinguishing Characteristics Worker Bees Total South 26% 30% Accounting 7% 8% Worker Bee
8 The only other distinguishing demographic characteristic is that Worker Bees are most likely to be found at schools in the South. Whereas students from the South constitute 26 percent of the total population of survey respondents, they represented 30 percent of Worker Bees. In terms of their job search and job attitudes, Worker Bees most closely match Sheltereds in their behavior and opinions. The after-graduation plans of Worker Bees tend to resemble those of the population in general, with a bit more aiming for graduate school and a few less interested in starting their own businesses or taking a year off. As was true of Sheltereds, this group did not employ as many resources or appear to use them as intensively as did the other groups in the job search. A greater percentage of Worker Bees did use career services more than did Sheltereds or Millennials, but Worker Bees were nearly as likely to avoid networking and other high-touch activities as are Sheltereds. They differ from Sheltereds in that they are likely to apply for jobs more broadly and are not quite as attached to staying close to home. Worker Bees are also distinguished by the fact that they are less likely than any other category to review job offers with others. More than 20 percent of Worker Bees intend to decide on the job offer by themselves without any help from an outside source, including parents and friends. As for the industries where they want to work, the salary they expect to earn and the commitments they are willing to make for the job, there is little to distinguish the Worker Bee respondents from the overall group of seniors. Industries targeted tend to be widely distributed, with education, healthcare, and advertising leading the way. The median expected yearly salary for this group is between $35,000 and $40,000, as it is for seniors in general. Finally, the tradeoffs they are willing to make between the job and life values, whether those values include free time, community, or family, tend to be right at the average of all senior respondents. This is the silent, average category of graduating seniors. Conclusion The categorizations listed and described in this article provide some initial analysis of the breadth of differences that encompass the current generation of college students. The classic picture of the Millennial is there, and many of the expected behaviors associated with this group appear to be consistent with much of the discussion that has appeared in other places. However, the classic Millennial is only one of the faces of this generation of graduates, and, at that, represents one of the smaller groups making up the total graduating group. These categorizations are only the beginning of what needs to be a more in-depth treatment of these various types within the graduating class. This article has pointed to differences in attitudes and behaviors associated with the different groups, but the examinations of those differences here is only cursory. A great deal more detail needs to be uncovered before we can understand how influential each of these groups are within the workplace, how they interact with each other and with older workers once established, and how different recruiting approaches may engender different success rates with the different groups. One point should be clear, however. A blanket approach to recruiting and retaining is unlikely to produce the desired results when applied to such diversity.
9 Endnotes 1 At the time, the NACE Foundation was known as the CPC Foundation. 2 LaMarre, Sandra E. and Hopkins, David M. Career Values of the New Lifestyle Professionals, Bethlehem, PA: The CPC Foundation, Koc, Edwin. The Oldest Young Generation, NACE Journal, May 2008, pp Factor analysis is a statistical technique designed to identify possible broad groupings in a large array of variable, such as the 15 separate job/employer traits that we asked our student respondents to rate and rank as to their importance in identifying a preferred employer. Copyright Notice: This article originally appeared in the October 2008 issue of NACE s Journal. NACE members have the permission of the National Association of Colleges and Employers, copyright holder, to download and photocopy this article for internal purposes only. Photocopies must include this copyright notice. Those who do not hold membership, or who wish to use the article for other purposes, should contact Claudia Allen, callen@naceweb.org, 800/ , ext Electronic reproduction of this article is prohibited. About NACE Privacy Policy Copyright Webmaster National Association of Colleges and Employers. All rights reserved. 62 Highland Ave. Bethlehem, PA / or 610/ Fax: 610/ NACE is a founding member of International Network
2017 Annual Workplace Survey. Edelman Intelligence / Copyright 2016
2017 Annual Workplace Survey Edelman Intelligence / Copyright 2016 1 Methodology Edelman Intelligence conducted the fourth year of Addison Group s Annual Workplace Survey. With previous waves having focused
More information2018 Fleet Management Compensation Survey
2018 Fleet Management Compensation Survey The objective of this survey is to measure the median salary for a Fleet Manager, Director, Supervisor, and Professional in 2018 and analyze the driving factors
More informationCould trust cost you a generation of talent? Global generations 3.0: A global study on trust in the workplace
Could trust cost you a generation of talent? Global generations 3.0: A global study on trust in the workplace EY s new global survey of full-time workers in eight countries Headline 1 reveals that less
More informationProfessionalism In The Workplace. Polk-Lepson Research Group August 2009 York, Pennsylvania Page 1
Professionalism In The Workplace York, Pennsylvania Page 1 2009 Professionalism Study Table Of Contents Page Introduction 5 Research Design 9 Major Findings 13 Observations 23 Professionalism In The Workplace
More informationTrends & Issues. During , the HR Council undertook. A portrait of students considering the nonprofit sector
Trends & Issues A portrait of students considering the nonprofit sector Key findings based on the From Learning to Work survey for the nonprofit sector During 2008 2009, the HR Council undertook research
More informationGENDER PAY GAP REPORT
GENDER PAY GAP REPORT www.britishcouncil.org FOREWORD The British Council is the UK s international organisation for cultural relations and educational opportunities. We create friendly knowledge and understanding
More informationEmployers interested in considering the importance of flexibility, control, autonomy, and learning opportunities for older workers.
Introduction This report is the first in a series of Research Highlights published by the Center on Aging & Work/Workplace Flexibility in collaboration with the Families and Work Institute that present
More informationsurvey 2018 the IEMA state of the profession: Narrowing gender pay gap and rising optimism: findings from IEMA s annual member survey INSIDE
the IEMA state of the profession: survey 2018 Narrowing gender pay gap and rising optimism: findings from IEMA s annual member survey INSIDE Salary breakdown p4 Pay trends and prospects and the gender
More informationAdvocacy & Resource Center SDS Staff Training Diversity The main goal of this training is to help you understand the importance of diversity in the
Advocacy & Resource Center SDS Staff Training Diversity The main goal of this training is to help you understand the importance of diversity in the workplace and how you can support it for everyone s benefit.
More information2011 Iowa Biobased Consumer Survey
2011 Iowa Biobased Consumer Survey M. House, Graduate Program Assistant, BioPreferred, Iowa State University Extension and Outreach B. Butcher, Undergraduate Assistant, BioPreferred, Iowa State University
More informationDistribution Respondents Responses Rate Margin of Error % 9.2
Distribution Respondents Responses Rate Margin of Error 182 67 36.80% 9.2 Q2. Among the following factors which ONE was the MOST important in selecting your major? I was impressed with the faculty in the
More informationRecruitment, Retention, and Other Personnel Issues in N.C. Local Governments
Public Policy Institute s 2014 Local Government Survey Results HUMAN RESOURCE PRACTICES OF NORTH CAROLINA MUNICIPAL & COUNTY GOVERNMENTS EXECUTIVE SUMMARY In 2014 the Public Policy Institute (PPI) at Western
More informationThe Generational Challenge
The Generational Challenge Brenda Alvarez and Celeste F. Busser VT Emerging Leaders November 2009 Version 04 Demographics Silent Generation WWII-ers 1925 1945 64-84years old ~ Baby Boomer 1946 1963 ~ 82M
More informationTRENDICATORS SURVEY REPORT 2019 JOB SEEKER SURVEY REPORT
TRENDICATORS SURVEY REPORT 2019 JOB SEEKER SURVEY REPORT Part 1: The Role of Recognition INTRODUCTION The tightest market for talent in five decades has resulted in a cavalcade of content from thought
More informationHOW MUCH DO PERKS MATTER? Do elaborate workplace incentives help retain top talent?
HOW MUCH DO PERKS MATTER? Do elaborate workplace incentives help retain top talent? Table Of Contents 3 Introduction 4 Executive Summary 5 The Current State of Workplace Incentives 7 Employees Want Flexible
More informationBusiness and Personal Finance Unit 1 Chapter Glencoe/McGraw-Hill
0 Chapter 2 Finances and Career Planning What You ll Learn Section 2.1 Identify the personal issues to consider when choosing and planning your career. Explain how education and training affect career
More informationPersonal Finance Unit 1 Chapter Glencoe/McGraw-Hill
0 Chapter 2 Finances and Career Planning What You ll Learn Section 2.1 Identify the personal issues to consider when choosing and planning your career. Explain how education and training affect career
More informationWANTED: WOMEN IN STEM
Additional support from WANTED: WOMEN IN STEM An Exploration of Influential Factors, Their Professional Journey & Ways to Foster Change Women in Technology International Survey, 2016 Gender Female 98.8%
More information2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS
2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS JULY 2016 Survey Administered by the Institutional Effectiveness Committee March-June 2016 Report Prepared by the Office of Institutional Advancement Data Support
More informationFactors Influencing Salaries of Agricultural Economics Professionals in Federal Employment Part I
Factors Influencing Salaries of Agricultural Economics Professionals in Federal Employment Part I Doris Newton USDA Economic Research Service (202) 694-5619 dnewton@ers.usda.gov Jennie Popp Department
More informationInvestors in People s first Talent of Tomorrow report
2 3 Investors in People s first report was developed with the intention of helping employers understand what the workforce of tomorrow want from prospective employers today. In essence, to give organisations
More informationDistribution Respondents Responses Rate Margin of Error % 11.5
Distribution Respondents Responses Rate Margin of Error 177 40 22.60% 11.5 Q2. Among the following factors which ONE was the MOST important in selecting your major? I was impressed with the faculty in
More informationFulfilling the American Dream: Liberal Education and the Future of Work
Fulfilling the American Dream: Liberal Education and the Future of Work Selected Findings from Online Surveys of Business Executives and Hiring Managers Conducted on Behalf of with support from July 2018
More informationSubsurface Consultants & Associates, LLC. Survey Summary Results. Millennials in the Energy Industry: Understanding the Generation Gap
Subsurface Consultants & Associates, LLC Survey Summary Results Millennials in the Energy Industry: Understanding the Generation Gap Subsurface Consultants & Associates, LLC 1 January 2014 About this survey
More information2016 Most Desirable Jobs Survey: U.S. Workers Still Prefer Traditional Employment, August 2016
Executive Summary THE CAREER ADVISORY BOARD 2016 Most Desirable Jobs Survey: U.S. Workers Still Prefer Traditional Employment, August 2016 Jobs wise, the U.S. is in a good place. The economy is strong,
More informationUnderstanding and Optimizing a Multigenerational Workforce
Understanding and Optimizing a Multigenerational Workforce Today s workforce spans numerous generations and presents a unique challenge: each of these generations possesses starkly unique character traits,
More information[insert title here] Rethinking Old Notions Millennials in the Workplace Presented by [insert name here] Presented by Crescendo Consulting Group
[insert title here] Rethinking Old Notions Millennials in the Workplace 2016 Presented by [insert name here] Presented by Crescendo Consulting Group Welcome Mike Gendreau, Director, Outreach, Education
More informationWHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. driveengagement_101512_wp THE IMPORTANCE OF PEOPLE
More information2001 CUSTOMER SATISFACTION RESEARCH TRACKING STUDY
2001 CUSTOMER SATISFACTION RESEARCH TRACKING STUDY FINAL REPORT Prepared For: Newfoundland & Labrador Hydro Hydro Place, Columbus Drive P.O. Box 12400 St. John s, NF A1B 4K7 Prepared By: www.marketquest.ca
More informationJeffco Public Schools
Jeffco Public Schools 2016 Employee Survey Report of Results June 2016 Prepared by: 2955 Valmont Road, Suite 300 Boulder, CO 80531 n-r-c.com 303-444-7863 Contents Executive Summary... 1 Survey Background...
More informationINTRODUCTION. 2. What is your job type? (please check only one) Professional Supervisor/manager
INTRODUCTION 1. Which of the following best describes your current job position? (please check only one) Application software developer Business analyst/consultant Data entry Database administrator/ Database
More informationSTANDARD 1 OBJECTIVE 1 Students will understand the concept of market & market identification
STANDARD 1 OBJECTIVE 1 Students will understand the concept of market & market identification Marketing is Developing, promoting, pricing, selling, and distributing products. New Vocabulary Market: People
More informationBuilding stronger engagement through employee segmentation
We re for the Workforce White paper Building stronger engagement through employee segmentation Traditional ways of analyzing employee groups are no longer relevant. Assessing employees based solely on
More information2017 Recruiter Sentiment Study
2017 Recruiter Sentiment Study with Insights from and Candidates Conducted by The Martec Group MRINetwork.com/Recruiter-Sentiment-Study CONTENTS SURVEY HIGHLIGHTS 3 JOB OPENINGS TODAY What is Causing Job
More informationEnhanced Employee Health, Well-Being, and Engagement through Dependent Care Supports
Enhanced Employee Health, Well-Being, and Engagement through Dependent Care Supports Webinar Question & Answer Session Transcript June 23, 2010 Dave Lissy, Chief Executive Officer, Bright Horizons Family
More informationSHRM Research Overview: Talent Acquisition. SHRM Research Overview: Talent Acquisition
SHRM Research Overview: Talent Acquisition SHRM Research Overview: Talent Acquisition HR professionals are undoubtedly in the midst of a challenging period for talent acquisition. Job creation was strong
More informationState of Diversity and Inclusion in U.S. Tech: Stats Summary. March 2018
State of Diversity and Inclusion in U.S. Tech: Stats Summary March 218 Background Despite massive amounts of attention and discussion about diversity and inclusion, the tech industry is still not making
More informationArcher UK Limited Gender Pay Gap Report
2017 Archer UK Limited Gender Pay Gap Report Introduction Archer presents its Gender Pay Gap Report for 2017. Our three core values and two behavioural values define our beliefs, culture and the way we
More informationFor more info, please visit us online at:
About the 2013 Research The 2013 Allied Workforce Mobility Survey, conducted in April 2013, captures the voice of HR professionals on critical topics relating to workforce mobility, which is defined as
More information2006 U.S. Job Retention
2006 U.S. Job Retention POLL FINDINGS A Study by the Society for Human Resource Management and CareerJournal.com 2006 U.S. Job Retention POLL FINDINGS Jessica Frincke Survey Research Specialist SHRM December
More informationACADEMIA'S ROLE IN ACCOUNTING CAREER CHOICE: AN APPLICATION OF THE THEORY OF REASONED ACTION
ASB 1999 Conference Halifax, Nova Scotia David Pugsley Department of Business Administration Faculty of Arts St. Francis Xavier University ACADEMIA'S ROLE IN ACCOUNTING CAREER CHOICE: AN APPLICATION OF
More informationASSEMBLING YOUR FUTURE WORKFORCE. How organizations are using employee engagement to attract millennials into manufacturing.
ASSEMBLING YOUR FUTURE WORKFORCE How organizations are using employee engagement to attract millennials into manufacturing. EMBRACING A SHIFTING LANDSCAPE With over 10,000 baby boomers retiring every day,
More informationRecruit - Manage - Engage Develop & Retain - Offboard
Recruiting and Hiring the Talent of Tomorrow HUMAN CAPITAL MANAGEMENT REPORT HCM LIFECYCLE Recruit - Manage - Engage Develop & Retain - Offboard Introduction The human capital management lifecycle begins
More informationThree types of recruiting
By A. Harrison Barnes, Esq. INTRODUCTION Every legal recruiter practices his/her own brand of recruiting, and for the most part, each style has merit. As the head of a national recruiting firm, I speak
More informationRecruiting Trends th Edition
Fall, 2018 Recruiting Trends 2018-2019 48 th Edition Part I: Hiring Outlook Gardner, Phil MICHIGAN STATE UNIVERSITY & COLLEGIATE EMPLOYMNET RESEARCH INSTITUTE AT MSU 1 is published by Michigan State University
More informationEXECUTIVE SUMMARY 25 SKILLS AND TRAITS
EXECUTIVE SUMMARY 2017 Job Preparedness Indicator Survey: Hiring Managers Are Hungry for Applied Technology Skills and Receptive of Non-Traditional Students Presented by DeVry University THE CAREER ADVISORY
More information2017 Recruiter Sentiment Study
2017 Recruiter Sentiment Study With Insights from and Candidates Conducted by The Martec Group on behalf of MRINetwork, a subsidiary of CDI Corporation CONTENTS SURVEY HIGHLIGHTS 3 JOB OPENINGS TODAY What
More informationCivicScience Insight Report
CivicScience Insight Report Social Media Now Equals TV Advertising in Influence Power on Consumption Decisions Over the past year, a very notable trend in CivicScience s data has become apparent with regard
More informationCULTURE COMPLETES THE FULL PACKAGE. What Workers Want Report hays.co.uk/what-workers-want
CULTURE COMPLETES THE FULL PACKAGE What Workers Want Report 2017 hays.co.uk/what-workers-want CONTENTS Introduction 1 About us 2 About the report 3 Key findings 4 Recommendations 6 The full package 8 Spotlight
More informationFrom Insight to Action. JUST Capital s 2018 Survey Results & Roadmap for Corporate America
From Insight to Action JUST Capital s 2018 Survey Results & Roadmap for Corporate America October 2018 AMeRiCA s MOsT COMPAnies Contents 1. Executive Summary 1 2. Voice of the American People 3 3. Methodology
More information2018 ASPECT AGENT EXPERIENCE INDEX SURVEY
2018 ASPECT AGENT EXPERIENCE INDEX SURVEY Aspect Software s 2 nd annual agent experience survey examines what factors motivate, encourage and satisfy customer service agents to become more loyal, more
More informationINTERPRETATIVE REPORT
Gabriele Giorgi, Vincenzo Majer INTERPRETATIVE REPORT Name: Test date: Sample Test 05/06/2014 Gender male Seniority of service (years) 13 Age at the time of taking the test 38 Position within the organisation
More informationGENDER PAY GAP REPORT ABOUT THE ARTS UNIVERSITY BOURNEMOUTH
GENDER PAY GAP REPORT ABOUT THE ARTS UNIVERSITY BOURNEMOUTH The Arts University Bournemouth is committed to being the leading professional Arts University dedicated to turning creativity into careers.
More informationAgricultural Business
The Center for Food and Agricultural Business at Purdue University Human Resources Finding and Retaining Qualified Employees Originally published in Seed World March/April 2006 Betty S. Jones-Bliss Samantha
More informationMotivating Employees. Motivating Employees
Motivating Employees Introduction Strategic management encompasses the use of specialized management tactics in order to achieve organizational goals. (Jong, 2012)Different issues must be addressed in
More informationNext-gen workforce: secret weapon or biggest challenge?
Next-gen workforce: secret weapon or biggest challenge? 1 A new generation enters the workforce. Generation Z is coming of age. Rarely, if ever, has the world experienced so much change as has happened
More informationThe Anatomy of Consumer Switching Behaviors. Solving the Stumbles that Prevent Profitable Engagement
The Anatomy of Consumer Switching Behaviors Solving the Stumbles that Prevent Profitable Engagement 2 Executive Summary Driving consumer account-switching behavior is a key objective for financial institutions,
More informationWomens Role Portrayal Preferences in Advertisements An Empirical Study
Lawrence H. Wortzel and John M. Frisbie Womens Role Portrayal Preferences in Advertisements An Empirical Study Has Women's Liberation changed women's attitudes toward female role portrayals in ads? TWO
More informationLeaders & Daughters Global Survey 2017
Global Survey 2017 Global Survey Contents Introduction 3 Career Considerations 4 Professional Advancement 5 Career Progression 7 Influences 9 Appendix 10 Cultivating the Next Generation 2 Introduction
More informationXpertHR Podcast: Gender pay gap reporting - what we have learnt so far. Original XpertHR podcast: 19 th October 2018
XpertHR Podcast: Gender pay gap reporting - what we have learnt so far Original XpertHR podcast: 19 th October 2018 Welcome to this XpertHR podcast on gender pay gap reporting. I m Noelle Murphy and today
More informationInnovations & Trends in the Workforce. Harnessing the Millennials
Innovations & Trends in the Workforce Harnessing the Millennials The American Generations 1901 - Present DEFINING GENERATION A generation is a group of people born around the same time and raised around
More information2007 Kansas State University Community and Climate Survey
2007 Kansas State University Community and Climate Survey In the Spring of 2007 the Kansas State University (K-State) Community and Climate Survey was distributed to all faculty to assess their perceptions
More informationSERVICE AND OPERATIONS MANAGER SALARY SURVEY
SERVICE AND OPERATIONS MANAGER SALARY SURVEY 2015 1,827 COPIER CHANNEL SERVICE AND OPERATIONS MANAGERS PARTICIPATED IN THIS YEAR S SALARY SURVEY Over the past five years, managed print and managed network
More informationGENDER PAY GAP REPORT 2017
GENDER PAY GAP REPORT 2017 WHAT IS THE GENDER PAY GAP? The gender pay gap is the difference between the average hourly pay for men and women across all ages, roles and levels as at 5 April 2017. It differs
More informationChief Executive Statement
Gender Pay Gap Chief Executive Statement The provision of efficient and effective sustainable communities and transport infrastructure is vital to the UK s growth and economic prosperity. Our business
More informationThe changing face of Australia
ASX 200 Roundtable Summary paper 2012 The changing face of Australia ASX 200 Supporting Partner Tackling the culture challenge with a new look workforce The Australian Institute of Company Directors hosted
More informationScottish Funding Council staff equality information as at April 2011
Scottish Funding Council staff equality information as at April 2011 Version published April 2013 Introduction This is our first report under the public sector equality duty. Although the Scottish Funding
More informationSeptember 2017 Storylines and Highlights
2017 AFLAC CSR SURVEY September 2017 Storylines and Highlights Aflac herein means American Family Life Assurance Company of Columbus and American Family Life Assurance Company of New York. WWHQ 1932 Wynnton
More informationGender Pay Report. Integro Insurance Brokers
Gender Pay Report 2017 Integro Insurance Brokers INTRODUCTION At Integro, we are committed to fostering an inclusive work environment where everyone is able to reach their true potential. We want to ensure
More informationUsing Guideposts to Direct Your Journey
Module 7 Duration: 55 minutes Using Guideposts to Direct Your Journey This module helps middle school students understand that jobs have certain characteristics that influence the satisfaction level of
More informationGiving More Than Money.
Giving More Than Money. 2015 Wells Fargo/BoardSource study of nonprofit board leadership. Wells Fargo Philanthropic Services endeavors to help nonprofit boards and board members gain the most from board
More informationCOPIER CHANNEL SALES MANAGERS PARTICIPATED IN OUR 2018 SURVEY
Copier Channel sales managers are working more hours, supervising more people and earning slightly more compensation than last year. In our 2018 salary survey, 57 percent of sales managers who took the
More informationSmall Business Growth Index Report
Small Business Growth Index Report Fall 2018 Overview Despite concerns about tax reform and labor shortages, small business owners are increasingly optimistic. In general, business owners feel positively
More informationGender pay gap report 2017
Gender pay gap report 2017 Introduction Nick Hugh CEO Women should expect to have the same opportunities to advance their careers as men. It is not only right for society but for the success of our business.
More informationBOTTOMLINE TECHNOLOGIES Gender Pay Gap Report. bottomline.com/uk
BOTTOMLINE TECHNOLOGIES 2017 Gender Pay Gap Report 2017 Gender Pay Gap Report At Bottomline Technologies, we embrace the UK government s new legislation requiring businesses with more than 250 employees
More informationCenter for Effective Organizations
Center for Effective Organizations What distinguishes the Millennial generation from Generation X at work? CEO Publication G 13-11 (630) Jennifer J. Deal Senior Research Scientist Center for Creative Leadership
More informationMENTORING G UIDE MENTEES. for BY TRIPLE CREEK ASSOCIATES, INC Mentoring Guide for Mentees
MENTORING G UIDE for MENTEES BY TRIPLE CREEK ASSOCIATES, INC. www.3creek.com 800-268-4422 Mentoring Guide for Mentees 2002 1 Table of Contents What Is Mentoring?... 3 Who Is Involved?... 3 Why Should People
More informationBR-MLNLS-2 THE NEXT GENERATION CAR BUYER MILLENNIALS WHAT YOU NEED TO KNOW
BR-MLNLS-2 THE NEXT GENERATION CAR BUYER MILLENNIALS WHAT YOU NEED TO KNOW ABOUT THE STUDY Born after 1980 1, the 75-million-strong Millennial generation is nearly as large as their Boomer parents. This
More informationUAF Administrative Services Work Environment Survey. Prepared for: University of Alaska, Fairbanks Administrative Services
UAF Administrative Services Work Environment Survey Prepared for: University of Alaska, Fairbanks Administrative Services July 2009 UAF Administrative Services Work Environment Survey Prepared for: University
More information5 THINGS. Successful SMBs & Franchises Do For Their Employees
5 THINGS Successful SMBs & Franchises Do For Their Employees 1 What does the blueprint for a well-structured business look like? For starters, it begins with culture. According to a recent Entrepreneur
More informationThe Job Outlook for The Class of 2014
The Job Outlook for The Class of 2014 Courtesy of your career services office and the National Association of Colleges and Employers. U.S. COLLEGE HIRING TO INCREASE 7.8 PERCENT Employers focused on hiring
More informationOLDER WORKER EMPLOYMENT ATTITUDE RESEARCH
OLDER WORKER EMPLOYMENT ATTITUDE RESEARCH Final Report December, 2003 Prepared for: Older Worker Pilot Projects Initiative Charlottetown, Prince Edward Island in association with Charlottetown Prince Edward
More information2017 BUSINESSOLVER WORKPLACE EMPATHY MONITOR EXECUTIVE SUMMARY
2017 BUSINESSOLVER WORKPLACE EMPATHY MONITOR EXECUTIVE SUMMARY The Solution to America s $600 Billion Productivity Drain May 2017 INTRODUCTION All it takes is a quick look at current news headlines to
More informationSHOPPING HABITS REPORT. how the recession has impacted consumer shopping habits
2009 SHOPPING HABITS REPORT how the recession has impacted consumer shopping habits 1 table of contents Introduction...3 1. Key Findings...4 2. Respondent Profile...6 Demographic Characteristics...6 Shopper
More informationGender Pay Gap Report 2017
Gender Pay Gap Report 2017 Background In December 2016, the government announced the introduction of statutory Gender Pay Gap reporting for all organisations with 250 or more employees. The Gender Pay
More informationNEW ZEALAND DIVERSITY SURVEY
NEW ZEALAND DIVERSITY SURVEY 2016 Bi-Annual April 2018 Report April diversityworksnz.org.nz / Diversity Survey April 2018 / 1 This report was commissioned by Diversity Works New Zealand. It was produced
More information2011 Smithsonian Employee Perspective Survey Dashboard of Key Metrics
Dashboard of Key Metrics Satisfaction With Job Willing to Recommend Working at the Smithsonian 2010 Federal EVS Favorable Score, 72% 2010 SI Favorable Score, 84% 2011 SI Favorable Score, 82% 2010 Federal
More informationProfessional Development in Higher Education Survey
Professional Development in Higher Education Survey Executive Summary prepared by Daniel Fusch, Ph.D., Director of Research and Publications, Academic Impressions Contents 3 Overview 4 1. The Impact of
More informationFrom the Heart: Learning about the Working Poor and the Living Wage
LEARNING ACTIVITIES From the Heart: Learning about the Working Poor and the Living Wage Vern Biaett School of Community Resources and Development Arizona State University Abstract Since 2008, classroom
More informationAltarum Institute Survey of Consumer Health Care Opinions
Altarum Institute Survey of Consumer Health Care Opinions Fall 2011 By Wendy Lynch, Ph.D. and Brad Smith, Ph.D. Co-Directors, Altarum Center for Consumer Choice in Health Care Table of Contents I. Introduction
More informationCORPORATE AMERICA S * A Povaddo Survey Examining Corporate Activism and Employee Engagement Inside FORTUNE 1000 Companies { * point of view }
CORPORATE AMERICA S * A Povaddo Survey Examining Corporate Activism and Employee Engagement Inside FORTUNE 1000 Companies { * point of view } JUNE 2017 Survey Details > Povaddo conducted an online survey
More informationFinancial literacy among Canadian entrepreneurs and business owners
Financial literacy among Canadian entrepreneurs and business owners Joint project: BDC Research and Market Intelligence, and the Telfer School of Business at the University of Ottawa December 2017 Table
More informationEquality in our workforce
Equality in our workforce Equality data about the Care Quality Commission's January 2012 Contents Page 1. Introduction 2 2. Staff profile 3 3. Staff joining CQC 7 4. Staff leaving CQC 10 5. Staff profile
More informationTHE FUTURE OF WORK: ASIA PACIFIC DECEMBER 2017 THE FUTURE OF WORK: ASIA PACIFIC
THE FUTURE OF WORK: ASIA PACIFIC DECEMBER 2017 METHODOLOGY 27% 16% 14% 7% 12% 11% 12% HONG KONG KOREA CHINA AUSTRALIA AND NEW ZEALAND INDIA SOUTHEAST ASIA TAIWAN Total Respondents - 4702 521 558 1261 761
More informationOREGON ELECTRICITY SURVEY
OREGON ELECTRICITY SURVEY by Stephen M. Johnson, Ph.D., Associate Director with the assistance of Kimberlee Langolf January 1999 OREGON SURVEY RESEARCH LABORATORY UNIVERSITY OF OREGON EUGENE OR 97403-5245
More informationRoadmap for Corporate America JUST Capital s 2017 Survey Results. November 2017
Roadmap for Corporate America JUST Capital s 2017 Survey Results November 2017 CONTENTS ForEword & Executive Summary 1 Voice of the American People Demographic Profile 2 America s Views on Business 3.
More informationPROFESSIONAL AND PERSONAL BENEFITS OF A DIRECT SELLING EXPERIENCE. ROBERT A. PETERSON, PHD The University of Texas at Austin
PROFESSIONAL AND PERSONAL BENEFITS OF A DIRECT SELLING EXPERIENCE ROBERT A. PETERSON, PHD The University of Texas at Austin EXECUTIVE SUMMARY Direct selling is simultaneously a channel of distribution
More informationBRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK
BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK 2017 Survey Report EXECUTIVE SUMMARY Since Globoforce launched the WorkHuman movement, the concept of working human bringing more humanity
More informationCareer value at Ernst & Young. Supporting people s growth and success
Career value at Ernst & Young Supporting people s growth and success Methodology Data for the study were collected from multiple sources, including archival data, interviews with current and former employees,
More information