ForExcep*onalLeadersOnly

TheMillennialWorkforce

Crea&ngaPlaceMillennialsFlockto,andthenStay

Contents

StateofEngagement

MillennialFacts

JustPeople

WhatPeopleNeed

GreatCompaniesHaveGreatCultures

AboutPeopleProducAve

2

I.

II.

III.

IV.

V.

VI.

StateofEngagement

3

StateoftheGlobalWorkplace

4

•  Highlyengaged?Only13%worldwide

•  64%casuallydisengaged•  24%acAvelydisengaged

•  Lowestengagement(China,MiddleEast,Africa,Indiaat8%)

•  AustraliaandNZtwiceas“engaged”astherestoftheworld.

EmployeeEngagementRemainsStagnant

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BersinAnalysisonGlassDoor

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Only~50%ofemployeeswouldrecommendtheircompanytoafriend.

Deloi\eHumanCapitalTrends

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Morethan80%ofcompaniesratetheirbusinessas“highlycomplex”,creaAngmorecompeAAonforhighlyskilledresources.

BrainDrain

Fact:Astudyof23,910businessunitscomparedtopquarAleandbo\omquarAleengagementscoresandfoundthatthoseinthebo\omquarAleaveraged31%–51%moreemployeeturnover.

Source:GallupQ12Meta-Analysis

8

MillennialFacts

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MillennialsontheJob

Fact:By2020,theMillennialgeneraAonwillmakeupover50%oftheworkforce.

10

MillennialsontheJob

Fact:TheMillennialgeneraAonhasovertakentheBabyBoomersasthelargestgeneraAonwith75.4millionmembers.

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MillennialsontheJob

Fact:TheMillennialgeneraAonis:•  Selfish•  AmbiAous•  OpenMinded•  NarcissisAc•  Self-Centered•  Worldly•  SociallyConscious•  Informed•  SenseofEnAtlement•  Powerful

12 Source:What’sNext.TheMillennial’sGuideToSurvivingandThrivingintheRealWorld;MichaelPrice

MillennialsontheJob

Fact:30%ofemployerslost15%ormoreoftheirMillennialslastyear.

Source:ChicagoTribune

13

MillennialsontheJob

Fact:91%ofMillennialsdonotintendtosAckwiththeircurrentjobformorethanthreeyears.

14

Source:FutureWorkplace

MillennialsontheJob

HalfofallworkingMillennialsbelieve“switchingjobshelpsyouclimbthecorporateladderfaster”.(MTV)OnlyoneinfourMillennialshavehadmorethanfourjobsinthelast10years.(ClarkUniversity)MillennialsplantoworkforfivedifferentcompaniesintheirlifeAmes.(MillennialBranding/Randstad)Millennialsarenomorelikelythannon-Millennialstoleavetheirjobsinthenextsixmonths.(OxfordEconomics)52%ofMillennialsthinkemployeeloyaltyisoverrated.(Elance/Odesk)

58%ofMillennialsplantoleavetheirjobsinthreeyearsorless.15

MillennialsontheJob

Fact:“StereotypesportrayMillennialworkersasself-absorbedslackers.Butnewresearchinsteadsuggestsmanyareworkaholicswhowillputinlonghourstowinapprovalfromtheboss.”

16

Source:ProjectTimeOff

MillennialsontheJob

Fact:StudyaoerstudyshowsthatMillennialsarelookingforgrowth.

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MillennialsontheJob

Fact:Millennialsarejustpeople.

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WhatAllPeopleNeed

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HumanNeeds

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BehavioristhevisiblemanifestaAonofhumanneeds.Needsdriveeverythingbutremainunseen.

Behavior

EmoAons

Needs

MaslowAppliedintheWorkplace

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Flow&InnovaAon(WorkingCreaAvely)

CollaboraAve(WorkingTogether)

UncollaboraAve(WorkingApart)

Disengaged(CogniAvelyDisengaged)

Non-LivingWage

ProtecAveBehaviorsandFear

HelpingBehaviors,Friendship

ServantLeadership&FlourishingCulture

MeaningfulWork&NurturingCultureDeepening

Engagementand

ProducAvity

Flourishing(OutcompeAng)

NeedsFallIntoCategories

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Today’sFocus

Focus:TodaywewillbeexaminingtheimpactofLeadershipInfluenceontheworkplace.

23

QuesAon

Ques*on:WhatisLeadershipInfluenceandwhydoesitma\er?

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“Whendealingwithpeople,rememberyouarenotdealingwithcreaturesoflogic,butcreaturesofemoAon.”DaleCarnegie

Leadership Influence Ensuring the Team Wins as One

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Leadership Influence impacts over 80% of anorganizaAon’sculture. Whenitcomestoculture, it istruly lead by example, because leaders aretransmi\ers of behavior and the workforce arereceivers. Howthe leadershipteamrelatestoothersestablishes the tone of relaAonships across thecompany.

Leadership Influence Why it Matters

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Leadership Influence Key Factors

Caring

VulnerabilityBelonging

Responsibility

Caring–WhyItMa\ers

Impact:Caringisreciprocal.WhenteammembersfeeltheorganizaAoncaresaboutthemandtheirsuccess,theyinturncaremoredeeplyabouttheirworkandthesuccessofthecompany.

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HumanFactorsofCaring

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§  Caring/Concern

§  Compassion§  Empathy§  Sympathy§  Kindness§  Nurturing§  Warmth

§  Caring§  Belonging§  Responsibility§  Vulnerability

LeadershipInfluence

10WaystoShowYouCare

•  ProacAvelyShowYouCareAboutTheirWellBeing.•  TryToTouchSomeoneEveryDay.•  NoLipService.•  BeanAcAveandEmpatheAcListener.•  UnderstandYourPeople’sStruggles.•  TakeDifferentRoutesThroughTheOrganizaAon–MeetEveryone.•  IntroduceImportantGuestsToThePeopleIntheCompany.•  Don’tForgetAboutTheRemoteWorkers.•  Don’tmisstheopportunitytotakeacAonwhensomeoneis

struggling.•  Lookforcommongroundandwaystoconnectwithpeople.

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Belonging–WhyItMa\ers

Impact:Measuresthedegreetowhichthesocialbehaviorofleadersmakesteammembersfeeltheyfitin.

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HumanFactorsofBelonging

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§  Acceptance§  CooperaAon§  Friendship§  Helpfulness§  Inclusion§  Sharing§  Support

§  Caring§  Belonging§  Responsibility§  Vulnerability

LeadershipInfluence

10WaystoCreateBelonging

•  Avoidacceptanceissuesbyhiringtofityourculture.•  BeYourself.•  PromotethevalueofallintheorganizaAon.•  Maintainbalance/cooperaAonintheworkplace.•  Checkyourbiasesatthedoor.•  MakesureteamrolesandexpectaAonsareclearlydefined.•  Allowemployeestocelebrateculturaldifferencesandsharetheir

tradiAonwithcoworkers.•  Usethesocialleadersonyourteamtoencourageacceptanceof

newemployees.•  EncourageemployeestoshareexperiencesandbuildrelaAonships.•  Makegeungtoknowandformallyintroducingemployeesapartof

onboardingnewhires.33

Responsibility–WhyItMa\ers

Impact:MeasuresthedegreetowhichtheorganizaAonalcultureoperatessuchthattheleadershipteamtakesfullresponsibilityfortheircommitmentsandthesuccessoftheteam.

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“Withgreatpower,comesgreatresponsibility.”

Voltaire

HumanFactorsofResponsibility

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§  Responsibility§  Accountability§  Candor§  Integrity

§  Caring§  Belonging§  Responsibility§  Vulnerability

LeadershipInfluence

10WaystoCreateResponsibility

•  Whenthingsaregoingwell,shareresponsibilityliberally.•  ShowappreciaAon.•  Avoid‘fingerpoinAng’andblaming.•  AssumeulAmateresponsibilityforallthathappensonyourwatch.•  TakeresponsibilitybytakingacAon.•  Encourageownership.•  Givethemfreedom.•  SethighexpectaAons.•  Provideencouragementandsupportforemployeestogive

somethingbacktothecommunity.•  EffecAvelycommunicateyoursocialresponsibilityefforts.

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Vulnerability–WhyItMa\ers

Impact:Measuresthedegreetowhichleadersareabletosharetheirweaknesses,forgiveinorderreestablishrelaAonships,andsincerelyapologizewhentheyhavewrongedsomeone.

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HumanFactorsofVulnerability

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§  Apology§  Forgiveness§  Sincerity§  Understanding§  Vulnerability

§  Caring§  Belonging§  Responsibility§  Vulnerability

LeadershipInfluence

10WaystoBeVulnerable

•  Acceptandshareyourvulnerability,don’tmaskit.•  Don’tcoverupyourmistakes,sharethem.•  AskquesAonsandlisten.•  Don’tbedefensive.•  Don’tbeaperfecAonist.•  ShowemoAon.•  Rewardeffortaswellassuccess.•  Askforfeedback.•  Shareyourweaknesses.•  Forgiveothers.

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GreatCulturesRetainMillenials

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AWinningCultureHasPosiAveLeadershipInfluence

Fact:Leadershipinfluencedrivescultureandengagement.

Source:GallupBusinessJournal,2009

ManagerBehaviorIgnoresYouFocusesonWeaknessesFocusesonStrengths

DegreeofDisengagement40%22%1%

41

AWinningCultureGrowsYourBo\omLine

Fact:OrganizaAonswiththehighestpercentageofengagedemployeesincreasedtheiroperaAngincomeby19%,andtheirearningspershareby28%year-to-year.

Source:EmployeeEngagementandMentoring:AnEmpiricalStudyofSalesProfessionals,Sange&Srivasatava,Synergy(January,2012),Vol.XNo.I

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AWinningCultureGrowsYourBo\omLine

Fact:Companieswithengagedemployeesexperience3-yearrevenuegrowthof20.1percent,comparedto8.9percentbyindustrypeers.

Source:CLCGeneseetheHRconsulAngandemployeesurveydivisionofTheCorporateExecuAveBoard.

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AWinningCultureGrowsYourBo\omLine

Source:CorporateCultureandPerformance,JohnP.Ko\erandJamesL.Heski\,HarvardUniversity,1992

Fact:An11yearstudyofhowthecultureofacorporaAonpowerfullyinfluencesitseconomicperformancerevealedthesesurprisingstaAsAcs:

AverageIncreasefor20FirmswithoutPerformance

EnhancingCulture

AverageIncreasefor12Firmswith

PerformanceEnhancingCulture

RevenueGrowth 166% 682%

EmploymentGrowth 36% 282%

StockPriceGrowth 74% 901%

NetIncomeGrowth 1% 756%

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Fact:“Companieswithaweakeremployerbrandreportacostperhirethatisalmostdoublethatofcompanieswithastrongemployerbrand.”

Source:LinkedInHiringSoluAonsResearch,2012

Employer Brand Strength

Inde

xed

cost

per

hire

Poor/ Moderate Good/ Strong (very likely to consider your

company)

125

67

Figure 5 Impact of employer brand strength on cost per hire

AWinningCultureA\ractsTheBestPeople

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AWinningCultureLowersTurnoverExpenses

Source:ROIInsAtuteCostofTurnoverStudy;RightProfileandJDMatch2016(forA\orneys)

Facts:CostofTurnover–ROIInsAtuteData

JobType/Category TurnoverCostRange(%ofAnnualWages)

Clerical/AdministraAve 50%-80%

Professional(SalesRep,Accountant) 75%-125%

Technical(ComputerTechnician) 100%-150%

Supervisors 100%-150%

DepartmentManagers 125%-200%

Professional(A\orneys) 150%-250%

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AboutPeopleProducAve

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PeopleProduc*veworkswithclientstomethodicallyimprovefirm-wideoutcomesbyhelpingthembuildawinningandunbeatableculture.ThefocusisalwaysonmeasurableROI.AllresultsareAedtoyourmetricstoensurethefocuscorrectlyremainsonbusinessperformance.

“To win in the marketplace, you must first win in the workplace.”

Doug Conant, Former CEO of Campbell Soup

eBook

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www.peopleproducAve.com

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