Filed under: Employee Communication, Employee Retention, Research, Talent Management
Millennials have become a topic of interest, since they are the newest population to enter the workforce. However, this interest is accompanied by many stereotypes about how Millennials differ from other generations and that they have different needs to be successful in the workplace. Much of the attention has been on the negative: some suggest that we are more narcissistic,1 have a loose work ethic,2 and need to get off our parents’ couches4 and take the next bus to North Dakota if we need work.
As a member of the Millennial generation, it can be annoying to be stereotyped as part of a group that is “going nowhere4” but expects to be promoted5 within a year. I definitely agree that there are many lazy people in my generation as well as individuals who expect instant success after graduation. However, there are many of us who are hardworking, yet realistic, and would like to be treated as individuals rather than members of a certain group that need extra care in order to be successful.
What does the scholarly research say about Millennials? Let’s start with a recent article cited often in the current blog-o-sphere.
Jean Twenge and colleauges at San Diego State University recently published an article on differences in values and opinions between Baby Boomers and Millennials.6 The study was conducted over the course of 40 years with a freshman survey for entering college students.
Their research concluded that Millennials entering college place higher value on wealth and fame than the Baby Boomers did when they were entering college in the 1960’s and 70’s. While much of the popular literature suggests Millennials are more socially conscious and intrinsically motivated, Twenge and her colleagues found the opposite to be true. Based on their findings, Millennials are actually more similar to Generation X, and less intrinsically motivated than the Baby Boomers were at the same age. Sidenote: Jean Twenge is the author of The Narcissism Epidemic: Living in the Age of Entitlement and is often cited by columnists who believe Millennials have a major problem.
A caveat to these findings (that popular blogs and articles fail to mention) is that it is based on research conducted on college students and does not provide any evidence on how Millennials behave once they make it to the workplace. In a different study, Ng and colleagues7 found that college students closer to graduation have more realistic salary expectations than college freshmen. These findings indicate that the beliefs and values of young adults change throughout college hence it cannot be assumed that data gathered when they enter college will remain constant once they enter the workforce.
Researchers have also pointed out some of the differences that existed between Baby Boomers and previous generations, giving way to the idea that much of the differences we note between Millennials and older generations are simply age-related.8
- For example, Millennials are believed to have no organizational loyalty and are willing to move between organizations. Thus it has been concluded that job security is not a major factor in a Millennial’s decision on where to work. Is this a generational difference or just an age difference? Forty years ago, younger workers did not list job security as a reason for satisfaction and were more likely to move between jobs than older generations.8 Given that younger workers are less likely to have financial and family commitments, they are more likely to switch jobs. This seems to be a more rational explanation for why Millennials frequently move between organizations as opposed to the popular argument that we watched our parents get laid off and thus have no organizational loyalty.
- Boomers also wanted work that provided more meaning and autonomy. Sound familiar? Theories about meaningful work being the key to satisfaction have been around since the 1960’s and 1970’s, when some Boomers were beginning to enter the workforce. If we look at the classic motivation literature by Hackman and Oldham9, employees want meaningful work (significance, variety, and identification), autonomy, and knowledge of results. When these conditions are met employees will be intrinsically motivated to do their jobs. Based on the popular literature about Millennials, not much has changed (although the press would love for you to believe everything is changing).
Many of the other studies primarily focus on what Millennials want, and give reasons for why. For recruiting purposes, it is important to understand what today’s employee needs in order to be engaged at work. Ng and colleagues7 determined that the most important workplace attributes for Millennials were opportunities for advancement, good co-workers, quality supervisors, and training and development opportunities. Whether this significantly differs from what employees of other generations want is up in the air. Two issues exist: studies conducted today cannot control for the difference in age and experience among generations and studies conducted longitudinally (where all workers sampled were young) cannot control for the changing times. Thus, only speculations can be made on whether differences truly exist.
We can conclude that Millennials want many of the same workplace attributes that have been desired for years: meaningful work, autonomy, good co-workers, good supervisors, feedback, and advancement. As a Millennial employee, I have no problem voicing to my organization that these factors must be present. Perhaps that is what makes our generation different: we are not afraid to speak up about what we need to be engaged.
What are your thoughts on the Millennial generation?
Do you see any major differences between Millennial employees and other generations? Is it because of how they grew up, or a result of being young?
Amanda Harms | Associate Consultant
References:
- http://www.cnn.com/2011/OPINION/08/05/navarrette.millennials.jobs/index.html
- http://articles.chicagotribune.com/2011-12-26/business/ct-biz-1226-millennials-20111226_1_millennials-new-poll-older-workers
- Erickson, T.J. (2009). Gen Y in the workforce. Harvard Business Review Case Study, February 2009.
- http://www.nytimes.com/2012/03/11/opinion/sunday/the-go-nowhere-generation.html
- http://www.thelearningcafe.net/downloads/MillennialGeneration.pdf
- Twenge, J.M., Campbell, W.K., & Freeman, E.C. (2012). Generational differences in young adults’ life goals, concern for others, and civic orientation, 1966-2009. Journal of Personality and Social Psychology, Online First Publication, March 5, 2012.
- Ng, E.S.W., Schweitzer, L., & Lyons, S.T. (2010). New generation, great expectations: A field study of the Millennial generation. Journal of Business Psychology, 25, 281-292.
- Wesner, M.S., & Miller, T. (2008). Boomers and Millennials have much in common. Organization Development Journal, 26, 89-96.
- Hackman, J.R., & Oldham, G.R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250-279.
Our latest weekly newsletter reminded me of the upcoming blood drive being organized in the company. On reading about it my initial response was that this is a great way for the organization to involve employees in its efforts to give back to the community. It led me to wonder whether corporate social responsibility (CSR) initiatives like this one affect employee attitudes and if they do, how?
Before I delve into the possible impact of these initiatives on employee attitudes, it might be worthwhile to gain an understanding of what CSR is. There are several terms used interchangeably in the business literature to describe CSR, for example, corporate citizenship; corporate social performance; sustainable development. Whilst there may not be a consensus on a single definition for CSR, in essence it means treating all the stakeholders of an organization in an ethical or responsible manner.3, 5 The stakeholders could be any group that is affected by the corporate policies and practices of the organization, for instance, employees, their families, investors, consumers, and local communities. CSR has four dimensions: 2
- Economic – The responsibility of the firm to conduct business in a profitable manner.
- Legal – The firm’s responsibility to follow laws.
- Ethical – The organization’s obligation to be morally responsible.
- Discretionary – Organizational activities that demonstrate care and concern, for example, making contributions to charities and other altruistic activities.
Most of the studies on CSR have adopted a utilitarian perspective and have examined outcomes such as business performance and consumer loyalty. Very few studies have explored the influence of these initiatives on employee attitudes. In a study that examined the impact of external CSR (implying philanthropy and community contributions) on organizational commitment, the authors found a positive relationship between the two. Using the social identity theory to explain these findings, the authors suggest that employees will feel a sense of pride in being associated with an organization that has a positive external reputation.1
In a separate study the author found that employees’ perceptions of economic, legal and discretionary citizenship positively influenced engagement. Additionally, engagement was indirectly affected by corporate citizenship through its influence on organizational trust. The author explains these findings in the context of attachment theory, which suggests that humans are inclined to create and sustain lasting bonds, and when established, these bonds influence individuals’ work behavior. Therefore, when employees have ties with their organizations, corporate citizenship will influence employees’ engagement and trust.4
Whilst the bulk of CSR literature focuses on its impact on profits or consumers, recent research has revealed that they also influence employee attitudes. Employee opinion surveys typically include items that tap into sense of pride in working for an organization or items on values and ethics in the organization. I would imagine that CSR initiatives would positively influence employees’ responses to these items that drive engagement and commitment. It may also be worthwhile to include a question in the survey that is specifically focused on these initiatives. In the future it would be interesting to explore whether employee attitudes like engagement and commitment influence the relationship between CSR, profitability, and customer satisfaction.
Finally, in difficult economic times organizations may resort to cutting down or even totally eliminating CSR initiatives. Organizations that resort to these means are only focusing on short term profits and have clearly not integrated their CSR strategy with the organization’s vision and long term strategy. Working for an organization that continues to invest its resources in CSR initiatives even during tough economic times gives me a clear message that my organization truly believes in the value created by these initiatives. It not only instills a sense of pride but also inspires me to participate in the blood drive.
What CSR initiatives does your organization engage in? How do employees respond to these initiatives? Do you measure its impact on employee attitudes? What are your thoughts/findings?
Jaya Pathak | Senior Consultant
References:
- Brammer, S., Andrew, M., & Rayton, B. (2007). The contribution of corporate social responsibility to organizational commitment. International Journal of Human Resource Management, 18, 1701-1719.
- Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organisational stakeholders. Business Horizons, 34, 39-48.
- Hopkins, M. (2003). The planetary Bargain. Earthscan: U.K.
- Lin, C. P. (2010). Modeling corporate citizenship, organizational trust, and work engagement based on attachment theory. Journal of Business Ethics, 94, 517-531.
- Wan-Jan, W. S. (2006). Defining corporate social responsibility. Journal of Public Affairs, 6, 176-184.
Filed under: Employee Development, Employee Retention, Executive Leadership, Leadership Development
No matter the size of your company, company leaders should be continually striving to build up a positive company culture that is consistent with the company’s mission and values. However, as businesses everywhere are growing from national organizations into global entities, building up a consistent company culture becomes much more difficult. With expanding companies, it is natural to acquire remote employees and open up new locations overseas, and the last thing you want is for those satellite employees to feel out of sync with the company’s vision and future goals. In addition, you also don’t want your overseas employees to feel like outcasts.
When it comes to company culture I think author of Fit In! The Unofficial Guide to Corporate Culture, Mark Williams, says it best, “not everything that happens in a business is based on visible, objective, and formal rules”. Something I’m sure we’ve all experienced are those unwritten rules that lie between the lines of your company handbook. They cover those little things from where you sit in a meeting to how you should address your manager. It’s these things that help define the environment of a company. Gaining a good understand of a company’s polices and “unwritten rules” can be tough enough on its own but add another location and these challenges become amplified. But all hope is not lost, there are ways to make your employees feel more aligned with your company’s vision. After all, it’s a strong company culture that will keep turnover rates low, productivity high, and employee morale up whether it be in your corporate headquarters or half way around the world.
The Challenge
Opening multiple offices can be a logical step when facing company growth and it can also be a tremendous opportunity. One loss however in separating employees is the loss of personal interaction. A lot of company culture is built up through those conversations by the water cooler, friendly chit-chat in the hallways, or in office humor through games played among co-workers. These are all little pieces that make up what type of culture is present within your company.
These personal interactions also help set a strong foundation of good relationships and trust on which to collaborate to find solutions to work-related problems. So with multiple locations, finding ways for your employees to stay in touch can be one of your biggest challenges.
The Solution
Companies that have unified cultures, no matter how many office locations they may have, have one common trait; they are effective communicators. They value their employees’ opinions and therefore work hard to keep lines of communication constantly open. They also put effort into recognizing individual accomplishments. While the traditional company barbeque or office party may not work for those multi-location companies, there are many other methods to integrate other lines of communication and togetherness. A company blog for instance is a great way to reach your customers, but it’s also a great way to keep all of your employees in the loop about what is going on in different locations. Company reports, newsletters, or daily emails are other great ways to inform all company employees about featured company customers, a funny company story, or shine some light on what your company truly values.
At Questar, we can speak first hand on this topic having remote employees in our UK office. We work hard to make sure all of our employee feel like they’re part of a clear company mission and goal. We have found the greatest way to combat any downfalls of geographic distance is communication, communication, communication. We hold monthly, weekly, and even daily, depending on department, meetings through Skype with our satellite co-workers. This ensures that no matter what project is being worked on, everyone is aware of what has happened, what is currently being worked on, and what needs to still be accomplished in the future. Through this practice, a Questar client can call any one of our employees within that project team to get their questions answered. These meetings also help foster friendly camaraderie amongst groups. Although many of us have never met our UK colleagues in person, they are included in long-running jokes and have become close friends to employees in the US office.
Another connection between offices we make here at Questar is our company quarterly newsletter. Within this form of communication, we always showcase activities and progress made by teams in both locations. When we have companywide meetings in our US office our UK co-workers are present through our online meeting center so they are able to see and hear in real time what is being covered by our company executives.
These are just a few examples of the ways Questar is working to bridge the gap so global business doesn’t feel quite so global. We would love to hear what your company does to enhance its company culture either within one office or one hundred.
Stephanie Peterson | Strategic Communications and Marketing Coordinator
The other day I was talking to an old co-worker of mine and she was telling me how so many people were leaving her particular company recently. They each had their individual reasons, but she couldn’t quite figure out why so many people were quitting. We joked around about some explanations like; the candy dish was always out of mints, or Larry in the corner cubicle smelled. Although we looked at the humorous side of the situation, high turnover rates can be detrimental to companies.
Good managers know that happy employees are loyal, hardworking, and effective employees. They stay faithful to the company and help drive its success. In browsing through some articles I found five different ways companies can improve employee engagement.
1. Give Employees More Control
“Happiness is affected by [employees'] sense of control over their lives,” says Gretchen Rubin, author of the book The Happiness Project.
Employers should look for ways to give employees more control over their schedules, work environment, and work habits. For instance, employers could offer flexibility for their work schedules such as flextime or telecommuting. These days our demanding schedules continue long after we clock out from the workday, and many employees appreciate a boss who is considerate to a work-life balance. Because every person’s obligations outside of work are different, customized schedules are a great way to improve worker satisfaction.
Employers should also encourage employees to customize their workstations. This could include things like pictures and other items that make them feel more comfortable in their workspace. This not only gives employees some control over their work environments, but it can ease individual hardships like back pain or eyestrain. In addition, studies show that certain colors or décor can improve happiness. Employees will therefore be able to create a place they enjoy working in rather than being stuck in a bland office cubicle.
2. Encourage Social Connections
Socialization is a key component of happiness. “Interacting with others gives people a boost in mood – surprisingly, this is true even for introverts,” writes Rubin.
Employers should find ways to encourage social relationships and design an office arrangement that raises communication. Arrange workstations so employees can see each other and talk. Employers can also encourage office celebrations for holidays and birthdays. These celebrations do not need to be expensive. It can be as simple as asking everyone to bring in a covered dish. Even when there is no reason to celebrate, encourage employees to eat lunch together. Provide a comfortable eating area.
Socialization doesn’t have to be limited to traditional office hours. Encourage out of office gatherings like volunteer programs. This gives employees a chance to develop relationships outside of the office while promoting the company in a positive way. Community service is a great way to build a positive reputation, and it is a happiness booster for all the employees that participate.
3. Promote Good Health
Poor health is not only damaging to employees’ bodies, it can also have a negative impact on your business. “Up to 90% of all doctor visits in the United States are for stress-related illnesses,” according to Dr. Mehet Oz of the Dr. Oz Show. Chronic stress has a wide variety of negative side effects including weight gain, lower immune system, increased risk of disease, and fatigue. Employers should encourage employees to reduce stress levels and improve their overall health.
Employers need to first educate employees on these and other health topics. They can provide reading materials or offer seminars. It’s hard for people to make positive health changes if they don’t know what to change or how to change it.
Once employees know more about health topics such as stress, exercising, and healthy eating, start a health related competition within your company. This offers employees motivation and a support system. (This will simultaneously foster more socialization, killing two birds with one stone!) If the entire office is involved, employees will be more likely to accomplish their goals.
To help employees make positive lifestyle changes, have a kitchen equipped with a refrigerator and microwave to prepare healthy meals. Research shows that preparing food is a much healthier option than eating out. Also, encourage breaks throughout the day. Even small amounts of exercise, like walking, throughout the day are beneficial. If possible, offering a discount on gym memberships is a great way to help motivate your employees to make healthy lifestyle changes.
4. Create an Atmosphere of Growth
Jobs are more than a source of income for most people. Jobs are a venue for employees to grow and learn. In a survey based on the works of Susan Herrington, North Tennessee Private Industry Council about employee motivation, employees ranked job characteristics that motivated them. Surprisingly, high wages and promotions were not even in the top three. Instead, the number one desire for employees was “Full Appreciation of Work Being Done.”
Employers can create an atmosphere of growth by providing training, acknowledging benchmarks, and celebrating accomplishments. Employers should also encourage employees to learn new skills by going to conferences and workshops. Employees will become bored and lose motivation if they are never given an opportunity to expand their skills and responsibilities.
5. Break Up Routines
Surprises add a little spark to life, including the workplace. Even a small treat can boost people’s happiness as well as give us a kick from an unexpected gift. These don’t need to be huge by any means but employers should look for small ways to surprise employees. Occasionally bringing in a special treat such as coffee or baked goods are small gestures that show employees that you appreciate the time they’re putting in.
Another idea is to host an office party for a quirky holiday. Employers could even allow employees to make up their own holiday for your company. For example, March 4th could be ‘We’re four months from the 4th of July’ party where employees can bring in their favorite 4th of July dish. Remember, you can celebrate anything. Again, this does not need to be expensive. The keys are breaking up the routine of the workweek, promoting socialization, and demonstrating your appreciation.
I’m not suggesting your company do all of the things I mentioned in this post, but try implementing one or two at your own office and watch as the engagement of your employee increases, as well as your profit line.
Stephanie Peterson | Strategic Communications and Marketing Coordinator
Filed under: Customer Experience, Employee Engagement, Employee Retention, Uncategorized
The fast food industry has one of the highest employee turnover rates compared to any other industry. When I worked in a fast food restaurant back in high school, I saw new faces at least once a week, but only to see some of them quit after a mere week. To be fair, I only put in five months myself. New employees equal a lot of time spent training and patience for mistakes. Because fast food is meant to be “fast,” it’s hard to be satisfied dealing with employee turnover situations that only slow business down.
Perhaps we should turn to the research for a little guidance?
Employees in the fast food business work in a broader industry called “dirty work.” The concept of “dirty work” was first introduced by a social psychologist in the late 1950’s, referring to work that is either disapproved or stigmatized by members of society who do not work in such jobs. I’m not saying that people disapprove of fast food. However, few people aspire to become a worker at such restaurants. According to the research, we tend to wonder how they can do it. (more…)
Filed under: Employee Engagement, Employee Retention, Executive Leadership, Uncategorized
As the “great recession” begins to ease, many employees are poised to leave – up to 84% according to some research. And as their employees become restless, leaders in many organizations begin to shift their focus once again from cost containment to talent retention. Yet despite reemerging enthusiasm for talent retention, many organizations are basing their retention efforts on faulty assumptions. (more…)
Filed under: Employee Development, Employee Engagement, Employee Retention, Executive Leadership
We are excited to be exhibiting at SIOP conference once again this year. If you are heading there as well, be sure to stop by our booth (215) for your chance to win a new iPad 2 or Kindle. The SIOP conference is a three-day conference that includes the country’s top industrial-organizational psychologists for discussion on current issues and emerging trends in the workplace.
To learn more about the SIOP conference please visit http://www.siop.org/conferences/
Filed under: Employee Communication, Employee Development, Employee Engagement, Employee Retention, Executive Leadership
No doubt many of your employees are asking themselves this question as the new year approaches. According research by Manpower as reported in an article on CNN.com, up to 84% of all employees will be looking for a new job as they ring in the new year.
Many employers are making New Year’s resolutions of their own – hoping to avert this impending mass exodus of employees. If you’re doing the same, there are some things you can do to help retain your employees in 2011. Based on research that Questar has done on drivers of employee loyalty, here are some steps you can (more…)
Filed under: Employee Engagement, Employee Retention, Research, Uncategorized
As Thanksgiving approaches, Americans pause this week to reflect on their blessings. So what are you thankful for? For most people, the intangibles probably come to mind first – the many things that money can’t buy like family, friends, and experiences. Basic needs that are met may also make the list – shelter, clothing, food. And in an economy where more than 9% are unemployed, this Thanksgiving holiday many are thankful that they have a job.
If you ask people why they work, they will probably mention money as the primary reason. But if you ask people what they like best about their jobs, money usually doesn’t top the list. Work brings so much more to people’s lives. Over the past 25 years, Questar has asked millions of employees what they like (more…)
Filed under: Employee Engagement, Employee Retention, Uncategorized, Work Life Balance
Imagine for a minute the following advertisement I saw in my inbox yesterday. There is a man floating down the Colorado River sporting a t-shirt, plaid shorts, and a fisherman’s hat. The water is calm and he looks to be getting ready to snap a shot of the Grand Canyon from a turn in the river. And what does the caption say? “Freedom is life outside the cubicle.” Ok, it’s piqued my interest and I decide to scan the text. “Get work/life balance… Life is freer outside the office …remote access to your computer…” Got it – it’s a remote access software program. But just as I’m hovering over the delete button another line catches my eye and I read on: “Update a file while you’re enjoying a long lunch… be in two places at once… Print a file on your work computer to a local printer – say, at the beach resort you’re enjoying for the week.”
Printing a file from a beach resort would be the last thing on my mind. Don’t get me wrong – I’m all for technology that helps me be more productive. I may not be addicted, but I regularly use my company’s VPN and check email from my smart phone. The duality of the messaging got me thinking. Are freedom and connectedness (more…)
