Generational Engagement Drivers, Part 3 of 3 – Millennials

After years of doing more work with fewer resources and rewards, a record number of employees are disengaged from their jobs. Companies are now implementing strategies to improve engagement, but most neglect to take generational differences into account. This costly mistake contributes to increased employee attrition and revenue loss. 

I have provided a three-part series that outlines the core engagement drivers specific to each generation. The first in the series offered strategies for engaging Baby Boomers. The second provided strategies for engaging Generation X. This last one covers the Millennial Generation. 

Millennials (born ca. 1982-2000) experienced educational and parental systems rich in praise. They are accustomed to and expect frequent encouragement and acknowledgement. Having grown up in a 24/7 world of global events and communication, they are motivated to solve large-scale problems and see blurred boundaries between work and the rest of their lives. 

To improve engagement in this generation, focus on strengthening Millennial attitudes toward:

• Feedback & Growth – Do they perceive their supervisors as mentors who actively support and guide them in their careers?
• Meaningful Brands & Work – Are they enthusiastic about their employer's impact on the world and the opportunities available to solve "real" problems?
• Flexible Work – Does their work arrangement allow them to manage their professional and personal obligations fluidly?

For additional insight and strategies on this topic, register for my free September 19 webcast, Keeping High Potentials Engaged, hosted by the Human Capital Institute.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Generational Engagement Drivers, Part 2 of 3 – Generation X

In response to record low levels of employee engagement, I am providing a three-part series to outline specific employee experiences, or "drivers," for each generation that have a significant impact on engagement. The first in the series offered concrete strategies for engaging Baby Boomers at work. This second one covers Generation X. 

Generation X (born ca. 1963-1981) grew up during a time when life seemed to be falling apart. As children, they watched the events of the energy crisis, Watergate, corporate downsizing, and AIDS unfold in front of them. These were the "latchkey kids" of divorced, dual-income, late-working parents. As a result, Gen Xers value security, mobility (which they see as a means to security) and work/life balance. 

To improve engagement in this generation, focus on Gen X's outlook toward:

• Professional Development - Do they believe there are real opportunities to advance within the company or increase their transferable skills?

• Job Security & Autonomy - Does their employment situation feel secure and within their own control?

• Work/Life Balance - Do they feel alignment between their professional and personal lives?

Part three of this series will provide engagement drivers for the Millennial Generation. For additional insight and strategies on this topic, register for my free September 19 webcast, Keeping High Potentials Engaged, hosted by the Human Capital Institute.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Generational Engagement Drivers, Part 1 of 3 - Baby Boomers

Most companies manage employee engagement without differentiating between the intrinsic motivations and values of each generation. This is a costly mistake that diminishes an employer's value proposition, and actively contributes to employee attrition and revenue loss. 

Engagement levels are at record lows. Companies seeking to improve their scores focus on certain employee experiences, or "drivers," that have a significant impact on engagement.  This three-part series will provide specific engagement drivers to use for each generation at work. 

We'll start first with the Baby Boomers.

Baby Boomers have always worked and played hard, often competing with their numerous peers to get ahead and display outward symbols of success. Their values center on professional identity and prestige while staying youthful and healthy. 

The way to increase Boomer engagement is to implement strategies and tactics that will improve their:

• Core Career Identity – Do they love what they do and feel deeply connected to their job?
• Professional Status – Do they feel externally validated and rewarded for their efforts?
• Physical & Mental Health – Are they optimistic about their own well-being?

Part two this series will provide engagement drivers for Generation X. For additional insight and strategies on this topic, register for my free September 19 webcast, Keeping High Potentials Engaged, hosted by the Human Capital Institute.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy