CEB - The Millennial Myth

The Millennial Myth
Three Strategies for
Effectively Managing
Millennials in the Workforce

A Framework for Member Conversations
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3
© 2014 CEB. All rights reserved. CLC0698814SYN
0%
30%
60%
0%
30%
60%
37%
29%
34%
WAR FOR MILLENNIAL TALENT
Attracting the Best of a Large Cohort:
Millennials Represent the Largest Generation
Since Baby Boomers
Percentage of Workforce in 2013, by Generation
Developing New Leadership Talent: Oldest
Millennials Are Becoming Leaders
Making the Most of Their Skills: Millennials
Are the Best Educated Generation
Percentage of Employees with at Least
an Undergraduate Degree, by Generation
Retaining the Best Millennials: Millennials
Are More Likely to Leave Their Current
Organizations
Percentage of Employees Who Will Look for a
Job at Another Organization in the Next Year, by
Generation
As millennials become
more prevalent in the
workplace, organizations
are increasingly concerned
about how to manage them.
■■ Organizations want to
attract the best of the largest
generational cohort since the
baby boomers.
■■ Millennials are highly educated
and organizations are eager
to put their unique skills and
knowledge to work.
■■ As the oldest millennials
become leaders, organizations
are concerned about
passing down organizational
knowledge.
■■ Because millennials have lower
intent to stay, organizations
are worried about retaining the
best millennials.
Generations Defined
Millennials (also known as Generation Y):
Born between 1980 and 2000
Generation X:
Born between 1965 to 1979
Baby Boomers:
Born between 1946 and 1964
Source: Bureau of Labor Statistics. Source: ILOSTAT, International Labour Organization, 2012, http://www.ilo.
org/ilostat/faces/home/statisticaldata/bulk-download?_adf.ctrl-
state=4rz6ddict_499&clean=true&_afrLoop=2868342542738339.
n = 10,531.
Source: CEB 2014 Enterprise Contribution Survey.
Millennials Millennials
Millennials
Generation X Generation X
Generation X
Baby
Boomers
Baby
Boomers
Baby
Boomers
0%
30%
60%
0%
30%
60%
51%
37%
18%
“By 2020, millennials will fill half of our
leadership positions. This is not long-term
investing; it’s investing in the near-term.”
Head of HR, Professional Services
0%
30%
60%
0%
30%
60%
39%
34%
28%

4
MIXED MESSAGES ABOUT MANAGING MILLENNIALS
Magazine and Newspaper Headlines About Managing Millennials
With conflicting advice and
opinions about millennials,
organizations are left
confused about how to
manage this cohort.
Two Key Member Questions
What critical myths about
millennials do we need to better manage?
2What common assumptions
about millennials are true?
1
“The Me Me Me Generation: Millennials are
Lazy, Entitled Narcissists Who Still Live with
Their Parents—Why They’ll Save Us All.”
Source: Stein, Joel. ““The Me Me Me Generation: Millennials are Lazy, Entitled Narcissists
Who Still Live with Their Parents—Why They’ll Save Us All.” Time Magazine, May 2013.
“The Dumbest Generation:
How the Digital Age Stupefies
Young Americans and
Jeopardizes Our Future.”
Source: Baurelein, Mark, The Dumbest Generation The Dumbest
Generation: How the Digital Age Stupefies Young Americans
and Jeopardizes Our Future(Or, Don’t Trust Anyone Under 30).
New York: Tarcher, 2009.
“Generation Y’s
Goal? Wealth
and Fame.”
Source: Sharon Jayson, USA Today
January 10, 2007.
“Generation Y—
They’re Probably
No Worse Than
Baby-Boomers.”
Source: The Guardian, March 16, 2014
“Today’s Young People Aren’t
Ambitious, Care Less About Their
Jobs, And Want More Vacation.”
Source: Saranya Kapur, Business Insider, September 25, 2013.
“Millennials Tech-
Dependent, But Not
Necessarily Tech-Savvy.”
Source: Millennial Marketing,
“Corporate Social
Responsibility is
Millennials’ New
Religion.”
Source: Andrew Swinand,
ChicagoBusiness.com, March
25, 2014.
“Job Hopping Is the
‘New Normal’ for
Millennials: Three Ways
to Prevent a Human
Resource Nightmare.”
Source: Jeanne Meister, Forbes, August
14, 2012.
“Job Hopping
Millennials No
Different Than
Their Parents.”
Source: Annalyn Kurtz, CNN Money,
April 9, 2013.

5
THE MILLENNIAL MYTH: THREE STRATEGIES FOR EFFECTIVELY MANAGING
MILLENNIALS IN THE WORKFORCE
Managing
Three Critical
Millennial Myths
Common
Assumptions
About Millennials
That Are True
Appendix

6
0%
50%
100%
0%
50%
100%
68%
53%
89%
77%
MILLENNIALS HAVE HIGH EXPECTATIONS
Millennials Expect to Be Paid Morea
Average Expected Merit Increase in Current
Position
Millennials Expect to Be Promoted Fastera
Expectation for Promotion
Millennials expect more
compensation and faster
promotion than other
generations.
2 Years or Less 5 Years or Less
Millennials Other Generations
n = 89,872.
Source: 2013-2014 Global Labor Market Survey.
a
Additional age cuts in appendix.
n = 89,872.
Source: 2013-2014 Global Labor Market Survey.
a
Additional age cuts in appendix.
0%
3%
6%
0%
3%
6%
6%
3%
”The young people we
hire don’t just want that
job. They aren’t going to
be happy in one position for long.
They come in looking at where
they can go next.”
Shelley Sullivan
Director of HR at the American
Association of Blood Banks
Millennials Other
Generations
COMMON ASSUMPTIONS ABOUT
MILLENNIALS THAT ARE TRUE
MANAGING THREE
CRITICAL MILLENNIAL MYTHS
APPENDIX
Implications
1. Provide Accurate, Ongoing Feedback on Performance and Potential: Managers should provide candid, continuous
feedback on millennials’ performance and promotion potential to help set realistic expectations for their trajectory
at the organization.
2. Demonstrate Realistic Career Paths: Organizations should set expectations for realistic, not idealized, career paths
with Chubb’s Realizable Career Paths.
3. Provide Transparent Information on Pay Practices: Provide straightforward, regularly updated information about
pay practices and guidelines. Use our pay communications guidebook to address millennials’ pay expectations.
(CEB Compensation membership required)

7
0%
30%
60%
46%
33%
52%
23%
20%
10%
Although millennials
are more likely to use
technology at work than
other generations, they are
not more likely to adopt
new technology earlier.
n = 983.
Source: CEB 2012 Technology-Enabled Employee Productivity Survey.
n = 1,029.
Source: Cornerstone OnDemand and Kelton, The State of Workplace Productivity
Report, 2013. http://www.cornerstoneondemand.com/sites/default/files/
research/csod-rs-state-of-workplace-productivity-report.pdf
MILLENNIALS USE TECHNOLOGY AT WORK MORE, BUT NO
MORE LIKELY TO BE EARLY ADOPTERS OF NEW TECHNOLOGY
Millennials Use Technology at Work More Than
Other Generations
Percentage of Employees Who Use Technology Devices
for Work Purposes, by Generation
But Are Not More Likely to Be Early Adopters
Percentage of Employees Who Are Technology
Adopters, by Age
Millennials
Generation X
Baby Boomers
Laptops Smartphones Tablets 0% 20% 40%
33%
35%
30%
MANAGING THREE
APPENDIX
Implications
1. Use Millennials to Provide Feedback on Technology Platforms: Because millennials have grown up with technology,
many will have a keen sense of which aspects of a technology platform work and which do not.
2. Reverse Mentoring: Take advantage of millennials’ propensity to use technology at work by establishing a reverse
mentoring program where millennials teach other generations how technology can help increase efficiency at work.

8
MILLENNIALS ARE MORE LIKELY TO LEAVE FOR
(ALMOST) ANY REASON
Likelihood of Accepting a New Job Based on Different Factors
Percentage of Employees Selecting “Likely”
Millennials are more likely to
accept a new job than other
generations for almost any
reason.
■■ The most frequent reasons for
leaving that millennials cite are
compensation, better work-life
balance, and more valuable
development opportunities.
A 15% Increase in Total
Compensation Package
A More Rapid
Career Advancement
A Better Work-Life Balance
A More Valuable Professional
Development Opportunity
More Comprehensive
Benefits
A More Senior Position
Within The Organization
More Engaging
Day-To-Day Work
A Friendlier
Work Environment
Greater Respect
from Others
A Highly Skilled Direct Manager
A Higher Quality Product Than
Your Current Organization Offers
Higher Level of
Social Responsibility
More Talented
Colleagues
n = 89,872.
Source: CEB 2013–2014 Global Labor Market Survey.
Millennials
Generation X
Baby Boomers
MANAGING THREE
APPENDIX
Implications
1. Assess Reasons for Leaving: Survey or interview departing employees to better understand their reasons for leaving the
organization.
2. Hold Frequent Career Discussions: Managers should discuss their employees’ career aspirations early and help them find
internal opportunities to reach their goals.
0% 30% 60%
57%
52%
44%
48%
43%
36%
48%
43%
36%
47%
22%
20%
46%
51%
48%
44%
24%
25%
42%
9%
12%
40%
13%
16%
37%
23%
24%
35%
38%
41%
33%
7%
12%
28%
45%
26%
26%
9%
15%

9
MANAGING THREE
APPENDIX
MILLENNIALS WANT CAREER AND DEVELOPMENT
OPPORTUNITIES MORE THAN OTHER GENERATIONS
Few Differences in Attributes That Attract Generations
Percentage of Employees Selecting Each Attribute as the Top 5 Most Important When Considering Employmenta
The greatest generational
differences in attraction
drivers are in future
career and development
opportunities.
■■ These attributes are more likely
to attract millennials than other
generations.
■■ A need for work-life balance
is commonly attributed to
millennials, but it is important
to all generations.
■■ All generations view
compensation as the most
important driver of attraction
to a potential employer.
Millennials
Generation X
Baby Boomers
Implications
1. On-the-Job Learning: Managers should help identify opportunities for millennials to learn critical skills on-the-job.
2. Provide Stretch Opportunities: Managers should help their millennial employees find opportunities test out new skills or
pursue diverse career interests across the organization.
Compensation
Work-Life Balance
Future Career Opportunity
Stability
Respect
Location
Recognition
Health Benefits
Vacation
n = 89,872.
a
Please see the appendix for the full list of attraction drivers.
0% 25% 50%
44%
48%
44%
39%
41%
38%
33%
25%
14%
32%
36%
35%
31%
31%
37%
27%
30%
35%
23%
18%
12%
18%
19%
19%
17%
18%
21%
17%
16%
14%

10
Managing
Three Critical
Millennial Myths
Common
Assumptions
About Millennials
That Are True
Appendix

11
THREE MYTHS OF MILLENNIAL MANAGEMENT
Identifying the Three Myths
1. Which myths, if believed, would significantly detract from an organization’s ability to attract, retain, and engage millennials?
2. Which myths were most commonly held by organizations?
COMPETITION CONNECTIVITY COMMITMENT
Myth Millennials Are More Collaborative Than
Competitive
Millennials Rely on Their Peers to Get
Work Done
Millennials Want to Organization Hop
Reality Millennials are more competitive than
other generations. They are more driven
by relative performance than absolute
performance.
Millennials are more connected, but they
underleverage peers at work. They have the
connections, but don’t trust peers’ input.
Millennials want to experience hop,
not organization hop.
Strategy Provide comparison opportunities by
increasing visibility of millennials’ impact.
Increase trust through greater
understanding of the value of peer input.
Help millennials identify the benefits
of diverse career moves within their
organizations.
Best Practice “Gamified” Failure Sharing Platform Network Performance Points Career Maps
MANAGING THREE
APPENDIX

12
MOST VIEW MILLENNIALS AS COLLABORATIVE,
BUT THEY ACTUALLY WANT TO COMPETE
Other Generations Think About Millennials
Primarily as Collaborative
Millennials Have a Strong Competitive Nature
Percentile Rankings of Respondents Who Say That
Competition Is What Gets Them up in the Morning,
by Generation
Many view millennials
as primarily collaborative,
but millennials are
motivated by the desire to
stand out from their peers
and be competitive.
Millennials
are all about
teamwork, they prefer
a collaborative work
environments rather
than a competitive
one.
Work
spaces that
promote collaborative
work are going to become
the norm as the share of
millennials rises in the
workforce.
From
their early
socialization in
kindergarten, millennials
were educated in groups—
collaboration is their
baseline behavior.
Baby Boomers
Generation X
Millennials
Competition Percentage
30 50 54 59 70
Source: SHL The 2012 Talent Report.
Source: CEB analysis.
MANAGING THREE
APPENDIX

13
MILLENNIALS MORE DRIVEN BY RELATIVE
PERFORMANCE THAN ABSOLUTE PERFORMANCE
Millennials More Likely to Be Competitive
About Their Performance Relative to Others’
Performance
Percentage of Employees Who Agree That They
Compare Their Individual Performance with the
Performance of Their Peers, by Generation
Millennials Less Likely to Be Driven by
Absolute Performance Standards
Percentage of Employees Who Agree That Doing
Their Job Adequately Is Not Enough, by Generation
Millennials are more
competitive when it comes
to their performance
relative to others rather
than achieving a personal
standard of performance.
■■ Millennials are 10% more likely
than other generations to
compare their performance to
their peer’ performance.
■■ Millennials are 16% less likely
than other generations to be
competitive with themselves.
■■ Motivate millennials by
providing opportunities
for them to compare their
performance to others’.
Implication
Millennials are more motivated by comparing their performance to others. Provide comparison opportunities by
increasing visibility of millennials’ contributions.
0%
30%
60%
24%
45%
0%
30%
60% 58%
48%
n = 10,531.
Source: CEB 2014 Enterprise Contribution Workforce Survey.
n = 10,531.
MANAGING THREE
APPENDIX

14
ALLOW MILLENNIALS TO COMPARE THEMSELVES
TO OTHERS WITH GAMIFICATION
DIRECTV’s Gamified Failure Sharing Platform Designed Around Four Key Concepts
Integrate gamification into
work to increase the visibility
of millennials performance
allow opportunities for
comparison.
■■ DIRECTV developed a platform
that encourages employees
to share their own failures and
learn from others failures. They
used gamification principles to
encourage participation.
■■ Employees receive rewards
for accomplishing tasks in the
form of badges and points
that are available for everyone
to see, giving millennials the
opportunity to compare their
standing with others.
For more information see
DIRECTV’s “Gamified” Failure-
Sharing case profile.
2. Publicize rewards: DIRECTV makes the reward for
accomplishing tasks visible to all players through
the leader board, which pits frontline employees
against senior executives.
1. Offer challenges and rewards: Employees compete
in “missions” for badges and points by viewing
videos, completing quizzes, or uploading their own
submissions, to qualify for prizes or gain vacation
time to dedicate to working on innovative ideas.
MANAGING THREE
APPENDIX
3. Provide Immediate feedback: Games provide
ongoing feedback to employees through changes
in score, progress toward the next level, and
performance compared to other players. Employees
can also view how peers rate their contributions
such as videos or blog postings.
4. Align design with the objective and target
population: DIRECTV built a visually engaging
experience that is aimed at the learning style of its
IT employees and that “hard” message it is trying
to make them comfortable with. They also actively
manages the content and rewards structure over time.
Source: DirectTV; CEB analysis.

15
FIVE CONSIDERATIONS FOR THE CHRO
A workforce that is more competitive, and specifically likes to compete with others, has several
implications for the CHRO. In particular, CHROs should consider the following:
■■ Is my performance management system providing adequate differentiation without
causing destructive competition?
■■ Is my recognition program visible enough to be meaningful and motivating?
■■ Do my recognition programs provide the opportunity for millennials to compare their
performance to others?
■■ Do millennials have high-profile opportunities to compete with others?
■■ Do millennials have the opportunity to contribute work outside of their immediate teams?
A workforce driven by relative
performance has several
implications for performance
management, recognition
programs, and other talent
management practices.
MANAGING THREE
APPENDIX
5
4
3
2
1

16
MANAGING THREE
APPENDIX
Competitive
Work Done
performance.
organizations.

17
MANAGING THREE
APPENDIX
MILLENNIALS WELL-CONNECTED INSIDE AND OUTSIDE
OF WORK
Millennials More Connected to Peers
Outside of Work
Percentage of Respondents Who Use Social
Networking, by Generation
Millennials’ Internal Networks Similar in Size
to Other Generations’
Number of People Each Generation Interacts
with to Complete Work Each Week
Millennials Just as Likely to Have Friends at Work as Other Generations
Percentage Agreeing They Have Close Personal Relationships with Coworkers, by Generation
Millennials are well
connected.
■■ Millennials’ internal networks
are slightly smaller than other
generations’.
■■ Millennials are just as likely to
have close relationships with
coworkers as other generations.
0%
40%
80%
0%
40%
80%
78%
34%
Millennials Other
Generations
0
10
20
0
10
20
14
17
Millennials Other
Generations
0%
20%
40%
0%
20%
40% 36% 36%
Millennials Other
Generations
n = 23,339.
Source: CEB 2012 High Performance Survey.
n = 1,188.
Source: Lee Rainie, “Baby Boomers and Technology,” Pew Research Center,
2012, http://www.pewinternet.org/2012/03/28/baby-boomers-and-
technology/.
n = 23,339.
34%
14
17
78%
80%
40%
20
40%
20%
10
0%
0%
0
36%36%

18
BUT MILLENNIALS DO NOT TRUST PEER INPUT AT WORK
Millennials Do Not Trust Peers’ Input at Work
Percentage of Employees Who Only Trust
Themselves to Accurately Complete a Work
Assignment, by Generation
Trust More Important Than Connections
at Work
Maximum Impact on Enterprise Contributiona
However, millennials do not
trust their peers’ input at
work.
■■ When employees have peers
they can trust and rely on, it
drives enterprise contribution
more than simply having
connections at work.
Millennials Other
Generations
Having Close
Connections at Work
Trusting Your
Coworkers
n = 10,531.
0%
20%
40% 37%
26%
0%
2%
4%
1%
4%
1%
Implication
Increase millennials’ trust in peers through greater understanding of the value of peer input.
“Millennials don’t trust
people at work
inherently, we are taught
to be skeptical from a young age.1
”
Assistant Brand Manager
PepsiCo
MANAGING THREE
APPENDIX
n = 23,339.
a
An employee’s enterprise contribution consists of his/her individual task
performance (effectiveness at achieving individual tasks) and network
performance (effectiveness at improving the performance of peers as well
as using contributions from peers to improve his/her own performance).

19
ENABLE EMPLOYEES TO RECOGNIZE IMPACT
OF COLLABORATION TO INCREASE TRUST
Elements of HSF’s “Contribution to the Success of Others” Measurement Process
HSF used the performance
review process to signal the
benefits of collaborative
behaviors to their
employees’ success.
■■ A new measurement,
“Contribution to the Success
of Others,” was embedded in
the performance review to help
partners make the connection
between the contributions of
others and personal success.
Component 3: Reinforcement
Strengthen the connection between
collaboration and performance through
stories.
Component 1: Awareness
Use self-reviews to drive understanding of
how others have contributed to personal
success.
Component 2: Recognition
Quantify network performance to
drive high-value, not just high-volume,
collaboration.
“Contribution to the
Success of Others” Metric
Source: Herbert Smith Freehills; CEB analysis.
MANAGING THREE
APPENDIX

20
BUILD AWARENESS OF PEER CONTRIBUTIONS
TO INDIVIDUAL SUCCESS
HSF’s “Contribution to the Success of Others” Platform
Illustrative
As part of the self-review
section of the annual
performance review,
each partner recognizes
the contributions other
employees have made to
their success through a
points system.
■■ Beyond simply distributing
points, partners provide
examples of how they have
been supported by others over
the past year.
■■ HSF conducts this process with
their partner population, but
it can easily be applied to the
workforce.
Diverse Forms of Collaboration
HSF recognizes that
collaboration can take several
forms. They were surprised to
see that partners identified a
wide variety of contributions
from peers, from financial
and talent, to emotional and
psychological.
1 Situational Points Allocation 2 Limited Recognition 3 Personalized Impact
Partners are allotted points to
distribute through a web portal. New
partners and partners working on
high-risk projects are given 20 points
instead of the standard 10 because
they should be receiving more help
from peers.
Partners only recognize those they
feel have contributed the most to
their personal work, so comments are
limited to those individuals.
Partners are required to provide
a sentence or two about how each
individual has contributed to their
success and the impact. Partners
are given broad guidelines about
which types of contributions they can
recognize.
Source: Herbert Smith Freehills; CEB analysis.
Employee Name: John D. Available Points: 10
Employee Name Points Briefly Describe How This Individual Has
Contributed to Your Success
Briefly Describe the Impact of This Individuals
Contribution
Mary 4 Mary introduced me to client XYZ after
determining that they would be a good
candidate for our environmental litigation
services.
I sold the client a 36 month contract with option
to extend.
Please Select
Mike G
Adam N
Jessica K
Bill W
1 Mike provided encouragement during a
challenging case.
I was able to maintain a positive relationship
with a difficult client.
1 Alyssa frequently puts me into contact with
rising talent looking for new opportunities
Alyssa connected me with our paralegal whose
experience in oil directly contributed to the
success of a case.
Chris 2 Chris has been a valuable resource by sharing
his expertise in managing clients in China.
I have been able to successfully assume
ownership of 4 new APAC clients into my
portfolio.
1
2
3
MANAGING THREE
APPENDIX

21
A workforce that does not leverage peer networks and does not trust peer input has several
implications for the CHRO. In particular, CHROs should consider the following:
■■ Do my leaders role-model trusting behavior for other employees?
■■ Are millennials aware of their peers’ knowledge and expertise?
■■ Do our development programs teach millennials how to seek and provide input to their peers?
■■ Does our performance management system help millennials understand they are expected
to leverage their peers for success?
■■ Does our organization facilitate strong internal networks?
A workforce that does not
trust peer input has several
implications for leaders,
knowledge management
processes, and other talent
management practices.
MANAGING THREE
APPENDIX
5
4
3
2
1

22
MANAGING THREE
APPENDIX
Competitive
Work Done
performance.
organizations.

23
MANAGING THREE
APPENDIX
MILLENNIALS: ORGANIZATION HOPPERS OR
EXPERIENCE HOPPERS?
Millennials Want Opportunities to Advance
Their Careers
Percentage of Respondents Selecting Each Attribute
as the Top Five Most Important When Considering a
Potential Employer, by Generation
Millennials Just as Willing to Look Internally
for Career Opportunities as Other Generations
Percentage of Respondents Agreeing Internal Job
Opportunities Are Desirable, by Generation
Millennials want
opportunities to advance
their careers.
■■ They’re looking externally
for these opportunities more so
than other generations.
■■ However, millennials are just
as willing as other generations
to look for these opportunities
internally.
Future Career
Opportunity
Development
Opportunity
Organization
Growth Rate
n = 89,872.
n = 3,409.
Source: CEB 2013 Succession Management Survey.
0%
20%
40%
0%
20%
40%
33%
21%
23%
15%
12%
7%
0%
30%
60%
0%
30%
60% 53% 52%
“We [millennials] are always looking for
mentors and the opportunity to learn from
others.”
Greg Goldner
Coauthor of Cultivate Critical
Connections: A Guide for Creating
Genuine Relationships
Millennials Looking for External Opportunities
Percentage of Employees Who Will Look for Job
at Another Organization in the Next Year,
by Generation
Millennials Generation X Baby Boomers
n = 10,531.
Source: CEB 2014 Enterprise Contribution Survey.
0%
30%
60%
0%
30%
60%
51%
37%
18%

24
PROVIDE DIVERSE CAREER EXPERIENCES, NOT FAST
PROMOTION
Diverse Organizational Experiences Drive
Millennial Retention More Than Fast Career
Paths
Maximum Impact on Intent to Stay
Some organizations try
to retain millennials by
promising fast career
progression.
■■ However, opportunity
for diverse experiences is
a better driver of millennials’
retention than fast career
progression.
Opportunity for
Lateral Career Moves
Accelerated
Promotion Path
n = 3,409.
Source: CEB 2013 Succession Management Survey.
0%
15%
30%
23%
1%1%
Implication
Help millennials identify the benefits of diverse career moves at their organizations.
MANAGING THREE
APPENDIX
“By developing in-between steps and titles,
managers can meet [millennials’] desire
for career progression. It also provides
incremental training and experience
that will aid them later with larger career
advancement opportunities.”
Dan Epstein
CEO
ReSource Pro

25
SHOW OPPORTUNITIES FOR MULTIPLE CAREER
MOVES WITHIN THE ORGANIZATION
National Grid Created Career Maps to Help Employees See a Variety of Connector Roles That Will Get Them
to Their Goal
Elements of a Career Map
National Grid’s Career Maps
help millennials visualize
the broad range of areas
they can experience, while
preparing for an end role.
Critical Role
Entry Role
Connector
Roles
Work Backward from the Goal
Identify the skills and attributes needed for the
critical role at the top of the pyramid, then build
a path backward that achieves those attributes.
Focus on Diverse Connector Roles
Demonstrate the multiple options open
to millennials that will provide them
with the necessary experience to get to
the desired end role.
Include Entry-Level Positions
Include entry-level positions in the career map
to help millennials see how their current position
can feed into a variety of connector roles in
different areas of the organization.
2
3
1
Source: National Grid; CEB analysis.
MANAGING THREE
APPENDIX
Access the full case profile at:
https://clc.executiveboard.com/
Members/Popup/Download.
aspx?cid=101225223

26
HIGHLIGHT THE OPPORTUNITY FOR
DIVERSE CAREER MOVES
Demonstrate the Benefits of “Connector” Roles
Excerpt of National Grid’s Career Map
Demonstrate to millennials
the importance of
“connector” roles in building
out their skill sets.
1 Which leadership, business, and technical capabilities do people need to be advanced or expert in to succeed in this role?
2 In which roles do people gain these?
3 How else can people develop these?
■■ Chartered engineer
(ongoing CPD)
■■ Economist
■■ Resource management
■■ Operations role
■■ Program Mgt
■■ Program management
■■ Audit/business assurance
role/project
■■ Price control role
■■ Commercial/regulation
■■ Financial analyst role
■■ Group strategy role
■■ Business school modules
in business finance and
economics
■■ Investment role
■■ Global group involvement
■■ Global networks
■■ Large change program
(e.g., GDFO)
■■ Project role
–– Change management
–– Organization design
■■ Presenting to governance
group
■■ Regulatory submission to
OFGEM
■■ Lead an industry/
regulatory consultation
response
■■ Conceptual thinking
■■ Economic analysis and
modelling
■■ Quantitative skills
■■ Thinks ahead and
anticipates future needs
■■ Data mining and data
management
■■ Building relationships
(networker) and a trusted
advisor
■■ Change management
■■ Delegates appropriately
■■ Influences strategically
■■ Strongly demonstrated NG
leadership qualities
■■ Governance/control
framework
■■ Managing an audit
■■ Commercial acumen
■■ Regulatory understanding
■■ Driving value
■■ Financial Investment
decisions
■■ Modelling outcomes
■■ Valuing portfolios
1. Detail the skills and experiences required for success in the critical role
2. Identify the “connector” roles that align to each skill set and experience to help employees and their managers
make job moves
3. Recognize the limitations to mobility and identify other opportunities to develop the same skills and experiences
without a job move
MANAGING THREE
APPENDIX
Source: National Grid; CEB analysis.

27
A workforce that has diverse career interests has several implications for the CHRO.
In particular, CHROs should consider the following:
■■ How can managers help millennials identify opportunities across the organization?
■■ Do my succession plans encourage vertical or diverse career paths?
■■ How are lateral moves perceived by others across the organization?
■■ Do millennials have the opportunity to experience realistic job previews of roles across
the organization?
■■ Are managers willing to share talent?
A workforce with diverse
career interests has several
implications for career
pathing and succession
management strategies.
MANAGING THREE
APPENDIX
5
4
3
2
1

28
Key Takeaways and Implications for Chief Human Resources Officers
Key Takeaways
1. Heavy media focus on millennials in the workplace leaves
organizations unsure how to best manage millennials.
2. There are three common myths about managing millennials:
■■ Competition—Millennials are more competitive than many
believe. They are driven more by relative performance than
absolute performance.
■■ Connectivity—Millennials are well connected, but they don’t
trust their peers to leverage them for success.
■■ Commitment—Millennials want opportunities to advance
their career and they are looking for these opportunities
externally. However, they’re just as willing to look internally
for these opportunities as other generations. They want to
experience hop, not organization hop.
Implications for Chief Human Resources Officers
1. To engage millennials, provide comparison opportunities
by increasing the visibility of millennials’ impact on the team.
2. To improve millennials’ enterprise contribution, increase their
trust in peers through greater understanding of the value of
peer input.
3. To better retain millennials, help them identify the benefits
of diverse career opportunities within the organization.
Source: CEB analysis.
MANAGING THREE
APPENDIX

29
Managing
Three Critical
Millennial Myths
Common
Assumptions
About Millennials
That Are True
Appendix

30
MANAGING THREE
APPENDIX
COMPENSATION AND WORK-LIFE BALANCE ARE
IMPORTANT ATTRIBUTES FOR ALL GENERATIONS
Most Important EVP Attributes When Choosing a Company to Work For
Percentage of Employees Selecting
All generations view
compensation as the most
important EVP attribute
when choosing a company
to work for.
■■ Work-life balance and future
career opportunity also rank at
the top of EVP attributes for
millennial employees.
n = 89,872.
Millennials
Generation X
Baby Boomers
Compensation
Work-Life Balance
Future Career Opportunity
Stability
Respect
Location
Recognition
Health Benefits
Vacation
Ethics/Integrity
Job-Interests Alignment
Growth Rate
Coworker Quality
People Management
Manager Quality
Retirement Benefits
Product/Service Quality
0% 25% 50%
44%
48%
44%
39%
41%
38%
33%
25%
14%
32%
36%
35%31%
31%
37%
27%
30%
35%
23%
18%12%
18%
19%
19%
17%
18%
21%
17%
16%
14%
16%
17%
22%
15%
13%
14%
12%
8%
6%
12%
12%
13%
12%
12%13%
11%
12%
13%
11% 16%
21%
10%
11%
15%

31
CUSTOMER PRESTIGE AND RISK TAKING ARE THE LEAST
IMPORTANT ATTRIBUTES FOR ALL GENERATIONS
Most Important EVP Attributes When Choosing a Company to Work For
All generations view
customer prestige and
risk taking as the least
important EVP attributes
when choosing
a potential employer.
For regional or industry
segments, please see the EVP
Design Center.
MANAGING THREE
APPENDIX
Millennials
Generation X
Baby Boomers
Innovative Work
Camaraderie
Technology Level
Great Employer Recognition
Social Responsibility
Empowerment
Market Position
Industry Desirability
Meritocracy
Organization Size
Environmental Responsibility
Inclusion/Diversity
Senior Leadership Reputation
Formality of Work Environment
Well Known Product Brand
Business Travel
Level of Impact
Customer Prestige
Risk Taking
0%
9%
9% 10%
10%
9%
9%
6%
7% 9%
7% 8%
8%
9%
8%
8%
10%
9%8%
5% 6%
6%
5% 6%
6%
5%
6%5%
4%
4% 5%
5%
6%5%
3% 4%
4%
6%
5%4%
4%
4%
2%
3% 4%
3%
3% 4%
3%
3%
2%1%
n = 89,872.
4%
4%

32
MILLENNIALS EXPECT TO BE PROMOTED THE FASTEST
Expected Time to Next Promotion by Generation, Global
About 80% of millennials
expect to be promoted
within three years.
0%
30%
60%
0%
30%
60%
45%
34%
33%
34%
31%
26%
11%
14% 14%
10%
3% 3%
1 Year 2-3 Years 4–5 Years Over 5 Years
n = 89,872.
Millennials
Generation X
Baby Boomers
MANAGING THREE
APPENDIX

33
MILLENNIALS ARE SLIGHTLY LESS ADAPTIVE AND AGILE
THAN OTHER GENERATIONS
Millennials’ Adaptability Compared with Other Generations
Percentage of Employees Agreeing with Each Statement
Millennials are slightly
less adaptive than older
generations.
I adapt my work
as necessary to
new situations.
I am interested in
how others are
doing their jobs.
I share my
successes or
failures to help
peers learn.
I prioritize my
work to be more
aligned with
company goals.
I adjust my work to
reflect changes in
company goals.
0%
50%
100%
0%
50%
100%
48%
52%
58%
41% 42% 42% 41% 41% 42% 41% 42%
44%
41% 41%
44%
n = 89,872.
Millennials
Generation X
Baby Boomers
MANAGING THREE
APPENDIX

34
n = 89,872.
Source: CEB 2013-2014 Global Labor Market Survey.
Below Market At Market Above Market
PAY PERCEPTIONS CONSISTENT ACROSS GENERATIONS
Employe Perceptions of Pay Relative to the Market
Percentage of Employees
Pay perceptions are
relatively consistent across
generations.
0%
50%
100%
0%
50%
100%
35% 36% 35%
39% 40% 41%
27%
25%
23%
Millennials
Generation X
Baby Boomers
MANAGING THREE
APPENDIX

35
MILLENNIALS MOST LIKELY TO CHECK THEIR WORK
E-MAIL OUTSIDE OF WORK
Millennials More Likely to Check Work E-Mail Outside of Work
Percentage of Employees Agreeing They Check Work E-Mail Outside of Work, by Generation
Millennials are most likely
to check their work e-mail
outside of work than other
generations.
0%
20%
40%
31%
26%
19%
Millennials Generation X Baby Boomers
Source: JWT, Rebooting Travel, page 37, http://www.jwtintelligence.com/production/RebootingTravel_JWTTrendReport_April2011.pdf.
MANAGING THREE
APPENDIX

CEB - The Millennial Myth

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