Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them. In just over a decade, it’s estimated that Millennials will make up nearly 75% of the workforce. That’s why it’s essential for companies and their leaders to understand who Millennials are and what makes them tick. Or, in other words, how to keep them engaged. Engaged employees have an enormous impact on customer experience, the quality of products and services, and a company’s bottom line. Millennials are changing the rules regarding employee engagement. To be competitive, organizations need to learn how to attract, engage, and retain Millennials or they won’t be able to stay competitive in dynamic and ever changing workplace. While a lot has been written about managing Millennials, data and experience suggest that attempting to manage them in the traditional sense won’t work. Millennials want to be part of fast moving, innovative organizations where they can contribute immediately. They are not content to wait in line for opportunities. And they want near continual feedback. After all, they are the first always-connected generation and they’ve grown accustomed to immediate feedback via “likes” and comments in their social media accounts. That’s why businesses that are thriving aren’t trying to manage Millennails, but rather are finding ways to channel the energy of Millennials by giving them big problems to solve and then letting them go to work. Join us on this webinar to find out how to attract, engage, and retain Millennials in today’s ever-changing workplace.

1. You Can’t Manage Millennials:
Recruiting, Engaging, and Retaining Millennials in Today’s Workplace

2. Mike Maughan
Employee Insights

3. Agenda
•Millennial Disruption
•Old School vs. New School Business
•Qualtrics Millennial Survey
•Questions & Answers

4. Millennial Disruption
Music
Food
Politics
Social Interaction
Workplace

5. The World Has Changed

6. State of Millennials in the Workforce
Deloitte Millennial Survey, January 2014 and Intelligence Group Millennial Survey
By 2025, Millennials will
make up 75% of the workforce
52% of Millennials in developed markets anticipate working for themselves
64% of Millennials said they would rather make $40K at a job they love than $100K at a job they think is boring

7. Innovating to Address Global Challenges
Deloitte Millennial Survey, January 2014
Businesses and
Individual Entrepreneurs
Universities
Government
44%
23%
22%

8. Deloitte Millennial Survey, January 2014
Millennials want to work for organizations that:
1.Foster innovative thinking
2.Develop their employees’ skills
3.Make a positive contribution to society

9. Who is Qualtrics? The Global Leader in Enterprise Survey Technology
Leader in Enterprise
Customers
Leader in Growth
and Innovation
Leader in Colleges
and Universities

10. Leading Institutions Choose Qualtrics Employee Insights

11. Top 5 Ways to Use Qualtrics to Gather Employee Insights
1.Employee Engagement Surveys
2.360-degree Employee Feedback
3.Employee Satisfaction
4.Employee Feedback
5.Exit Interviews

12. Old School vs. New School

13. Individual Contributors
Job description
with a clearly defined role
Self-directed
without much guidance
Old School Businesses
New School Businesses

14. Oversight
Overseers, Bosses, and Managers
Mentors, Coaches, and Leads
Old School Businesses
New School Businesses

15. Employment
Employees want a job
Employees want an experience
Old School Businesses
New School Businesses

16. Feedback
Annual performance reviews
Continual feedback
Old School Businesses
New School Businesses

17. Adoption
Top down implementation
Grass roots adoption
Old School Businesses
New School Businesses

18. Mission / Purpose
Do well
Do well while doing good
Old School Businesses
New School Businesses

19. Individual v. Group
Individually focused
Group focused
Old School Businesses
New School Businesses

20. Qualtrics Millennials in Tech Survey
•Millennials: Born between 1982 and 2000
•All respondents have some college with 55% college graduates and another 30% with a graduate degree
•48% of respondents have 4+ years of work experience

21. Recruit

22. Millennials Want to Do Good
http://beta.dogoodvolunteer.com/

23. Millennials Want It All

24. Most Important Thing When Looking for a Job
Professional
Growth
Compensation
Flexible Hours
Mission /
Purpose
Industry
Company
Leadership
Mentorship
0%
10%
20%
30%
40%
50%

25. Recruiting Millennials
Compensation
Company
Culture

26. Compensation

27. When Considering a Job Offer Which is Most Important: Title, Compensation, or Mission
60.5%
29.5%
10%
Compensation
Mission / Purpose
Title

28. Salary Expectations for First Full-time Job
0%
5%
10%
15%
20%
25%
30%
Less than
$20K
$20K -
$34.9K
$35K -
$49.9K
$50K -
$64.9K
$65K - $80K
Over $80K

29. How Important are the Following to You in a Job?
•Recognition
•Resources
•Having close friends at work
•Getting paid well
•Flexible work schedule
•Organization's mission
•Opportunities for professional growth

30. How Important are the Following to You in a Job?
5
6
7
8
9
10
Getting paid well
Having the
resources to do
my job
Opportunities for
professional
growth
Receiving
recognition
Flexible work
schedule
Organization's
mission
Having close
friends at work

31. Culture

32. All The Amazing Free Food At Facebook’s HQ Gives Some Employees The ‘Facebook 15’

33. Company Culture
Collaborative Work Environment
This was ranked most important by 51% of respondents and first or second by 74% of respondents

34. Company Culture
Transparency and meritocracy tied for second
Dress code and free food were ranked very low
(Free food ranked lowest or second lowest by 71% of respondents)

35. Company Provided Cell Phone Plan vs. Free Meals
59% prefer a free cell phone plan
41% prefer free meals

36. Charitable Activities
How important is it to you that a potential employee engage in charitable activities (donations, corporate sponsored volunteer work, etc.)?
44% said it was very or extremely important
56% said it was not important to their decision making

37. Work Schedule: Required vs. Ideal
0%
10%
20%
30%
40%
50%
60%
I manage my own
schedule
In the office during set
hours
I'm allowed to work
remotely, but during set
hours
Generally in the office,
but can work remotely
on occasion
Required schedule
Ideal schedule

38. Company

39. Culture vs. Company
Company culture:
The organization’s norms, mission, values, and systems
Company strategy and trajectory:
The organization’s plans and opportunities for growth

40. Company vs. Boss
When considering where to work, which is more important to you?
54% said the company’s reputation and trajectory were most important to them
46% cared most about who they would be working for and learning from

41. Engage

42. How Engaged Are Employees?
If your company were a 10-person crew team, statistically speaking:
•3 employees are rowing with all their hearts
•5 are just along for the ride, looking at the scenery
•2 are trying to sink the boat
According to Gallup’s 2013 State of the American Workplace
only 30% of employees are engaged in their work.

43. Diagnosing Disengagement: Stop the Infection From Spreading
•Actively disengaged employees cost the US economy ½ a trillion dollars per year
•They are more likely to:
•Steal from their employers
•Negatively influence co-workers
•Drive customers away
Gallup, State of the American Workplace: Employee Engagement Insights for US Business Leaders, 2013

44. Why Organizations Care About Employee Engagement
Employee Engagement is a proven driver of:
•Quality
•Revenue
•Customer Service
•Retention
•Productivity

45. Most Exciting Part About Coming to Work
0%
5%
10%
15%
20%
25%
30%
35%
40%
Challenging projects
How much money I can
make
Co-workers I enjoy
Opportunity to make a
difference
Recognition

46. Challenging Projects
Millennials are not content to sit on the sidelines

47. Individual Contributors
Job description
with a clearly defined role
Self-directed
without much guidance
Old School Businesses
New School Businesses

48. Challenging Projects
Provide the right playing field and let them play

49. Biggest Challenge to Motivation
0%
5%
10%
15%
20%
Not compensated
fairly
Unchallenging
projects
Challenging co-
workers
My boss shows no
interest in me
I rarely, if ever,
receive recognition
I am in over my head

50. On a Daily Basis, What is Most Important For You to Receive?
0%
5%
10%
15%
20%
25%
30%
Challenging
opportunities
Meaning from
my work
Compensation
Praise
Credit

51. Non-work-related Social Media
0%
10%
20%
30%
40%
Over 2 hours
Between 1 and 2 hours
30 to 59 minutes
Less than 30 minutes

52. Retain

53. Average Time Per Job
0%
10%
20%
30%
40%
50%
Over 8 years
Between 4
and 8 years
Between 2
and 4 years
Less than 2
years

54. Work Life Balance vs. Work Life Integration

55. Work / Life Integration
•62% count at least one co-worker among their closest friends Regarding non-work-related social media accounts
•75% are connected to at least 2 co-workers
•35% are connected to their boss
•57% are likely or very likely to accept a request sent by a boss
•26% are likely or very likely to send a request to their boss

56. What is Most Important to You?
Family
Ranked 1st by 61% and 1st or 2nd by 71%
2.Professional success
3.Education
4.Travel
5.Volunteer work
6.Religion

57. Personal Life at the Office
60% are comfortable talking with their boss about their personal life
40% prefer their boss stick solely to work related matters

58. Comfort Talking About at Work
4
4.5
5
5.5
6
6.5
7
7.5
8
Personal
goals
Health
Personal
challenges
Family
situation
Dating life
Politics
Relgion

59. Recognition
47% chose recognition by the CEO in front of the whole company
53% chose a $500 cash bonus with no recognition at all

60. Nearly 40% of Millennials said that dislike of their boss would be a bigger factor in their decision to quit, than dislike of their job

61. Value Most in a Boss
27% said, “A willingness to be a mentor”
•Trustworthiness (18%)
•An expert (15%)
•Kindness (15%)
•Shares credit / takes blame (10%)
•Provides autonomy (10%)

62. Most Want to Avoid in a Boss
Micromanager
Incompetence
Mean
Narcissistic / selfish
Unreasonable

63. Perception of Your Boss
0%
10%
20%
30%
40%
50%
I'm continually
learning from
my boss
My boss has
lots to teach,
but we rarely
interact
I've learned as
much as I'm
going to
I know more
than my boss

64. Oversight: Actual vs. Ideal
0%
10%
20%
30%
40%
Check on every
detail of every
project
Daily check in
Weekly check in
Monthly check in
Check in only
when I need
something or
have a question
Actual
Ideal

65. Feedback Frequency: Actual vs. Ideal
0%
5%
10%
15%
20%
25%
30%
Daily
2-3 Times
a Week
Once a
Week
2-3 Times
a Month
Once a
Month
Less than
Once a
Month
Never
Actual
Ideal

66. Constructive Criticism
0%
10%
20%
30%
40%
50%
60%
Face-to-face from my direct
supervisor
Via email from my direct
supervisor
Face-to-face from a co-
worker I trust

67. Conclusion

68. How Do You Manage Indiana Jones?
You can’t

69. How Do You Manage Indiana Jones?
Channel his energy and talents
1.Give him big problems to solve and remove obstacles from his path
2.Pay him
3.Make his work an experience worth sharing, not just a job to get done
4.Mentor, don’t micromanage
5.Let him run fast and give him room to fail

70. Provide the Playing Field

71. Qualtrics 360 Employee Development Made Simple
With Qualtrics 360, you can:
1.Save time with our intuitive, point-and-click interface
2.Configure your 360s with our flexible form development
3.Access real-time, customizable reports
4.Automate management of the 360 process
5.Integrate with your existing HRIS through our open API
qualtrics.com/360

72. Qualtrics Employee Engagement Employee Surveys Made Simple
With Qualtrics Employee Engagement, you get:
1.Real-time results
2.Sophisticated hierarchical reporting
3.Individualized, custom dashboards
4.Organizational structure
5.Action planning
6.Flexible form creation
qualtrics.com/ee

73. 73
Questions?