Millennials In The Workplace

The Best Workplaces for Millennials Will Thrive in AI World, Thanks To Employee Trust

2024-07-18T08:00:26-04:00

We can all guess what’s keeping executives up at night.

Nearly every executive believes it’s “urgent” to integrate artificial intelligence (AI) in their business, so much so that it’s the biggest issue on their minds today, surpassing the economy and inflation.

But urgency doesn’t equal adoption. Many workers are concerned with AI’s ethical use, potential job displacement, and trustworthiness.

Interestingly, Gen Z (49%) and millennials (43%) are more excited to use AI tools to enhance their work and organization than Baby Boomers and Gen X combined (26%), according to a recent Great Place To Work® market study of 1,544 employees. And in a global market study over over 43,000 emplolyees, Great Place To Work found one in two Gen Z employees in the U.S. report their companies are currently investing in their abilities to use AI – compared with just one out of every five employees who are 45 years or older.

Although half of Gen Z is optimistic, the other half remains skeptical, raising questions about AI’s impact. Deloitte Global’s latest Gen Z and millennial survey found that 24% of Gen Z and 26% of millennials regularly use generative AI at work, with uncertainty as their top emotion, and excitement close behind.

It’s hard to feel excited when you’re worried about how AI will be used, even for optimistic young workers. They need to trust both the technology and their leaders before embracing AI’s potential. That won’t magically happen because leaders want it to. Having AI tools doesn’t automatically mean everyone’s on board.

“This is not a case of, ‘If you build it, they will come,’” says Michael C. Bush, CEO of Great Place To Work. “It’s the other way around. People will adopt AI tools if they trust their leaders. Build trust, and they will come.”

Without trust, adoption rates will remain low and skepticism high, putting many companies at a distinct disadvantage while companies with high-trust cultures soar, like the Fortune Best Workplaces for Millennials™ in 2024.

Employees at this year’s winning companies outperformed their peers in agility, productivity, and innovation — business metrics essential to AI success. Notably, innovation levels are a staggering 97% higher than at typical organizations.

“These companies are thriving as a direct result not only of the trust young generations put in their leaders, but all generations,” Bush says. “When I’m asked which companies are going to succeed in AI, I know where to look. Under the hood. Below the surface to the foundation. Have leaders built a culture of trust for all? The answer is yes for every company on this list.”

Great Place To Work analysis pinpointed leadership behaviors that will help set up workplaces for AI success:

Celebrate innovative ideas. Employees who feel their leaders celebrate people who try new and better ways of doing things are three times more likely to report workplace agility.
Develop cooperative environments. Employees in cooperative workplaces are 53% more likely to report their workplaces are agile, and nearly seven times more likely to report high levels of discretionary effort.
Foster meaningful work. Employees who see meaning in their work are not only 35% more likely to innovate in the last year, but also more than twice as likely to stay committed to their organization long-term. Meaningful work is the top driver of retention for all generations.

How the Best Workplaces are prepping for AI

Most workers today aren’t getting the AI training they need.

In contrast, leaders at the Best Workplaces for Millennials are including their workers in decisions and conversations around AI, upskilling them, and focusing on learning and development opportunities. At winning companies, 88% of millennials feel they’re offered professional training and development compared with 62% at typical companies. Here are some ways winning workplaces are involving employees:

1. Solicit employee input

Adobe solicited input from employees around Firefly, its generative AI tool, prior to the beta launch. The company held a voluntary company meeting addressing the ethical considerations of gen AI, which attracted thousands of attendees.

2. Create AI learning modules

PwC developed a live trivia game, “PowerUp,” that quizzes employees on firm strategy and content from its AI curriculum, with players earning prizes. More than 9,000 people have participated in each monthly game across the U.S. and Mexico since its launch.
In early 2023, Intuit created GenStudio, a custom, internal-only development platform where employees could use gen AI through various large language models to experiment and refine their experience. The company trained employees on creating effective prompts so they’d get meaningful results. Since then, Intuit has expanded the set of gen AI tools employees can use to include many of the popular third-party tools currently available. Employees are trained on AI through workshops and on-demand training modules, and can share their use cases on Slack channels and other forums.

3. Offer AI-assisted learning and development

Hilton has invested in “MentorcliQ,” an employee mentoring platform that uses an algorithm to help pair employees with mentors and mentees within the organization to promote development and networking opportunities.
Employees at ServiceNow can take advantage of “frED,” a learning platform built on the ServiceNow platform, which uses AI to match and suggest courses from ServiceNow content and its education partner, Udemy. Employees can also map their career paths, with AI recommending courses and programs to develop technical and soft skills.
Slalom has piloted an AI-infused meaningful work tool to help employees discover their passions and define meaningful work statements to match them with coworkers with similar aspirations as well as staffing opportunities.

How to make the list

Think your company deserves special recognition? Get started here to become eligible for next year’s Best Workplaces honors.

The Best Workplaces for Millennials Will Thrive in AI World

2024-07-18T07:00:47-04:00

Employees at winning companies outperformed their peers in agility, productivity, and innovation — metrics essential to AI success — because they work in high-trust cultures.

Oakland, Calif., July 18, 2024 -- Gen Z (49%) and millennials (43%) are more excited to use AI tools to enhance their work and organization than baby boomers and Gen X combined (26%), according to a recent Great Place To Work® market study of 1,544 employees.

But it’s hard to feel excited when you’re worried about how AI will be used, even for optimistic young workers.

They need to trust both the technology and their leaders before embracing AI’s potential. That won’t magically happen because leaders want it to. Having AI tools doesn’t automatically mean everyone’s on board.

“This is not a case of, ‘If you build it, they will come,’” says Michael C. Bush, CEO of Great Place To Work®. “It’s the other way around. People will adopt AI tools if they trust their leaders. Build trust, and they will come.”

Without trust, adoption rates will remain low and skepticism high, putting many companies at a distinct disadvantage while companies with high-trust cultures soar, like the Fortune Best Workplaces for Millennials™ in 2024.

Employees at this year’s winning companies outperformed their peers in agility, productivity, and innovation. Notably, innovation levels are a staggering 97% higher than at typical organizations.

Here are the top five companies in the large category (1,000+ employees) on this year’s list:

1. Cisco

2. Hilton

3. NVIDIA

4. East West Bank

5. Kimley-Horn

Here are the top five companies in the small- and medium-sized category (50-999 employees):

1. WestPac Wealth Partners

2. Jobot

3. ALKU

4. Paramount Software Solutions

5. FloQast, Inc.

“Congratulations to all of the Best Workplaces for Millennials finalists,” says Matt Heimer, executive editor for features at Fortune. “The expectations of this age cohort are setting a high bar for employers. Millennials place an unusually high priority on purpose-driven work and an equitable workplace. These companies are in step with these expectations, and they’re setting themselves up for continued success by committing to workplaces and environments that attract this pivotal generation of business talent.”

Great Place To Work analysis pinpointed leadership behaviors that will help set up workplaces for AI success:

Employees who feel their leaders celebrate people who try new and better ways of doing things are three times more likely to report workplace agility.

Employees in cooperative workplaces are 53% more likely to report their workplaces are agile, and nearly seven times more likely to report high levels of discretionary effort.

Employees who see meaning in their work are not only 35% more likely to innovate in the last year, but also more than twice as likely to stay committed to their organization long-term. Meaningful work is the top driver of retention for all generations.

Images are available: Best Workplaces for Millennials are AI Ready

Read how the Best Workplaces are using AI at their organizations.

About the Fortune Best Workplaces for Millennials List

Great Place To Work selected the Fortune Best Workplaces for Millennials List by surveying companies employing more than 8.2 million people in the U.S. with 1.3 million confidential survey responses received. Of those, nearly 510,000 responses were received from millennials at companies eligible for the list and these rankings are based on that feedback.

To get on this list next year, start here.

About Great Place To Work

As the global authority on workplace culture, Great Place To Work brings 30 years of groundbreaking research and data to help every place become a great place to work for all. Its proprietary platform and For All™ Model help companies evaluate the experience of every employee, with exemplary workplaces becoming Great Place To Work Certified™ or receiving recognition on a coveted Best Workplaces™ list.

Follow Great Place To Work on LinkedIn, X, and Instagram or visit myqiche.com and sign up for the newsletter to learn more.

About Fortune

Fortune upholds a legacy of award-winning writing and trusted reporting for executives who want to make business better. Independently owned, with a global perspective and digital agility, Fortune tells the stories of a new generation of innovators, builders, and risk takers. Online and in print, Fortune measures corporate performance through rigorous benchmarks, and holds companies accountable. Fortune creates communities by convening true thought leaders and iconoclasts — those who shape industry, commerce, and society — through powerful and prestigious lists, events, and conferences, such as the iconic Fortune 500, the CEO Initiative, and Most Powerful Women. For more information, visit Fortune.com.

Media Contact:

Kim Peters

Great Place To Work

kpeters@myqiche.com

(415) 844-2574

Fun Drives High Levels of Well-being at the Best Workplaces for Millennials

2023-07-18T10:08:36-04:00

The state of employee well-being hasn’t been particularly rosy the past few years, and it continues to worsen, particularly among young professionals who report high levels of workplace stress and burn out.

Fortunately, the power of great cultures overrides that trend.

Organizations on this year’s Fortune Best Workplaces for Millennials™ List are bucking the norm across all measures of mental health and well-being, according to research from Great Place To Work®, who produced this year’s list based on nearly 500,000 millennial responses from eligible companies.

With loneliness reaching epidemic proportions in the U.S. — and higher among young people — care and camaraderie are a premium.

But younger generations at Best Workplaces™ don’t feel lonelier at work compared with their older co-workers. More than nine out of 10 (94%) workers across all generations say people care about each other.

“If you care for one generation, all generations benefit because you’re caring for people, not numbers on an Excel spreadsheet,” says Michael C. Bush, CEO of Great Place To Work. “Young people want what we all want — for their work to matter, to feel excited to start their day, to feel cared for and supported. When that happens for all people of all ages and backgrounds, gaps in the employee experience shrink. That’s the power of a great workplace for all.”

Across Great Place To Work’s broader measures of well-being, nearly nine out of 10 millennials and Gen Zers report high well-being levels — on par with their Gen X and baby boomer colleagues.

Across one measure of well-being, psychological health and safety, nearly nine out of 10 millennials (86%) at winning companies say their company is healthy compared with 52% of their peers at a typical workplace, according to Great Place To Work research.

What drives well-being for millennials is the same for all ages. The No. 1 driver: fun.

Employees who experience fun at work are 190% to 220% more likely to have high well-being levels. Other well-being drivers across all generations are pride in one’s accomplishments, receiving a fair share of the profits, and the ability to take time off.

As with all culture work, it’s good for business. These winning workplaces outperform average companies across productivity, retention, and recruitment. Employees at winning companies are almost twice as likely to give extra to get the job done and recommend their company to others.

The top 5 things millennials experience at the Best Workplaces

Nine out of 10 millennials at winning companies say their workplace is great compared to their peers at average companies, where just six out of 10 say the same.

Here’s a closer look at how these workplaces are creating positive experiences for their millennial workforce — and how that affects business success.

1. Feeling welcomed

Millennials who report feeling welcomed when joining their company are 40% more likely to feel people care about each other.

Tanium, No. 61 among large companies, creates several programs to help new staffers feel welcomed, included, and supported. New hires are paired with an onboarding buddy and mentor, and are encouraged to participate in employee engagement activities, including employee-wide virtual chats to meet co-workers across the company and twice-monthly “Meet the Founder” Q&A sessions.

2. Meaningful work

Making sure millennials feel a sense of purpose in their work – that what they do is “more than just a job” – is 52% better at winning workplaces than at average workplaces. And the more they feel their work matters, the more likely they’ll stay at their company. In this case, nearly three times more likely.

3. Feeling cared about

When millennials experience care, they’re 67% more likely to give extra at work. High levels of discretionary effort are always welcome, but are particularly important during lean economic times. At winning companies, 91% of millennials say they work in a culture of extra effort compared with 51% at a typical company. Discretionary effort is also what sets the Fortune 100 Best 카지노 커뮤니티 추천 apart from the rest this year.

4. Fair pay and promotions

Ensuring that people are paid and promoted fairly drives millennials to give extra at their jobs. Millennials report Best Workplaces are 68% better at promoting people than at typical companies, and when that’s true, millennials are 15% more likely to give extra. And when workplaces ensure people are paid fairly, millennials are 35% more likely to give extra.

5. Treated as a full team member regardless of position

Ninety three percent of millennial workers at winning companies experience this type of workplace equity, and when they do, these workers are 67% more likely to stay.

Do you have a culture you're proud of?

To find out how your company can become Great Place To Work Certified and apply to our Best Workplaces lists, start here.

Leading and Managing a Multigenerational Workforce

2023-01-18T12:26:36-05:00

Managing a multigenerational workforce involves viewing everyone as an individual, developing mentoring relationships and checking your communication methods.

It’s a long-standing joke that every generation is suspicious of the one coming after it, while rolling its eyes at those who came before. And, of course, there are stereotypes galore: Boomers are terrible with tech. Gen Xers hate everything. Millennials are entitled.

But when it comes to engaging a multigenerational workforce, leaders must toss those jokes and stereotypes aside.

True, there is some personality psychology to each generation. The world events, economic conditions, trends, and cultural norms of each era have influenced how people of each generation think and behave.

But individuals don’t slot into neatly defined categories. Some millennial employees adopt traditionalist behaviors, and Boomers who show Gen Z traits. Making generational assumptions isn’t just unrealistic — it’s risky.

What is a multigenerational workforce?

A multigenerational workforce is one in which the employees span different generations. There are now five generations in the workforce simultaneously (Gen Z, millennials, Gen X, baby boomers and some members of the silent generation still working in their late 70s and early 80s) – a first in modern history. This means an employer today could easily have young graduates working side-by-side with great-grandparents.

For managers of multigenerational workforces, engaging all generations is essential — not just for employee satisfaction but also for the company’s overall success. Diverse and inclusive workplaces have higher employee retention, higher revenue growth, and a greater readiness to innovate.

4 multigenerational workforce challenges (and how to overcome them)

The days of one-size-fits-all management are long gone.

Workplaces are becoming more ethnically and racially diverse (Gen Zers, also called zoomers, is tracking to the be the most diverse workforce yet, with 47% identifying with a group other than white, according to Great Place To Work® data), and employees from up to five generations work side by side.

The range of priorities, expectations, and experiences that employees bring to the workplace is wider than ever.

For example, what Gen Z wants from employers are workplaces that are mentally healthy and safe and offer diversity and inclusion, whereas the biggest predictors of employee retention for millennials are company reputation, purpose, and connection.

Here are some of the most common challenges of a multigenerational workforce, and how to overcome them:

1. Differing priorities

With a multigenerational workforce, employees span the full range of life stages. Some may be raising young kids, while others are caring for ailing parents. Some may be in new relationships, while others are going through a divorce. Some may be shopping for their first home, while others are researching retirement options.

The key is not to recognize one as more important than the other.

Leslie Patterson, diversity, equity & inclusiveness leader, Americas and US with EY, points to flexibility for working parents as an example. While offering such flexibility is great, it can’t be exclusive to employees with families.

“When I was younger, I wanted to work out. I was single, no kids,” she says. “If you thought about the whole hierarchy of what everyone had to do, mine was probably the least important… And so, how can we handle one’s personal needs? We are still going to accomplish the project, but you want to work out on Tuesdays, I want to go to Bible study on Wednesdays.”

2. Stereotypes and assumptions

Just as we should never stereotype based on race, ethnicity, gender, or sexual orientation, we shouldn’t stereotype age and generation.

Generational acceptance and sensitivity should be part of any company’s diversity, equity, inclusiveness & belonging (DEIB) initiatives, for both managerial and peer-to-peer relationships.

Part of avoiding stereotypes is acknowledging and exploring the overlaps that may exist between generations. Perks targeted to one generation might end up being ideal for everyone.

Just as we should never stereotype based on race, ethnicity, gender, or sexual orientation, we shouldn’t stereotype age and generation.

For example, it’s a common assumption that boomers are keen to return to the office post-Covid, while the younger generations want to stay remote or hybrid. However, workplace flexibility has proven to be a universal desire across all the generations.

3. Miscommunication

How we communicate has dramatically changed over the years, and everything from slang to style to format (phone, email, text, emojis 👁️👄👁️) can affect how employees interpret messages.

For baby boomers who mastered phone calls and in-person meetings for most of their careers, texts and Facetimes may feel jarring. For Gen Zs used to quick DMs, saying "it would be quicker to pick up the phone," won't necessarily resonate.

Older generations adapted letter writing to create email style. For zoomers, letter writing is unfamiliar.

With most generations preferring written communication, there can be misinterpretations of tone and punctuation.

Take the common period, for example. Gen X or Boomers may view sentences without periods as unprofessional or sloppy. For zoomers, they may consider periods as passive-aggressive or cold.

Setting rigid communication rules won't resolve communication gaps between generations. Communicating in just one style leaves generations out of your correspondence.

If you're managing a multigenerational workforce, communicate using multiple methods. Savvy managers will take note of how each individual responds to different communications.

These managers will email, use messaging, texting as appropriate, and have face-to-face meetings to connect with their workforce. Regardless of generation, most people respond well to hearing a critical message more than once, too.

4. Us vs. them attitudes

Younger generations may feel nervous asking questions of their older colleagues, or feel like they need to prove themselves. Older generations may feel the need to coddle younger colleagues, or may simply dismiss them as inexperienced.

“If you don’t know this person, if you feel they are generations ahead — the ages of your parents, uncles, aunts, whatever — there’s a fear of asking for clarification,” says Leslie.

The key to avoiding this power dynamic, she says, is trust, which employees gain by getting to know one another as not just colleagues, but as people.

Managers of multigenerational workforces should keep an eye out for such power dynamics, especially in meetings. If it appears that an employee’s contributions to a discussion aren’t being taken seriously, this is a good opportunity to be an ally and make space for them to speak up.

You could say, “I know Austin had some thoughts earlier. Would you like to share, Austin?”

Remind staff that it’s good to have a variety of opinions and that you are collaborating, rather than competing against the old guard or young blood.

How to engage a multigenerational workforce

Keeping your multigenerational workforce engaged and productive is all about trust and communication. Here are some ways to ensure every generation feels seen and heard:

1. Have regular check-ins

Make it a habit to check in regularly with employees — and be sure to make your check-ins not just about work, but about life.

Learning about what is happening in each employee’s life will not only create trust in the workplace, but also make it easier to offer benefits that specifically suit them, rather than simply being a blanket perk for their generation.

2. Clear up miscommunications

Language evolves, and it’s easy for employees from different backgrounds or age groups to have vastly different interpretations of a message. Ensure that everyone understands different communication styles and how they can be misinterpreted.

Learning about what is happening in each employee’s life will not only create trust; it will also make it easier to offer benefits that specifically suit them, rather than being a blanket perk for their generation.

But tread carefully: while it's important to understand generational differences, it's equally vital to ensure this knowledge doesn't turn into ageism. Each person – no matter when they were born – has their own communication preferences.

3. Capitalize on each generation’s skills and knowledge

Every generation brings a unique life experience to the workplace, from the skills they learned in school to the world events they witnessed. Find ways to help each generation thrive in the areas they already know, as well as to learn new skills from the generations before and after.

For example, social media is often flagged as something that younger generations raised on memes can teach to older generations. However, knowledge transfers can go both ways. For Gen Z, who entered a remote workforce during the pandemic, interpersonal skills like negotiating, networking or speaking confidently in front of crowds are proving to be a challenge — and something they can learn from their older colleagues.

Develop a mentorship program where more senior employees can nurture and guide their younger coworkers. This two-way exchange not only gives younger generations the feedback they crave, but it also helps people connect and see past pre-conceived differences.

4. Skip the stereotypes

Some boomers are tech-savvy. Some millennials dislike working remote. Gen Z employees can be new parents. While there are common characteristics and life stages for each generation, there are also endless variations within each one.

Encourage open and honest conversations in the workplace about age stereotypes. Create opportunities for employees to collaborate and socialize across the generations and beyond their usual team or social circle.

Non-hierarchical check-ins and mentorships (both older-to-younger and younger-to-older) will give employees the opportunity to share stories and perspectives and foster understanding across the generations.

5. Provide inclusive benefits

Some benefits, such as fertility benefits and parental leave, are generally (although not exclusively) geared to one generation. But there are countless ways for employers to ensure their benefits span the full age range of their employees.

For example, you could provide paid time off for pet owners who don’t have “traditional” caregiving needs but need to care for a sick pet. Or you could offer educational benefits, like Sheetz’s tuition reimbursement program that reflects what Gen Z really wants from employers.

6. Be a leader for all

카지노 커뮤니티 랭킹 research has found that each generation wants different things from its leaders. For example:

Millennials desire managers who can connect employees to a common purpose
Gen Xers want leaders to be role models who can roll up their sleeves and problem-solve in challenging times
Boomers view leaders as strategic thinkers who are admired, yet distant

For managers of multigenerational workforces, it’s important to keep these expectations top of mind. While it’s impossible to be everything to everyone all the time, having an awareness of what each generation wants in a leader, and striving to meet those expectations, will ensure each generation stays engaged.

Looking ahead to the next generation of workers

While generational trends will continue to drive workplace recruitment and retention strategies, our top priority should always be to engage each person as a unique individual fully.

With more generations than ever working side by side, employers are positioned to create strong, innovative teams rich with diverse thought, experience, and expertise. Look at the best traits that each generation — and each individual — brings to the table and then adapt accordingly.

The Top 5 Things Millennials Want in the Workplace in 2022

2022-07-18T07:00:34-04:00

How to increase the odds Gen Y will stay—and thrive—at your organization.

Purpose is on the minds of many.

It can bring great satisfaction to your work or drive you to look for a new job.

Organizations on this year’s Best Workplaces for Millennials™ list understand the critical role meaning plays for Gen Y—the largest generation currently in the workforce.

These winning workplaces, in both the large company and small- and medium-sized company categories, make an effort to give their younger workforce a sense of purpose and, in return, experience higher retention, pride, and endorsement.

Why purpose in particular?

It’s the biggest gap in the employee experience among millennials compared with their older colleagues, according to research from Great Place To Work®, whose analysis of anonymous surveys and data from more than 1 million U.S. employees at great workplaces determined this year’s list.

Only 79% of millennials say their work has special meaning, compared with 90% of baby boomers. For millennials (and their younger Gen Z brethren), purpose affects how they see their future. They’re willing to walk away from jobs that lack meaning.

“There’s a lot millennials can teach companies about work,” says Michael C. Bush, CEO of Great Place To Work. “How they spend their time and who they spend it with matters to them, as it should to all of us. Help them find meaning in their work. Give them a reason, many reasons, to be proud to work for you—and they’ll stay working for you.”

When millennials believe their work has meaning—that it’s more than “just a job”—they are three times more likely to stay. And they’re nearly two times more likely to stay if they feel their voice is valued, regardless of their position. (Yet another reason to create Employee Resource Groups to facilitate a sense of belonging for this generation, as winners Baird and PeopleTec offer.)

"Help them find meaning in their work. Give them a reason, many reasons, to be proud to work for you—and they’ll stay working for you.”

Millennials aren’t unique in wanting meaning in their work. Purpose is a key driver of what keeps people of all generations at work, which only underscores the importance of closing the gap between generations.

What millennials want

There’s a lot on employers’ plates, with all four generations currently in the workforce (Gen Z, millennials, Gen X and baby boomers). 카지노 커뮤니티 추천 that recognize this will ensure one generation doesn’t get lost in the mix.

Part of leadership training at David Weekly Homes (the fourth best large workplace for millennials) includes training on how to communicate with different generations. Similarly, a popular course at fifth-ranked Slalom Consulting’s crowd-sourced learning system is “Navigating our Multi-Generational Workforce.”

That said, out of all the generations, millennials and Gen Z are least likely to stay at their jobs. Even at great workplaces, only 81% of millennials and 77% of Gen Z say they intend to work at their jobs for a long time, compared with 90% of baby boomers. At an average U.S. workplace, regardless of generation, only 52% plan to stay.

While purpose might be the biggest gap in employee experience for younger workers, it’s not the only area that needs work. Giving workers a sense of purpose is good, but what’s great is to close all the gaps and create a great workplace for all. There will be quite the payoff for companies who do.

Millennials who say they work at a great workplace are five times more likely to endorse their company and two times more likely to stay with their organization. They are four times more likely to endorse their company when they are proud to tell others they work there, and nearly four times more likely to recommend their employer if they intend to work at their company a long time.

In addition to purpose, here are the other four areas to focus on:

1. Distribute a fair share of profits.

One of the biggest gaps in millennials’ experience at work is around fairness. More than any other generation, millennials are experiencing a gap when it comes to feeling that they receive a fair share of profits, ranking 8 percentage points lower than baby boomers and 7 points lower than Gen X.

Profit sharing is also the lowest of all measures of the overall workplace experience for millennials.

2. Pay them what they’re worth.

Another measure of fairness at work—fair pay—was 8 percentage points lower for millennials than baby boomers, and the second lowest of all measures of millennials’ workplace experience. Millennials and Gen Z are tied, with 71% saying they receive fair pay.

3. Set clear expectations.

More than any other generation, millennials lack clarity around expectations. Clarity isn’t a “nice to have.” It’s a “must have” if you want to outperform your competitors and experience strong business outcomes.

Harvard Business School (HBS) researchers, using Great Place To Work’s extensive database, found that companies whose employees experienced purpose at work and believed their leaders set clear direction and expectations, outperformed the stock market by 6.9%.

4. Offer work-life balance.

Looking across generations, millennials are falling behind baby boomers by 6 percentage points at 79% when it comes to work-life balance, and 5 percentage points, also at 79%, when it comes to feeling their workplace is psychologically and emotionally healthy. Taking their needs for work-life balance seriously will help millennials experience a healthy workplace.

Great starts here

To find out how your company can become Great Place To Work-Certified™ and apply to this or other Best Workplaces lists, contact us.

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