From an employee engagement standpoint, is engaging millenials different from the rest. If it is different, how different it is. What need to be kept in mind for employee engagement, when you have a size bale millenial population.

1. Engaging Millennial's :
How different it is ?

2. The Millennial Generation
Those born between 1980 and 1995
•1/3 of the world’s population, 1/4 of the US population
– The largest –and most unified - generation in the history of the world
» At a time of the greatest change in history
Currently 15 to 35 years old
•By 2015, middle management & by 2020, senior management
•Today dominating and transforming the consumer technology
experience…and beginning to change the corporate experience
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Confidential

3. Personal and lifestyle characteristic s…..

4. Workplace characteristics by definition

5. What is engagement ?
…the emotional connection or commitment that an employee has to the
organization that then causes the employee to want to put forth the
additional effort to ensure the organization and the brand succeed.

7. Then and now.....
Others
Scarcity Mentality
Hierarchy/ Chain
Tell
Institutional Control
Time-Delayed
Concentration
Loyalty
Communication Impresses
Controlled Information
Corporations & bosses know
Transaction
Inward looking perspective
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Millennial
Employee engagement elements
Abundant Mentality
Purpose at Hand
Expressive (like – dislike)
Open
Real-Time
Fragmented Attention
Self Satisfaction
Lovin’ It, ‘n’ Livin’ It
Fierce multitasker
They search
Fast food mentality
Socially minded
State of mind
Focus
Natural tendency
Culture
Culture
State of mind
Benefits & Compensation
Culture
Employee empowerment
Relationships
Working condition
Emotional outlook
PD
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PD
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PD
RD
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RD
RD
PD

8. Current world of (X) & Millennial (Y)

9. Now do we look
at
employee engagement
differently

21. Engagement & millennial
Engagement drivers
Give them constant feedback
Offer plenty of help
Reward them (Innovation and risk taking)
Provide them with Mentors
Create a collegial / Social engagement
Work & Fun should coincide (Balance)
Non traditional benefits
Offer opportunities for change
Engagement threats
Undermining employee efforts
Failing to acknowledge, appreciate
Distrusting employees
Limiting freedom

22. Thanks
Sreejith@healthyworld.in
+91 9049 989 553

23. Appendix

24. The world around……..
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Confidential

25. The world around…….. contd
Globalization
Millennials
Knowledge work, of
ALL forms, begins to
migrate to its right
location worldwide
New Social and Operating
norms dominate the
enterprise
Cloud
Computing
Virtualization
Cloud X Social X Broadband X
Mobility = New Computing model…
inside and outside the enterprise
Of Organization, Processes
and Technology
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| ©2010 Cognizant Technology Solutions
Confidential

26. Communication in organisations
Social Networks + Websites:
Gather Intelligence. Create Conversation.
Foster communities. Create word-of-mouth referrals. YouTube. On Flickr.
Ex – Difference Linkedin vs Facebook
Blogs + RSS:
Place messages in contextually relevant blogs. Start own blogs. Create
interactive user spaces. Syndicate messages.
Virtual Space:
VC based connect sessions.
Virtual learning platforms
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27. Impact of web on each stage of ELC

Career development
Employee Engagement
Exit
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

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Possibility of constant communication.
Virtual interventions with better impact.
Better reach for large organisation.
Cultural diversity handled better.
Company network and reach enables an employee to perform
better. Ex : C2.O

Unhappy employees can be tracked and preventive steps
can be taken.
Issue can become big with the reach which each employee
has
Connect with ex employees can create a lot of good will

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Statuses makes life more challenging and increases
pressure.
Better reach makes more awareness and better planning
Compensation administration has seen a sea of change
Change in approach to life – “what others perceives you
are doing is more imp than what you are doing”

28. Impact on Organisational personality /culture
Beliefs & Convictions
• Boundary less communication makes this challenging.
• Continuous monitoring is required on the actions.
Culture
Values & Attitudes
• The value shift among millennials. Ex
• Traits of Millennial are against the old school of corporate.
Individual / Group behavior
• Leadership interest in web and web based communication
• Organisational philosophy on communication would be vital
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