Next Generation of Leaders
Empower millennials with development programs that are suited to their strengths.
By Cheryl Allen
There is great value in using generational research to effectively inform people practices. The current workforce makeup of baby boomers, Generation X, millennials, and Generation Z is likely one of the most diversified in history. Each generation is equipped with skills and knowledge based upon the environment they grew up in, and organizations are searching for them in the current competitive business environment.
The Future is Bright
Recent research finds that millennial and Generation Z leaders are changing the world of work—for the better.
By Zoe Harte
Millennials and their younger Generation Z counterparts frequently face criticism over their commitment to the workforce and are often labeled as lazy and entitled and described as “snowflakes.” Yet these younger generations are poised to change the future of work. As these digital natives become the dominant generation in the workforce, they are quickly squashing these misconceptions and bringing their positive influences to build their vision of a new work paradigm.
Editor’s Note: Millennials as Managers?
By Debbie Bolla
Did you know that the millennials at the tail end of their generation will be turning 38 this year? According to Pew Research Center, the age range for this cohort is now between 23 and 38. What does that mean for HR and the workforce? More and more millennials are entering—or are in—leadership positions. In fact, according to Upwork’s recent study, Future Workforce Report, nearly half of this younger generation is in positions at the director level or above. So the big question is: How will millennials manage?
In The Future is Bright, Zoe Harte, senior vice president of HR and talent innovation and head of human resources at Upwork, shares four ways millennials and Generation Z are shaping the workforce based on findings from the company’s recent Future Workforce Report. Two factors are likely to have an impact on their management styles. Millennial and Gen Z workers are nearly three times more likely than baby boomers to believe that individual workers need to take personal responsibility for their development. They also believe that by 2028, nearly three-quarters of all teams will have remote workers and 33 percent of full-time employees will exclusively work remotely. Will these two factors lead to more autonomous management styles?
Blazing New Trails
What drives millennials to seek new opportunities?
By Jackie Olson
Today’s young professionals looking to further their careers are reaping the benefits of a robust job market, allowing them to identify opportunities based on a range of features besides compensation. In fact, Merrill Corporation recently conducted a survey of junior associates working in the financial services industry to find out what factors are driving them to choose a new role. The survey sought input into why they chose their career and employer, job satisfaction levels, future career aspirations, and their views on the overarching capital markets industry. The results offer insight into what this future generation of industry leaders are looking for right now—in the early stages of their careers—from employers, direct managers, and perhaps most importantly, from themselves.
Next-Gen Leaders
Organizations need to start grooming top-performing millennials into tomorrow’s leaders.
By Rachel Cubas-Wilkinson
It’s hard to believe but it’s been three years since millennials surpassed Gen-Xers as the largest segment of the workforce. This shift has made a notable impact across the spectrum of employee recruitment, selection, succession planning, and development for leadership roles. As the number of millennials in the workforce rises, baby boomers who still hold many leadership positions are continuing to retire—and there’s a notably smaller cohort of Gen Xers slated to take their place. The result: Millennials may find themselves thrust into leadership and management roles sooner than anticipated.
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