Millennials & the Feminist Divide

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Generational clashes on feminism, politics and leadership are heating up, creating a perfect storm for the 2016 election year and new dilemmas for women (and men) in the workplace. Case in point: 
Regardless of what you think about feminism and politics, this multigenerational debate represents an intersection of conflicting generational norms and values about what it means and takes to be a female leader in the 21st Century. When translated to the workplace, these conflicting sentiments reveal profound generational differences among working women and challenges for the employers who struggle to recruit and retain them. 

We are entering of a new era of gender definitions and issues. The impact to the workforce and to companies tasked with attracting, engaging and developing women leaders, should not be overlooked. For more insight on this issue, please feel free to download my whitepapers, “Millennials Don’t Want to Lean In: Why Generational Differences Among Working Women Matter to Companies” and “The Working Mother of the Future: How Demographics Will Force Change for Women at Work,” or contact me directly. 

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

A College Educated Workforce for 2016

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In the United States, the student debt of the Millennial generation is at an unprecedented level and university dropout rates continue to rise. The demand for college educated, skilled workers is quickly outpacing the supply. 

To help reverse this trend, the Interchange Group is donating funds this holiday season to Scholarship America, a non-profit whose mission is to make postsecondary education success possible for all students. Scholarship America is the country's largest provider of private scholarships, awarding over $3.3 billion to more than 2 million students and spending 97% of its total budget on programs. 

My wish for 2016 is to help students complete their education beyond high school with manageable debt so that our communities will prosper and our workforces will strengthen. 

Happy New Year!

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

The 10 Toughest Jobs To Fill In 2016 & What To Do About It

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2015 was a challenging year for hiring managers. Regardless of industry and geography, companies struggled to find and keep top talent. Unfortunately, 2016 is predicted to be tougher. According to new data from Career Cast the 10 most difficult jobs to fill in 2016 represent a diversity of industries, levels and functions. 
  • Data scientists
  • Electrical engineers
  • General and operations managers
  • Home health aide workers
  • Information security analysts
  • Marketing managers
  • Medical services managers
  • Physical therapists
  • Registered nurses
  • Software engineers
Attracting and retaining talent will be the number one human capital challenge of 2016. It will force executives and HR leaders to reassess their needs and priorities and to work together to accomplish key talent objectives. To achieve your recruitment and retention goals for 2016 and beyond, follow these three strategies.

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Planning for 2016

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We are beginning the 4th quarter, a time when workloads increase and managers endeavor to complete projects due at the year’s end. Q4 is also a time of planning for the coming year, when upcoming strategic initiatives are vetted, confirmed and budgeted. Most HR and Talent Management executives, as a result, have more on their plate than is realistic to accomplish, and are reluctant to offload the work to their own direct reports, who are equally burdened with year-end deadlines.

Effective managers cope with this crunch time by developing a small cadre of trusted outside specialists to delegate overloads of work to in Q4 or at any other time. Over the years, these consultants learn the company and culture and are available on call to use their specialized expertise to complete initiatives, from start to finish, with limited guidance. Many are also trusted resources for designing, facilitating and documenting strategic planning efforts so that the executive’s time and bandwidth are freed to think and execute at the appropriate leadership level. 

My work prepares leaders and their workforces to think strategically about their resources and to excel under conditions and in environments that are often quite different from what they have known historically. It moves through the entire employee lifecycle, from attracting and onboarding new hires, to developing and retaining them, to ensuring that career paths and succession plans are in place for the roles that matter most to organizations. The results create cost savings and stabilize companies for growth and profitability.

In support of completing 2015 project initiatives or your 2016 planning efforts, please feel free to access my whitepapers, blog posts, and multi-media for useful thought leadership and insight.

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Millennials’ “Don’t Ask, Do Tell” Vacation Policy

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Managers of Millennials complain to me that their young employees will tell, not ask, their managers that they will be taking vacation or time off. Or the Millennial will opt to work remotely without clearing it with their boss. From the Manager’s perspective, this shows a brazen lack of respect for the manager and the workload of others.

The Millennial perspective is quite different. Millennials believe that the 9-5 construct of work is dead. They intuitively understand that the future of work requires a high degree of flexibility – from the employee and the employer. Their willingness and desire to work in such dynamic ways, however, is ahead of what most employers understand, or have the capacity and infrastructure to currently support. Millennials assume their bosses are on the same page about this flexibility, but that cannot be farther from the truth.

Most conflict between Millennial employees and their older managers stem from generational differences in upbringing, work history and present-day expectations of the job. For insight into the most common areas of conflict and for strategies on integrating Millennials into organizations for long-term success, download my latest whitepaper, The Top 3 Conflicts Between Millennials & Their Managers or feel free to contact me directly. 

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Millennials Don't Take Initiative - Or Do They?

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"Millennials don't take initiative." This is the sentiment of most Generation X managers I meet, who complain that their younger employees wait around for work to be assigned to them and only perform the bare minimum required of their job.

When I share this perspective with Millennials, they are shocked. Millennials think that they do take initiative. Their professional ambition and desire to excel in their jobs requires it. 

So why is there such profound difference of opinion on this issue? Here is the answer:
  • Millennials equate taking initiative with asking questions and collaboratively involving one's boss
  • Generation Xers believe taking initiative means "figuring it out" on one's own, without having to rely on others 
These contrasting views make sense, given each generation's experience growing up and in the workplace. However, they are cause for costly and avoidable misunderstandings at work that lead to low productivity, retention and engagement.

For insight and strategies on to how to bridge the generational divide and integrate Millennials into organizations for long-term success, please feel free to visit my website or contact me directly.

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Millennials Don't Scoop Ice Cream

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The rate of teen employment has dropped significantly over the last two decades. While the majority of teens in the 1970's and 80's worked during summer vacation, less than 1/3 of last summer's teens held a paying job. Instead, they:
  • Enrolled in high school or college courses
  • Did unpaid community service work as part of their graduation requirements
  • Took unpaid professional internships to bolster their college applications
While these activities make Millennials more attractive to colleges, there is a noticeable downside. Once Millennials enter the workforce, they lack the experience with service and administrative tasks that past generations gained from summer jobs. Many also enter the workforce not having experience with pay checks, requests for time off, and other requirements germane to employment. This unfamiliarity with the world of work has put Millennials at odds with older hiring managers, who express disbelief when their young employees do not accept "grunt work," take time off without approval, or ask for a raise because their net pay does not cover living expenses. The misunderstandings that ensue on both sides are time consuming and expensive.

To reconcile this problematic divide, employers must retool their hiring and onboarding practices to include more education on the fundamentals of work and to align expectations about the company, culture and roles. Without this knowledge, Millennials begin jobs on shaky ground that is difficult to correct down the road.

For more insight and strategies on how to integrate Millennials in to your organization for long-term success, register for my upcoming webcast, New Hire Onboarding - Practical Advice to Boost Performance & Retention, or contact me directly

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

What Does a Female Leader Look Like?

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When I speak on the topic of female leadership to cross generational audiences of women, dress is often a topic of conversation. It is a visual manifestation of how we view power. For example, Baby Boomer parameters for women's attire in the workplace favor the pant suit. In contrast, Millennial women prefer clothing that expresses their femininity and does not emulate male power norms.

Dress is just one of the many indicators that we are on the cusp of a new era of gender definitions and issues. Generational differences among women are redefining female leadership norms, and changing demographics are forcing new realities for working mothers. To successfully attract, develop and retain 21st century female leaders, organizations will need to develop targeted strategies for:
  • Engaging a multigenerational female workforce
  • Attracting and onboarding women for long-term retention
  • Building and promoting a strong pipeline of women leaders
  • Providing workplace flexibility that adds real value to working parents
  • Addressing financial security and equal pay for women
For insight into this these strategies, feel free to listen to my HCI podcast, Set a Course for Substantial & Authentic 21st Century Female Leadership, or my NPR interview, Some Companies Fight Pay Gap By Eliminating Salary Negotiations.

If you are coming to the SHRM conference, be sure to attend my MEGA SESSION, What Women Want: Recruiting, Developing and Keeping 21st Century Women Leaders, on June 30. 

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

What Really Belongs in Your New Employee Orientation

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Millennials rank cementing relationships and learning the corporate culture as the greatest challenge when transitioning into a new job, way ahead of learning their new job responsibilities. In fact, 28% of Millennials report quitting a job because they did not feel connected to the organization.

New employee orientations play a critical role in building organizational savvy and helping young employees connect to and navigate company culture. This can be done effectively, by off-lining administrative information from the orientation, to be accessed on an "as needed basis," and instead using the time to educate new hires on corporate history and culture and to help them establish bonds with their peers and others in the organization.

To learn how to design your new employee orientation to focus on acculturation, download my new whitepaper, From Orientation to Acculturation: What Really Belongs in Your New Employee Orientation and/or register for my May 13th webcast, New Hire Onboarding: Next Practices for Boosting Performance and Retention

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Death by Orientation

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The biggest mistake a company can make when onboarding talented, energetic employees into an organization is to cram hours of mind-numbing employment information into its new employee orientation. And yet, this is exactly what many new hires, arriving enthusiastic and ready to work, must endure during their first week on the job with a new employer. 

New employee orientations are dumping grounds for compliance. Every department wants to shove as much information about employment, benefits, diversity, and safety as possible into the time allotted. The result is a jam-packed session of PowerPoints, handouts and talking heads. Instead of reaffirming an employee's decision to take the job, and welcoming him or her into the culture, the company unintentionally creates a finger wagging session that leaves new hires weary and dispirited. 

New employee orientations play a significant role in a new hire's developing opinions about you as an employer. To learn how to use the time strategically to educate new hires on what really matters, download my new whitepaper, From Orientation to Acculturation: What Really Belongs in Your New Employee Orientation and/or register for my May 13th webcast, New Hire Onboarding: Next Practices for Boosting Performance and Retention.

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

New Specialization on the 21st Century Female Leader

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I have developed a new specialization on the 21st Century Female Leader and the evolving landscape of women and work that I would like to share with you.

Stemming from my expertise on the changing workforce and the impact of demographic shifts on organizations, and my success in helping companies onboard, manage and plan for the succession of top talent, I have gained unique insight into what is required to attract, develop and retain women leaders. 

These strategies for engaging emerging and tenured female leaders have been captured in the following 10-minute podcast and whitepapers. Please feel free to download and share them.
In addition, I am pleased to present this expertise in the form of a webinar next week and live presentation in June.

Business Management Daily Webinar, March 27, 2015

SHRM Annual Conference Mega Session, June 30, 2015

I look forward to engaging with you on this critical topic. If you have questions, please feel free to contact me directly at ahr@interchange-group.com.

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

The Millennial Adoption Curve

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The integration of the Millennial cohort into a Generation X/Baby Boomer-dominated world of business is like the introduction of a new technology. It will take at least 10 years along the adoption curve before this "new model" is ubiquitous and standard. As with other shifts in the marketplace, those that accelerate adoption will have the competitive advantage. These "early adopters" will embrace not only new leaner structures and methods of operation brought on by the recession, but also the new norms and tools for communicating and collaborating that are intrinsic to the Millennial generation's code of conduct.

Others -- companies and individuals -- may need a push along the curve. This will need to take the form of:
  • Hands on training to work and communicate across the generations
  • New communication practices and technologies that favor networks and that disable silos
  • Updated methods for managing and motivating employees
We are in the beginning years of the arc of a new era in which all signs point to a leaner, more collaborative workplace run by the Millennial generation. New ways of communication, collaboration and management will smooth the way to a cultural integration of this generation that will likely take 10 years to run its course. This will be a long process, and each individual and corporation will need to learn how to work together to bring out of the best in each other, for the good of the business and the employees. Where are you along the curve?

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Something’s Gotta Give in 2015

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When asked about their greatest challenges and triumphs of 2014, my clients' responses are remarkably consistent: "My company is thriving financially, but I've never worked this hard or been so tired in my life."

The recession of 2009 led to massive restructuring and leaner modes of operation. Efficiencies that were meant as short-term, emergency measures took root and still persist 5 years later. From a financial standpoint, the efforts have paid off handsomely for companies. Corporations are profitable and shareholders are happy. But the actual people, from the executive level down to the line worker, are exhausted. Most are performing the jobs of 3-4 pre-recession positions and all are doing more with less. Everyone is stretched thin.

If you probe these professionals, who are predominantly Generations Xers and Baby Boomers, they will also tell you that they are performing the work that others should be doing. Their bench strength is weak, they say, and they are dealing with a new generation of "Millennial" employees that lacks the skills and initiative to pick up the slack. 

These experiences and feelings are legitimate. The Millennial generation is twice the size of Generation X and reached a critical mass in organizations in 2014, placing new demands on people and practices at work. Their values, technology and communication methods contrast greatly with those of older generations and have caused confusion, frustration and duplication of work. If you overlay this phenomenon with the after effects of the Great Recession, you have a perfect storm of corporate financial success and employee exhaustion.

Corporations will not be giving up their profit margins or increasing staffing levels anytime soon. The financial gains from this new normal are too lucrative to ignore or alter. Since the "New Economy" is here to stay, something else will need to give for our situations to become sustainable again. Corporate cultures will need to adapt to include emerging communication and collaboration practices, along with new methods for motivating employees. The fix, however, will not be quick.

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Narrowing the Gender Gap

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In the U.S., women account for over half of all entry level professional jobs, but only 37% of mid-management, 28% of VP/Senior Management, and 14% of Board and Senior Executive positions.

Narrowing the gender gap in leadership requires a critical look at generational attitudes and experiences among working women and the changing demographics of working mothers. It also necessitates a multi-faceted approach to expanding opportunities for women in business.

This is why the Interchange Group supports Catalyst, a nonprofit with over 50 years of experience conducting research and creating practical solutions that advance women in business. In lieu of holiday gifts and cards, the Interchange Group is donating funds to Catalyst's Changing Workplaces, Changing Lives Campaign, which will invest in:
  • Longitudinal research to track long-term trends for women in the workplace
  • An inclusive leadership initiative to equip women and men to lead 21st-century organizations
  • Global outreach to support gender parity in new markets
I encourage you to choose a cause to support this holiday season that is meaningful to you!

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

The Working Mother of the Future

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The number of working women in their 40s and 50s with young children will increase dramatically over the next decade. This is a departure from past generations of working women, who had children in their 20s and early 30s and were empty nesters in their 40s. Specifically, it will mean that:
  • Women will be entering a timeframe of peak career and earning opportunities - defined by current workforce norms as between ages 45 and 55 - just as the demands on them as parents intensifies.
  • Corporate America will see a rising share of female employees in senior positions - roles traditionally associated with significant after hour social obligations - with young children.
  • Employers will experience a growing proportion of working mothers who will not be relying on the conventional economic, physical and psychological support structures associated with marriage.
Organizations that change their practices, benefits and cultures to accommodate the needs of working mothers (and fathers!) will be positioned to reap significant economic benefits in the coming decade. Recent announcements from Apple and Facebook that the companies will pay for egg freezing in support of women having high-powered careers and children is proof of this trend. 

For additional information on this important topic, download my new whitepaper, The Working Mother of the Future – How Demographics Will Force Change for Women at Work. 
To learn how to attract and retain top female talent in your organization, register for my December 4 webinar, What Women Want – Recruiting, Developing and Keeping 21st Century Female Leaders.

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Ditch Your 9 Box & Simplify Succession Planning for Success

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If you want to engage in successful succession planning, ditch your 9 Box. 

 For those unfamiliar with the tool, the 9 Box is a chart commonly used to assess talent within an organization and to make succession planning decisions. Placement of succession planning candidates in the chart is determined by ratings of performance and potential – both based upon a 3-point scale (low, moderate, high). Each of the 9 boxes derived from the ratings is labeled. For example, the high performance/high potential category is labeled "Consistent Star." 

 The 9 Box is touted as a simple way to assess talent and plan for the succession of key roles. I disagree.  The tool is overly complex and results in the following consequences: 
  • Executives disengage
  • HR loses credibility
  • Managers game the system
  • HR is burdened with extra work
  • Participants lose sight of the purpose 
Succession planning it is not something to codify or get done in one sitting. It is a series of ongoing, strategic conversations about talent that take place at the executive level. These conversations require skilled facilitators and clear frameworks to guide dialogue about potential leaders for key roles. If you do not have someone internal who can objectively facilitate and who has credibility with the executive team, it is worth getting outside help. If you do not have clear parameters for evaluating potential talent against meaningful metrics, it is important to develop a straightforward method that will work for your unique industry, leaders, culture and business goals.

For more explanation, feel free to download my new whitepaper, Ditch Your 9 Box & Simplify Succession Planning for Success

 Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Career Advice for the Stuck Generation

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Generation Xers feel caught in between "greedy" Baby Boomers, who won't move over to give their generation a shot, and "entitled" Millennials, who won't put in a decent day's work. Dwarfed by media coverage of Boomers and Millennials, Gen Xers have grown up to feel marginalized and ignored. This trend has continued into the workplace, as the needs of Gen Xers are consistently overshadowed by older and younger workers. 

 As a generational expert and specialist on leadership development, I have the following career advice for the "Stuck Generation."

 If you wish Boomers would get out of your way then help them to retool. It's not that they want to prevent younger generations from advancement. The problem is that many of them don't know how to move on (to retirement or to more fulfilling careers) and still support themselves, their aging parents and their children. Teach Boomers time management and delegation skills that will force them to work smarter instead of harder and longer, and you will help them reach the other side of the mountain more quickly. 

 On the flipside, if you want Millennials to "toughen up" you will need to do a better job of managing their expectations. Invest your limited time in beefing up your company's interviewing, onboarding and career development initiatives. Millennials who know what is expected of them and what it takes to get to the next level will surprise you with their productivity and loyalty. 

 And lastly, Gen Xers, I know you value your autonomy but even you could use a little help. Seek out the training you deserve to boost your communication and leadership skills. Otherwise, you'll play right into the stereotypes associated with your own generation. Or as the lead Gen X character in the film, Office Space, remarks, "It's not that I'm lazy, it's that I just don't care."

 Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Millennials Don't Want To "Lean In"

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Recent media coverage of Sheryl Sandberg's book, Lean In, highlights the roles of women in the workplace and the bias and unfairness experienced by female professionals. Sandberg's powerful message is, however, distinctly shaded by her own generational lens and experience as a woman coming of age and entering the workforce in the wake of the women's movement of the 1960s and 1970s. Her "mission to reboot" feminism and to reframe discussions on gender uniquely reflects her Generation X values of autonomy and work-life balance, and misses the mark with Millennial women, who do not see gender inequality in the workplace and are either confused or annoyed at the negativity they think older generations bring to the subject. 

 In order to understand women's issues in the workplace and to retain and engage them as employees, companies must recognize that generational differences among working women exist and that each generation has an equally valid perspective on the topic. 

 For a critical reference guide on the generational traits, experiences and attitudes of American working women, download my whitepaper, "Millennials Don't Want To Lean In -- Why Generational Differences Among Working Women Matter To Companies," or please feel free to contact me directly for more information and insight.

 Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Amy will be presenting on New Hire Onboarding and Succession Planning for the 21st Century at the annual SHRM conference, June 22-23, 2014.

Top 5 Drivers of High Potential Engagement

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The science of Human Resource Management was literally developed in the 1920s and 1930s during a time when the generational ethos was one of self-sufficiency, organization, and productivity. HR practices today remain tethered to these tenets, and it is striking to see how ill-suited most companies are for the Millennial generation’s values of creativity, community and equality.

Millennials will set the tone for employee engagement and the changing employer contract for the foreseeable future. The pure size and influence of this generational cohort will affect the perceptions and attitudes of Generation X and Baby Boomer employees as well. To determine the best high potential engagement strategies for companies, we must look to the Millennial generation for insight.

Using Millennials as the norm, here are the top five drivers of engagement for high potential employees.
  1. Transparency of Information - Millennials require companies to be transparent with information and to provide access to data, so they can perform effectively in their jobs and make decisions about their careers.
  2. Connection to the Corporate Strategy - Millennials need line of sight to the business strategy to perform in their jobs well, and to understand that their work has a purpose.
  3. Visibility - Millennials stay engaged when they get exposure to the senior executives who are driving the strategy and who have their own experiences to share.
  4. Opportunity - Millennials are driven by opportunities to advance in their careers and to develop professionally.
  5. Personalized Recognition - Millennials expect to participate in programs and receive rewards that are personalized and that recognize them for their time and efforts. 
Companies face unprecedented challenges brought on by demographic shifts, economic uncertainty, new technology, and constant, disruptive changes to their organizations. The Millennial leaders of the future will require new competencies and expertise to drive business performance. In return, these new leaders will expect their employers to engage them in drastically different ways than their predecessors.

Is your organization ready to make the change?

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

Amy will be presenting on High Potential Engagement and Succession Planning for the 21st Century at the annual SHRM conference, June 22-23, 2014.

5 Strategies for Retaining the Class of 2014

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The average tenure of a Millennial is 1.8 years. That should worry employers, given the high costs of attrition and imminent talent shortages forecasted. 55 million job vacancies are projected in the U.S. over the next six years, 31 million of which will come from Baby Boomer retirements.

As the Class of 2014 enters the workforce, employers must adopt these five strategies to engage and retain Millennials. Their bottom lines will depend on it.

1. Revamp Onboarding Practices with Millennials in Mind – Most corporate orientation and onboarding programs miss the mark with Millennials, contributing to high attrition rates in the first year. Critically assess and retool onboarding practices with Millennials in mind. 
2. Train Supervisors to Effectively Manage & Coach Millennials – Managers play a critical role in retaining this generation. Invest in corporate training to teach supervisors how to provide appropriate feedback and career development to Millennials. 
3. Provide Millennials Opportunities to Solve "Real" Problems – Millennials want meaningful work from the start of their employment. Challenge managers to provide new hires with projects that can make an immediate difference to the company. 
4. Establish a Sense of Community – 28% of Millennials report quitting a job because they didn't feel connected to the organization.  Build (and participate in!) social activities that foster the sense of community Millennials expect in the workplace.
5. Offer Debt Reduction – The median total indebtedness of college graduates with student loans is $137,010. Offer corporate programs for debt reduction to win big loyalty points from Millennials.

By 2018, the Department of Labor reports that Millennials will make up 50% of the U.S. workforce. The size and influence of this generation means that Millennials will continue to set the tone for employee engagement and the evolving employer-employee contract. Companies that implement these strategies will have a significant competitive advantage in their industries and in the labor market.

For more information and resources on this topic, log onto www.interchange-group.com.

Upcoming Events:

 Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy