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La Siguiente Etapa Millenial La Siguiente Etapa Millenial. LaLa SiguienteSiguiente EtapaEtapa MillenialMillenial La Siguiente Etapa Millenial. ÍNDICE - Trabajo Millenial: Prioridades en el Trabajo - Valores y precio: La ecuación del gasto Millennial. - La economia centrada en el hogar de los Millennial. La Siguiente Etapa Millenial. Trabajo Millenial: Prioridades en el trabajo. Para el año 2020 los millennials conformarán más del 50 % de la fuerza laboral. Puesto que este grupo rápidamente está copando la mayor parte del mercado laboral, es esencial comprender sus prioridades y cómo darán forma al futuro del trabajo. Antonio Sortino La Siguiente Etapa Millenial. Para los Millenial sus priorida- des son la educación y los lo- gros económicos por encima del matrimonio y los hijos. En la actualidad, solo el 24 % de - Los millennials conforman una mayoría impor- tante de la fuerza laboral. Mientras compiten por los millennials estadouniden- contratar a los mejores talentos, “las empresas ses se casa alrededor de los deben tratar el proceso de contratación como 25 años, mientras que el 55 % un proceso de venta, porque eso es lo que es. no considera muy importante Por lo tanto, si usted está intentando atraer a formar una familia. De hecho, clientes o a postulantes para su empresa, debe dirigirse a ellos de un modo que cree una co- el 32,1 % aún vive con sus nexión”, explica Adam Robinson, CEO de la pla- padres. taforma de contratación y talentos Hireology. – Esta generación de trabajadores está atenta al modo en el que las empresas transmiten sus valores y si ofrecen oportunidades constantes de educa- ¿Qué significa esto cuando este ción y asesoramiento. Más adelante, las empresas grupo ingresa al mercado laboral? deberán abrir activamente las vías de crecimiento En comparación con generaciones y suplir la carencia de competencia a través de la anteriores, los millennials ponen colaboración con nuevas fuentes de conocimiento. mucho más énfasis en sus necesida- – A medida que aumente la demanda de flexibili- des personales y esperan trabajar dad, la innovación en el lugar de trabajo será fun- en entornos dinámicos donde se damental. Las actividades de atención plena que aproveche su potencial al máximo. estimulan el cuidado personal y el empoderamien- Valoran la flexibilidad y deciden Puntos de Acción: to femenino también mantendrán más compro- dónde trabajar recorriendo organiza- metidos y satisfechos a los millennials con estrés. ciones socialmente activas y buscan- do oportunidades de aprendizaje y tutoría. La Siguiente Etapa Millenial. Primero, las personas. Los valores personales y morales tienen una gran influencia en las decisiones que los millennials toman en su trabajo. RSC y activismo de los CEO En 2016, Deloitte descubrió que, a nivel El 55 % afirma que la ética social de una global, el 56 % de los millennials ha empresa afecta a su decisión sobre si acep- "descartado trabajar alguna vez para tar o no la oferta de trabajo. Tienden a es- una organización particular debido a tar a favor de la empresa y a confiar en sus sus valores o normas de conducta", líderes para llenar los espacios en los que mientras que el 49 % rechazó hacer ta- los gobiernos ya no inspiran confianza. reas que contradigan su ética personal. En comparación con generaciones an- El grupo más joven cree que los ne- teriores, los millennials gocios con una misión, y que priorizan ‘una generación a las personas sobre las ganancias, se políticamente activa, libre de prejuicios aseguran el éxito a largo plazo. Siempre y diversa desde el punto de vista racial’ muestran mucho entusiasmo ante los líde- que este grupo ocupe puestos directi- res de las empresas que se expresan sobre vos, la satisfacción de sus empleados problemáticas sociales. La afinidad de los millennials con las redes sociales también fomenta el poder de la “Cada vez es más conexión y exige el cambio social. “Cuan- importante y complejo Generación empatica. do decenas de CEO comentaron las deci- saber cuál es la mejor siones del nuevo gobierno [de EE.UU.] en forma de transmitir el punto relación con problemáticas como el cambio de vista de unaempresa en este climático y los viajes a EE. UU. desde algu- contexto social” nos países, estallaron las redes sociales, se - Andy Polansky, realizaron protestas y explotó la atención a CEO de Weber Shandwick. los medios”, explica Andy Polansky, CEO Mara Drozdova La Siguiente Etapa Millenial. Los millennials cada vez demandan más desarrollo profesional, oportu- nidades de aprendizaje y asesoramiento que les ofrezcan estímulos y retroalimentación con regularidad. Según un estudio de PwC, la progresión laboral es la prioridad de los mi- llennials; el 52 % afirma que esa es la razón principal que le atrae de sus empresas más que los beneficios financieros ely 35 % manifiesta que un entrenamiento excelente y los programas de desarrollo eran los princi- pales beneficios de la empresa. A medida que los millennials buscan más oportunidades de aprendizaje continuo, también esperan desarrollar sus habilidades a través del máximo aprovechamiento de su potencial. Aun así vemos una generación que exige gratificación instantánea y estimu- lación permanente. Los millennials, quienes crecieron con un modelo educa- tivo que fomenta la autoestima, han experimentado el empuje del refuerzo positivo desde su infancia. Como resultado, necesitan sentirse valorados en el trabajo y la validación es clave. Los empleadores deben recordarles la importancia de su rol, darles sentido de pertenencia, reconocer sus es- fuerzos y explorar sus necesidades individuales. Los millennials, además, valoran las oportunidades de tener como mentores a los altos directivos. Deloitte descubrió que el 61 % de los trabajadores millennials actualmente se benefician de tener a alguien a quién recu- rrir en busca de consejos o que les ayude a desarrollar sus habilidades de liderazgo, al tiempo que el 53 % también concuerda con que una relación con un mentor los convertiría en miembros más productivos de la em- presa. Los mentores, además, pueden aliviar las tensiones generacionales en el lugar de trabajo. Aprendizaje y asesoramiento. Rebecca Mock La Siguiente Etapa Millenial. Son los primeros nativos digitales en entrar al mercado laboral, mantie- nen al día sus mensajes de correo electrónico y se comunican por medios electrónicos en el trabajo: el 78 % de los millennials cree que su afini- dad con la tecnología los vuelve más productivos y el 41 % prefiere mantener conversaciones digitales en lugar de personales o de llama- das telefónicas. A fin de satisfacer esta demanda creciente, las empresas evolucionan sus políticas informáticas y sus herramientas sociales. Sin embargo, la creciente inseguridad financiera es una carga para los millennials que viven en economías maduras. Esta presión, muchas veces, los lleva a permanecer más tiempo en un trabajo y a hacer trabajos extra, ya sea para complementar sus ingresos o para perseguir la profesión de sus sueños. Una nueva encuesta de CareerBuilder revela que el 44 % de los millennials de mayor edad y el 39 % de los millennials más jóvenes tienen un trabajo secundario, lo que supera por mucho a otros grupos generacionales. No obstante, este movimiento de trabajos extra puede ser un destello del futuro del trabajo, dado que las industrias se vuelven cada vez más em- presariales. En el clima económico actual, "la idea de tener una sola pro- fesión parece cada vez más insostenible", y la contratación bajo demanda aumentará, explica Faith Popcorn, futurista y fundadora de la consultora BrainReserve. Con el fin de preparar a la gente para este panorama profesional cam- biante, Google está invirtiendo 50 millones de dólares en su nueva fun- ción de búsqueda laboral. Esta función coteja publicaciones relevantes de sitios como LinkedIn, CareerBuilder, Monster y Facebook. “Queremos asegurarnos de que la mayor cantidad de gente posible pueda aprove- char al máximo los nuevos trabajos, industrias y oportunidades que están emergiendo; algunos de los cuales no podríamos haber imaginado hace Seguir el ritmo del cambio. solo unos años”, afirma Jacqueline Fuller, presidente de Google.org. Melissa Lee Johnson La Siguiente Etapa Millenial. "ES UNA EXISTENCIA NÓMADA DOMINADA POR LA TECNOLOGÍA. UNA EXISTENCIA EN LA QUE LOS NEGOCIOS Y EL PLACER SE MEZCLAN CONSTANTEMENTE. EN LA QUE LOS VIAJES DE TRABAJO NO SON UN PROBLEMA EN UNA ECONOMÍA COLABORATIVA. EN LA QUE, EN UN MOMENTO, PERSEGUIMOS NUESTRAS PASIONES PROFESIONALES Y CREATIVAS, Y EN EL OTRO, SOMOS PRÁCTICAMENTE AUTÓMATAS Y ABORDAMOS PROYECTOS DE ETIQUETADO EN MECHANICAL TURK. ESTAS CONTRADICCIONES COHABITARÁN, PUESTO QUE TRATAMOS CON LAS REPERCUSIONES ECONÓMICAS E INDUSTRIALES DE UNA SOCIEDAD QUE SE TRANSFORMA RÁPIDAMENTE”. Faith Popcorn CEO, BrainReserve Igor Kozak La Siguiente Etapa Millenial. Flexibilidad en el lugar de trabajo. Flexibilidad para viajar. Los profesionales más jóvenes se están dis- Si bien los millennials priorizan el equilibrio entre tanciando del modelo de trabajo tradicional su vida y el trabajo, las presiones de la cultura de 8 horas y de las oficinas, desean flexibi- laboral y la inseguridad de conservar el trabajo, lidad en el dónde y el cómo trabajan para muchas veces, evitan que se tomen vacaciones. lograr un mejor rendimiento y un equilibrio Un estudio de 2016 realizado por la empresa de entre su vida personal y su trabajo. alquiler de automóviles, Alamo, demostró que el 58 % de los millennials estadounidenses ha senti- En 2017, el porcentaje de mano de obra do vergüenza a la hora de tomarse unas vacacio- dispuesta a trabajar en lugares alternativos nes. dio un salto del 43 % al 64 % en un año. Deloitte revela que el 5 % de los millennials Algunos piensan que el hecho de no tomarse cree que el trabajo remoto fomentará su pro- tiempo libre impresionará a sus jefes y demostra- ductividad. En el Reino Unido, al 71 % de los rá dedicación. El 43 % de los "mártires del tra- empleados les resulta efectivo trabajar desde Flexibilidad. bajo" son millennials, en comparación con el 29 su hogar. Según un nuevo estudio de Virgin % del resto de los empleados.
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