THE MILLENNIAL CODE Marketing to Millennials Millennials Are Defining Trends and Disrupting Markets
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Preparing for Generation Z in the Workplace
University of South Carolina Scholar Commons Senior Theses Honors College Spring 2020 A New Generation of Workers: Preparing for Generation Z in the Workplace Kendra Harris University of South Carolina - Columbia, [email protected] Follow this and additional works at: https://scholarcommons.sc.edu/senior_theses Part of the Business Administration, Management, and Operations Commons, Organizational Behavior and Theory Commons, and the Training and Development Commons Recommended Citation Harris, Kendra, "A New Generation of Workers: Preparing for Generation Z in the Workplace" (2020). Senior Theses. 335. https://scholarcommons.sc.edu/senior_theses/335 This Thesis is brought to you by the Honors College at Scholar Commons. It has been accepted for inclusion in Senior Theses by an authorized administrator of Scholar Commons. For more information, please contact [email protected]. Harris 1 Thesis Summary A new generational wave has begun to enter the workforce. The oldest members of Generation Z, those approximately at the age of 25 and below, have recently begun their careers. In the past few years, some changes have been made to work environments, like constructing gyms and daycares at workplaces, expanding the options for work at home programs, and firms hosting social events to attract top, young talent. Some of these actions were to appease Generation Y (Millennials), but some, whether the intent was known or not, will be very pleasing and beneficial to Generation Z. However, Generation Y and Z have some key differences which can create new challenges for a firm’ managers and human resource departments. For example, Generation Z desires to complete their work in the correct way to please their managers, so exceptional training would be strongly recommended for Generation Z to be confident in their work. -
Generational Training for Pools
Generational Training for Pools Inlay Insights 1 2 Generation Training Table Of Contents 1 GETTING STARTED 04 Why generational theory? 04 Learning objectives 2 UNDERSTANDING GENERATIONAL THEORY 08 Generational setup 09 Events and conditions 10 Stereotyping 3 THE GENERATIONAL DEEP DIVE 14 Traditionalists 16 Baby Boomers 19 Generation X 23 Millennials 29 Generation Z 4 INTERGENERATIONAL DYNAMICS 34 Comparing generational preferences 38 Building strong intergenerational relationships 5 PRESENTING GENERATIONS 42 Open your presentation 44 Build your case and create urgency 46 Work to overcome skepticism 49 Remember to leverage nostalgia 50 Create actionable takeaways 51 Finally, wrap up 6 RESOURCES 54 FAQs 56 Pooling specific resources 57 Additional reading material 58 Script outline for presenting generational theory at your pool 70 Presentation resources 74 Summary 75 About the facilitator and AGRiP 76 Closing comments Inlay Insights 01 02 Generation Training Getting Started Inlay Insights 03 Why Generational Theory? Generational theory can help position pools as preferred employers and the ideal risk management solution for members. By understanding generational personalities, pool leaders can: • Turn generational differences from potential obstacles into opportunities to develop the existing and incoming workforce. • Attract employee talent. • Successfully manage in a multigenerational environment. • Meet the changing expectations of pool members and new generations of public entity officials. LEARNING OBJECTIVES By engaging with this material, you will: 1. Understand the world through the eyes of generations other than your own. 2. Grow awareness and respect for workplace and membership generational issues. 3. Appreciate the benefits of generational diversity. 4. Gain tools to leverage generational benefits at your pool and among your members. -
Journal of Leadership in Organizations Vol.1, No
Journal of Leadership in Organizations Vol.1, No. 2 (2019) 96-111 JOURNAL OF LEADERSHIP IN ORGANIZATIONS Journal homepage: https://jurnal.ugm.ac.id/leadership HOW TO LEAD THE MILLENNIALS: A REVIEW OF 5 MAJOR LEADERSHIP THEORY GROUPS Bernadeta Cahya Kumala Putriastuti1*, Alessandro Stasi2 1 Faculty of Economics and Business, Universitas Gadjah Mada, Indonesia 2 Mahidol University International College, Thailand ARTICLE INFO ABSTRACT Millennials are currently taking over the global workforce. While Keywords: practitioners and scholars have recognized their different work values from previous generations, research on this topic is still Millennials; scarce. Furthermore, the current leadership theories have tended Neo-charismatic to focus mainly on the characteristics of leaders without Leadership; Leadership and adequately examining the leadership styles that work best for the information millennials. Using a literature review from the top tier leadership processing; journals, this paper aims to provide a more comprehensive Social exchange; framework to provide new directions for the development of Ethical leadership; leadership theory by understanding the millennials’ perspective E-leadership. on leadership. This study thus contributes to the current literatures by using five thematic leadership groups to develop the most Article History: optimum leadership style for leading the Millennials. The Received 2019-06-16 advantages and disadvantages of using neo-charismatics, Revised 2019-08-04 leadership and information processing, social exchange/relational Revised 2019-08-09 Revised 2019-08-13 leadership, ethical/moral leadership, and e-leadership theories in Accepted 2019-08-12 leading millennials are assessed. Results show that no single leadership theory is adequate for leading the millennials optimally. Hence, mixing the dimensions of different leadership theory groups is suggested. -
On Education
DEBATES ON EDUCATION www.debats.cat/en www.debats.cat/en Debates on Education|45 Building a School for the Digital Natives Generation Kirsti Lonka An initiative of In collaboration with Building a School for the Digital Natives Generation Debates on education | 45 DEBATES ON EDUCATION www.debats.cat/en 34 Building a School for the Digital Natives Generation How canKirsti we buildLonka student engagement and an educational community? Valerie Hannon How can we build student engagement and an educational community? Debats on education | 31 Debates on education | 45 An initiative of In collaboration with Universitat Oberta de Catalunya www.uoc.edu Transcript of Kirsti Lonka keynote speech at MACBA Auditorium. Barcelona, January 31, 2017. Debates on Education. All contents of Debates on Education may be found on line at www.debats.cat/en (guests, contents, conferences audio, video and publications). © Fundació Jaume Bofill and UOC, 2017 Provença, 324 08037 Barcelona [email protected] www.fbofill.cat This work is licensed under a Creative Commons “Attribution-ShareAlike International”. The commercial use of this work and possible derivatives is permitted. The distribution of the latter requires a license, identical to the one that regulates the original work. First Edition: May 2017 Author: Kirsti Lonka Publishing Coordinator: Valtencir Mendes Publishing Technical Coordinator: Anna Sadurní Publishing revision: Samuel Blàzquez Graphic Design: Amador Garrell ISBN: 978-84-946592-4-9 Index Introduction ..................................................................... 5 How to create new cultures for study and academic work? ............................................................... 7 How to prevent boredom and burn out and support the new generation? ........................................................ 10 What is engagement? ...................................................... 12 The digital challenge ...................................................... -
Presentation
AIM Leadership Development Conference Sheraton New Orleans Hotel April 23‐24, 2015 This event is made possible through a Merck educational grant and with support from our partners at South Central Public Health Partnership and the Louisiana Public Health Institute. Thank YOU! Diane Thielfoldt Learning Strategist and Co‐ Founder The Learning Café 2 Leading a Multigenerational Workforce AIM Leadership Development Conference Diane Thielfoldt The Learning Cafe ©2015 The Learning Café meet the 4 generation workforce Silent Boomers Gen X Millennials 1933 - 1945 1946 - 1964 1965 - 1976 1977 - 1998 Cuspers 1960 - 1968 “Each generation has a shared history, common biases, and core beliefs.” 4 ©2015 The Learning Café shifting demographics Silents are past the traditional retirement age of 65. the labor force of those 65 to 75 is growing at a rate of 80% Silents are the most likely generation to read a daily newspaper and watch the news on television. 5 ©2015 The Learning Café shifting demographics Baby Boomers were the largest generation of children born in the US. The last 4.5 million Baby Boomers turned 50. 75 million Baby Boomers are redefining consumerism during the “Golden Years.” Boomers @65 AARP 6 ©2015 The Learning Café shifting demographics 65 % of Gen X is currently employed in full-time jobs. Gen X is the emerging management class in American Companies. Gen X is firmly in position as the leader of American parenting philosophy. 7 ©2015 The Learning Café shifting demographics The Millennials are now officially the largest and most influential adult population in American history. 8 ©2015 The Learning Café shifting demographics Professionals interact 85% with at least 3 other generations at work. -
The Post-80S Generation in Beijing: Collective Memory and Generational Identity
SANDRA VALéRIE CONSTANTIN. The post-80s generation in Beijing 5 DOI: 10.2478/ijas-2013-0001 Sandra Valérie ConStantin UniVerSitY oF GeneVa The post-80s generation in Beijing: collective memory and generational identity Abstract This article questions the relevance of the notion of generation to describe the cohort who lives in Beijing and who was born in the 1980s and early 1990s, after the implementation of the reforms and opening-up policy in China. The analysis relies on 627 questionnaires collected in Beijing in 2010. The sample was stratified by age and sex, and, based on quotas; it was split into five age groups (18-26 year-olds, 33-41 year-olds, 48-56 year-olds, 63-71 year-olds and 78-86 year-olds). The respondents were questioned on their perception of turning points and socio-historical changes that occurred during their lifetime. After having analysed the data in a comparative perspective, we came to conclusion that the word generation is suitable to describe the young people from Beijing born in the 1980s and early 1990s not only because they do share autobiographical and collective historical memories, but also because these memories have by and large taken place between their adolescence and entry into adulthood (supporting the hypothesis of the existence of a reminiscence bump). Keywords: China, collective memory, generation, identity, life course, youth Theoretical framework Individual life course and History are strongly imbedded. Since the middle of the last century, sociologists have been seeking to understand the mechanics of this embedded-ness on micro-, meso-, and macro-socioeconomic levels. -
THE PROBLEM of GENERATIONS As to Be Capable of Choosing Rationally the Form of Government Most Suitable for Himself
HOW THE PROBLEM STANDS AT THE MOMENT 277 forms of historical being. But if the ultimate human relationships are changed, the existence of man as we have come to understand it must cease altogether-culture, creativeness, tradition must all disappear, or must at least appear in a totally different light. Hume actually experimented with the idea of a modification of such ultimate data. Suppose, he said, the type of succession of human generations to be completely altered to resemble that of CHAPTER VII a butterfly or caterpillar, so that the older generation disappears at one stroke and the new one is born all at once. Further, suppose man to be of such a high degree of mental development THE PROBLEM OF GENERATIONS as to be capable of choosing rationally the form of government most suitable for himself. (This, of course, was the main problem I. HOW THE PROBLEM STANDS AT THE MOMENT of Hume's time.) These conditions given, he said, it would be both possible and proper for each generation, without reference A. THE POSITIVIST FORMULATION OF THE PROBLEM to the ways of its ancestors, to choose afresh its own particular form of state. Only because mankind is as it is-generation follow• of investigation into his problem. All too often it falls to ing generation in a continuous stream, so that whenever one THEhis lotfirsttotaskdealofwiththe sociologiststray problemsis to toreviewwhichtheallgeneralthe sciencesstate person dies off, another is b-9rn to replace him-do we find it in turn have made their individual contribution without anyone necessary to preserve the continuity of our forms of government. -
Murphy, Andrew D. Title
1 Author: Murphy, Andrew D. Title: Strategic Brand Dismemberment for Successful Reincarnation: Disseminating Cohesive Brand Ideas Through Systematic Dispersal Across Media Channels with Transmedia Storytelling The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial completion of the requirements for the Graduate Degree/ Major: MFA in Design Research Advisor: Julie Peterson, Dr. Submission Term/Year: Fall 2018 Number of Pages: 103 Style Manual Used: American Psychological Association, 6th edition I have adhered to the Graduate School Research Guide and have proofread my work. I understand that this creative thesis project must be officially approved by the Graduate School. Additionally, by signing and submitting this form, I (the author(s) or copyright owner) grant the University of Wisconsin-Stout the non-exclusive right to reproduce, translate, and/or distribute this submission (including abstract) worldwide in print and electronic format and in any medium, including but not limited to audio or video. If my research includes proprietary information, an agreement has been made between myself, the company, and the University to submit a thesis that meets course-specific learning outcomes and CAN be published. There will be no exceptions to this permission. I attest that the creative thesis project is my original work (that any copyrightable materials have been used with the permission of the original authors), and as such, it is automatically protected by the laws, rules, and regulations of the U.S. Copyright Office. My project chair has approved the content and quality of this paper. STUDENT: NAME: Andrew Murphy DATE: 12/10/2018 ADVISOR: NAME: Dr. -
Talking About Whose Generation?
issue 6 | 2010 Complimentary article reprint Talking About Whose Generation? why western generational models can’t account for a global workforce By daVid hole, le zhong and jeff SChwartz > PhotograPhy By daVid ClugSton This publication contains general information only, and none of Deloitte Touche Tohmatsu, its member firms, or its and their affiliates are, by means of this publication, render- ing accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. None of Deloitte Touche Tohmatsu, its member firms, or its and their respective affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms. Copyright © 2010 Deloitte Development LLC. All rights reserved. 84 Talking About Whose Generation? Why Western generational models can’t account for a global workforce By DaviD Hole, le ZHong anD Jeff ScHwartZ > pHotograpHy By DaviD clugSton Deloitte Review deloittereview.com talking about Whose gener ation? 85 it is 8 pm in shanghai, and Kan, a marketing manager for a large global retailer has just gotten off of another call with a headhunter. -
RACIAL and GENDER IDENTITIES Sasha Shen Johfre and Aliya Saperstein
STATE OF THE UNION 7 RACIAL AND GENDER IDENTITIES Sasha Shen Johfre and Aliya Saperstein KEY FINDINGS • Millennials are more likely than previous generations to identify as multiracial. • Millennials also are more likely to adopt unconventional gender identities, such as reporting that they see themselves as equally feminine and masculine. • However, they are not outpacing previous generations in rejecting race and gender stereotypes. Their attitudes toward women’s roles and perceptions of black Americans are quite similar to those of baby boomers or Gen Xers. merican millennials have been hailed New forms of data collection also emerged as the “bridge” to a more racially diverse during this period. The oldest millennials were future and cast as pushing the boundaries on the cusp of adulthood in 1997 when the U.S. Aof gender with new forms of identity and expres- Office of Management and Budget announced sion.1 But the labeling and branding of each new that it was revising guidelines for all federal data generation often invites criticism. Are these char- collection to allow Americans to “mark one or acterizations on the mark? Are millennials indeed more” boxes when identifying their race.3 Unlike embracing a more diverse and unconventional previous cohorts, when most millennials sent off set of racial and gender identities? Are they also their college applications or applied for their first poised to challenge social norms around race and jobs, they were not forced to choose just one race gender in other ways? to describe themselves. We take on each of these questions in turn. We Millennials thus stand out from previous show that millennials do see their racial and gen- generations in two ways. -
The Deloitte Global 2021 Millennial and Gen Z Survey
A call for accountability and action T HE D ELO IT T E GLOB A L 2021 M IL LE N N IA L AND GEN Z SUR V E Y 1 Contents 01 06 11 INTRODUCTION CHAPTER 1 CHAPTER 2 Impact of the COVID-19 The effect on mental health pandemic on daily life 15 27 33 CHAPTER 3 CHAPTER 4 CONCLUSION How the past year influenced Driven to act millennials’ and Gen Zs’ world outlooks 2 Introduction Millennials and Generation Zs came of age at the same time that online platforms and social media gave them the ability and power to share their opinions, influence distant people and institutions, and question authority in new ways. These forces have shaped their worldviews, values, and behaviors. Digital natives’ ability to connect, convene, and create disruption via their keyboards and smartphones has had global impact. From #MeToo to Black Lives Matter, from convening marches on climate change to the Arab Spring, from demanding eco-friendly products to challenging stakeholder capitalism, these generations are compelling real change in society and business. The lockdowns resulting from the COVID-19 pandemic curtailed millennials’ and Gen Zs’ activities but not their drive or their desire to be heard. In fact, the 2021 Deloitte Global Millennial Survey suggests that the pandemic, extreme climate events, and a charged sociopolitical atmosphere may have reinforced people’s passions and given them oxygen. 01 Urging accountability Last year’s report1 reflected the results of two Of course, that’s a generality—no group of people is surveys—one taken just before the pandemic and a homogeneous. -
Perceptions of Millennials at the Workplace
Iulian Boldea, Dumitru-Mircea Buda, Cornel Sigmirean (Editors) MEDIATING GLOBALIZATION: Identities in Dialogue Arhipelag XXI Press, 2018 PERCEPTIONS OF MILLENNIALS AT THE WORKPLACE Fabiola Popa Lecturer, PhD, Politehnica Unversity of Bucharest Abstract: Almost for the first time in history, the work environment witnesses the existence of three generations that need to collaborate in order see a project through to the end, a context which comes with its own challenges and advantages. Millennials are the youngest employees to enter the labour market and they bring along specific characteristics that are likely to shape the workplace. The present article looks into the generation of Millennials and their relationship with the concept of “work” and it tackles questions such as: What kind of personality traits do they bring to the office? What kind of workplace do they seek? What work values do they have? What motivates them? What kind of leaders and what kind of followers do they make? How are they perceived by older managers and co-workers? Keywords: Millennials, Baby Boomers, generational cohorts I. Introduction The age difference between the employees who share the same workplace can impact on the work environment and therefore on the organizational goals quite considerably, given that each generation is bound to bring different work styles, mindsets, and values to the table. Generational theory posits that individuals who are born in a generation or belong to the same generational cohort are likely to develop similar worldviews and hold similar beliefs, given that they have lived in the same social, economic, and historical circumstances which have shaped them in a certain way.