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It’s Not All Generational:

Are today’s graduates entering the workforce as self-directed adults?

CTC Consultants

Terese Corey Blanck, M.Ed.

&

Judith Anderson, M.A. © Copyright 2009, CTC Consultants. All rights reserved. Contact CTC Consultants to inquire about the use of this presentation.

OUR PURPOSE

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CTC Consultants helps organizations

understand the changing dynamics of entry-

level employees, and implement strategies to

impact productivity, retention and purposefully

accelerate their development for the future.

CORE EXPERTISE

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18-28 year old employeesEntry-level talent management

Young adult development

Emerging adulthood

Millennial generation

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Diagnosing the Millennial Generation…

What is the true challenge?

THE CHALLENGE

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Entry-level talent is not equipped to meet the

daily rigors of professional entry-level work.

There are far-reaching consequences

compromising the future health of all

organizations if the right investment

is not made up front.

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Demographic Gap(Impending labor shortage)

+

Millennial Filter(12 deal breakers)

+

Emerging Adulthood(A new life stage)

DEMOGRAPHIC GAP

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Baby Boomer exodus(80 million)

Gen X depth (45 million)

Millennial capacity(75 million)

Workforce shortage

Knowledge lost

Leadership vacuum

Supervision challenge

Global marketplace

CONSEQUENCES

Impending labor shortage

MILLENNIAL FILTER

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12 deal breakers Recognition of individual contribution

Team orientation

Positive work culture

Flexible work environment

Competitive compensation

Innovative technology

Meaningful and challenging work

Positive rapport with manager

Professional skill development

Clear career path

Structure (scaffolding)

Immediate access

EMERGING ADULTHOOD

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Distinct new life stage: identity and cognitive development

Result of societal changes

Extended period of exploration and instability in the late teens and twenties

Changes are not generational (X,Y,Z..)

(Arnett, 2004)

A new life stage

EMERGING ADULTS

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What’s changed? The age of exploration? Extension of higher education

Gender role shift

Rise in the age of marriage and parenting

Change in how young people view: “becoming an adult” – “yes, but not yet”

Adult responsibilities are delayed (Arnett, 2004)

IDENTITY DEVELOPMENT

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Self-awareness is limited and not tested

Developing sense of self-efficacy

Autonomy is derived externally not from inside

Self-management skills

“Who am I?”

COGNITIVE DEVELOPMENT

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Thinking patterns refining

Moving to new levels of abstract analysis

Gaining sophistication in complex problem solving

Expanding Right/Wrong framework: Dualistic into Multiplistic

(MIT Young Adult Development Project )

“How do I think?”

PHYSIOLOGICAL CHANGES

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The human brain is still developing

Connection among regions

Myelination: nerve fibers insulation =

Synaptic pruning: nerve pruning =

Experience required to promote physical development (MIT Young Adult Development Project )

The brain is different

greaterefficiency

PHYSIOLOGICAL CHANGES

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THE DISCONNECT

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Managers expect “adult” characteristics, attitudes and behavior

Definition of adulthood from a young adult perspective is different

Behavior in the workplace shaped by generational nuances and developmental deficiencies

WORKPLACE IMPACT

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Generational and developmental Interrupts manager multiple times a day for direction

Desires a promotion after six months

Texts manager and senior staff

Wants flexible work hours

Other examples???

THE SOLUTION

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Accelerating development Develop employee self-knowledge

Push discomfiture for individual development

Provide opportunity for confidential feedback to test self-awareness

Design intentional experiences for learning

Allow testing of skills

NEW APPROACH

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Out of 67 skills measured, developing others ranks last

Understand generational needs (12 Deal Breakers)

Push development intentionally (build scaffolding, walk through decisions, reflect impact, etc…)

AT&T Research

Management and organizational change

THE IMPACT

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Attraction and hiring practices

Training and development

Compensation structure

Individual development and career-pathing

Supervision and management practices

Recognition

Organizational culture

Leadership identification and development

WHERE WE COME IN

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Manager and employee training

Workshops

Keynote speaking

Comprehensive Generation and Development Analysis ™ (GDA)

CTC Accelerator ™ program

CTC Consultants offers a comprehensive assessment of

organizational practices touching entry-level talent with a focus on

identifying competency gaps and accelerating individual development.

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“Accelerating development to

close the gap between

the employees you have

and the ones you want.”

CTC Consultants, 2009

Traditional College Age Population Is Growing Now, But Soon It Will Slow, Then Decline

13.0%

0.7%

-2.3%-3.0%

6.8%

4.5%

-1.6%-2.2%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%

2000-05 2005-10 2010-15 2015-20

Per

cen

t C

han

ge

18-2

4

Mn

US

Census Bureau US Proj, Mn State Demographer Mn Proj