4 Ways Millennials Want to Be Led

By: Daniel Darling

4 Ways Millennials Want to Be Led

By: Daniel Darling

So, I’m not a Millennial, but barely. I was born in 1978 and officially you can’t be a Millennial unless you were born in 1980 or after. Or so I’m told. So I guess I’m a really young Gen-Xer.

Regardless, I want to address leadership among Millennials. While much ink has been spilled on what this generation wants (much ink that has wrongly cast them as a monolithic group—see my friend Chris Martin’s blog to bust this and other Millennial myths), it’s helpful for leaders of all kinds of organizations to think through what effective leadership looks like today.

1)    Millennials Want to Be Led. The myth about young people is that they are resistant of authority and don’t want to listen to anyone. But in my experience, I haven’t found that to be true. Intrinsic in the human condition is a desire to go somewhere, to reach and fulfill goals and we are always yearning for people who can get us there.

Sometimes, in an attempt to be liked, leaders shrink back from taking charge. But this doesn’t win any credibility and it creates a vacuum that is often filled with chaos and mismanagement. It’s important for those who are under our care to see us step up and lead, to offer direction and guidance.

2)    Millennials Want Credible Leadership. Authenticity today, among leaders, is all the rage. It’s a buzzword. But I think credibility is a better word. Authenticity can be hijacked to mean, “Cool, emotive guy sharing way too much of his personal life,” but credible leadership is leadership that is trustworthy, transparent, and possess no hidden agendas. Given that Millennials have a higher rate of distrust of leadersthan previous generations, it’s important for today’s leaders to prove by their lives and by their work why they deserve to be followed. This should be true in every generation, but it’s especially true now.

3)    Millennials Resist Top-Down Leadership. The days of “do-as-I-say-and-don’t-ask-questions” type of authoritarian leadership is out. Newer, younger, more effective leaders lead by consensus. This doesn’t mean a shirking of duties or disrespect for the offices of leadership, but it indicates a need to involve multiple voices in decision-making and to clarify the why behind the what in organizations.

Good leaders who are confident in their own skin are unafraid to solicit advice and take criticism. They adjust and adapt on the fly and do their best to empower with encouragement and authority those whom they task with responsibility. Micro-managing and a kind of obsessive, hands-on style turns off many young leaders and usually leads to a kind of isolated, dysfunctional working environment.

4)    Millennials resist ego-driven leadership in favor of purpose-driven missions. The days of the leader who is feted like a king with his subjects hanging off their every word—these days are gone. Today, younger types respect leaders and even desire to be led, but they want to be lead into a cause bigger than themselves. They are not interested in working for an organization that only serves to make its leader more famous. In fact, the widespread use of social media and blogging platforms means that many team members have their own growing circles of influence. Good leaders help their team leverage their influence for a cause. They don’t fear the growing influence of people who work for them. They are glad to share the stage and work to empower and equip those who answer to them.

 

 

 

Labor Forecast Predicts 5.0% Increase in Demand for Temporary Workers in 2015 Second Quarter

 

                 — Industry Consulting Firm G. Palmer & Associates’

 

Quarterly Forecast assists in Previewing Near-Term Hiring Patterns —

 

Newport Beach, California, April 10, 2015  — Demand for temporary workers in the United States is expected to increase 5.0% on a seasonally adjusted basis for the 2015 second quarter, when compared with the same period in 2014, according to the Palmer Forecast™, released today.

The Palmer Forecast™ indicated an 8.5% increase in temporary help for the just-ended 2015 first quarter.  Actual results came in lower than anticipated, at a 5.3% increase, primarily due to lower than anticipated GDP growth.

“Our temporary help forecast for the 2015 second quarter continues to demonstrate growth, albeit at a much slower pace compared with previous quarters,” said Greg Palmer, founder and managing director of G. Palmer & Associates, an Orange County, California-based human capital advisory firm. “The data show that with the advent of lower unemployment rates, labor is tightening, wages in certain categories are increasing, and temp help as a percentage of new job growth is beginning to taper off.  These figures point to the likelihood of increases in pricing, margins, direct hire and conversion fees in the staffing industry.  Nevertheless, it marks the 21th consecutive quarter of year-over-year increases.”

      

Temp help employment added 11,400 new jobs in March and averaged 18,100 per month in 2014.  In 2013, the BLS reported an average of 16,900 temp jobs created per month and slightly more than203,000 in total.  Current trends point to mid-single digit temp help growth for the first half of 2015, with year-over-year growth rates beginning to decline. There were 174,000 temp jobs added in 2012 and 167,000 additional temp jobs added in 2011 over 2010, following an increase of 339,000 temp jobs in 2010 over 2009.

The Labor Department reported that a net of 126,000 seasonally adjustednon-farm jobs were added in March 2015 that was well behind consensus expectations of over 225,000 positions.  Of the jobs created, 142,000 were Service-Related, and 38,000 jobs were in Education and Health Care.  The job growth was offset by losses from the following sectors:

•               Goods-Producing Sectors lost 13,000 jobs

•               Mining and Logging (including energy) declined by 11,000

•               Government Employment lost a total of 3,000 positions, of which 2,000 jobs were in state and local government and 1,000 jobs at the Federal level

.•               Construction jobs decreased by 1,000

•               Manufacturing employment declined by 1,000

“While these trends show improvement, it must be kept in perspective that between 2008 and 2009, 8.7 million jobs were shed from the economy, and roughly 10 to 11 million people are still either under-employed, have dropped out of the labor force totally, or are still looking for work today.  These latest statistics all point to an improving labor market, but with an uneven distribution as it relates to new job growth,” Palmer said. “The persistently high unemployment rates in certain sectors, along with education levels and geographies, continue to have far-reaching effects across a broad spectrum of workers.  Those at the lower end of the job market in terms of skills and education are experiencing the greatest challenges.  Unemployment rates have trended down, but discouraged workers opting out of the ranks of seeking jobs continue to be one of the leading reasons for improvement.”

This is evidenced by near all-time lows in the labor participation rate in March 2015, at 62.7%. The commonly referred to unemployment rate, U3, remained flat 5.5% in March.  As reported by the BLS, for the same period, the rate of unemployment for workers with college degrees declined 20 basis points from February to 2.5%.  The unemployment rate for workers with less than a high school education increased to 8.6% from 8.4% in February.  The U6 unemployment rate, which tracks those who are unemployed, as well as those who are underemployed and are working part-time for economic reasons, ticked down slightly to 10.9%.  The U6 rate is considered the rate that most broadly depicts those most affected by the downturn and measures the rate of discouraged workers.

 

The next few quarters…

 

“We still expect unemployment rates, specifically U6, to remain stubbornly high for the foreseeable future,” Palmer said.  “One of the key aspects of the high rates continues to be the much talked about skills gap found in available workers, namely, the lack of required skills or education needed for today’s increasing technical and skills-based positions.  As of March 2015, more than four million jobs remained open.  The key skill areas most severely impacted are those in Health Care, Information Technology, Skilled Trades and those positions that require high degrees of math and science.

 

“One of the most revealing indictors to watch during this uneven recovery relative to Temp Help growth is the Temp Help penetration rate, which is significant because it measures Temp Help as a percentage of total employment.  In March, the penetration rate remained near an all-time high of 2.03% of the total labor market from a low of 1.34% in June 2009,” Palmer added.

                Source: Bureau of Labor Statistics

The Palmer Forecast™ is based, in part, on BLS and other key indicators. The model was initially developed by the A. Gary Anderson Center for Economic Research at Chapman University and serves as an indicator of economic activity. Companies that employ temporary staff use the forecast as a guide to navigate through fluctuating economic conditions in managing their workforce to meet business demands.

About G. Palmer & Associates

Palmer & Associates, founded in 2006, provides advisory services in the human capital sector. Founder Greg Palmer has served on the board of the American Staffing Association and was president and chief executive officer of RemedyTemp, Inc., one of the nation’s largest temporary staffing companies, prior to its sale in June 2006.  For more information, visit www.GPalmerandAssociates.com.

 

Encourage Employees to Want to Stay
No employer likes to deal with turnover, especially when losing good people. But your employees need good reasons to stick around. Here are three things you can do to earn their commitment:

  • Give them responsibility. This will show your employees you trust them. Encourage them to gain new skills. Hire from within wherever possible, and give generous promotions at appropriate times.
  • Show respect. Employees want to know they are appreciated. Make it a priority to display admiration for them on a regular basis.
  • Be generous with time off. Provide sufficient time for sick days, family vacations, new babies, etc. Expect and even demand high-quality performance, but don’t assume employees can constantly work at maximum productivity nor pressure them to do so. Allow them the chance to breathe between projects.
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