The millennial generation is unique in various ways, particularly with regard to their career aspirations and expectations. Due to their reputation as “job hoppers,” recruiting millennials is not enough. Retention of a millennial workforce is imperative for organizational success and longevity. This book explores the expectations held by millennials and the ways in which they differ from those of past generations. It covers a broad range of topics including onboarding, work/life balance, stress, retention after a crisis, boredom, internships, and how employers can best leverage mobile platforms for increased engagement.

This study focuses on the generational changes in regards to desired workplace attributes to discover the impacts on recruitment and retention of the generational group referred to as Millennials. Topics covered in this study include generational value shifts and associated workplace influence, changes in leadership traits, engagement of Millennials, and workplace culture. A survey taken by sixty-two participants served to identify organizational attributes that influence the decision to join or leave an organization. Survey results indicated a strong suggestion that the three most important organizational attributes in the eyes of Millennials when deciding to join an organization are job compensation, work culture, and job tasks. The least important organization characteristics is ability and frequency to participate in training activities when joining an organization. When deciding to leave an organization, the two most influential organizational attributes appear to be work culture and job compensation.

What do millennials want?' is a big question facing organization these days. HR managers are looking for recruitment strategies that can help achieve the optimal personorganization fit. Several organizations have already started implementing innovative practices to attract and retain millennials. They are unique in their characteristics and consumption pattern. Millennials are known to have forced several organization to adapt the workplace and work environment. Their varied ways of life are also reflected in their work settings. Millennials enter the workforce with unique needs, characteristics, expectations and personalities. These differences pave the way for new challenges that contemporary organizations encounter on a regular basis. This book demystifies the problems faced by HR managers and recruiters when hiring and working with millennials. It offers descriptive and prescriptive insights on leveraging the millennial talent.

In Motivating Millennials, we will show how Millennials can be your greatest asset and we do this by focusing on three major areas: recognizing, recruiting, and retaining top talent.

Generations Z in Europe brings together differing geographic perspectives from a range of researchers to present a fascinating picture of the contemporary reality for 'Gen-Z' workers from nine European countries. The findings will help readers understand the diversity of issues and commonalities for this new part of the global workforce.

"This is a great book and a must-read for anyone who wants tounderstand the young people who are now or will soon join the workforce. It'sone of the most useful value-added books about the Millennial generation." —Warren Bennis, Distinguished Professor of Management, University of Southern California,and author of On Becoming a Leader "Are you confused trying to understand the younger generation? Keeping the Millennials explores this fascinating generation raised withtechnology and the challenges they bring to the workplace. Read this great book andlearn how to attract, hire, and retain this dynamic new generation!" —Marshall Goldsmith, New York Times and Wall Street Journal #1 bestselling author of What Got You Here Won't Get You There and Succession: Are You Ready? "Keeping the Millennials is a lively and insightful book that'sessential reading for every leader who aspires to enlist the hearts, minds, andspirits of a highly talented new generation that demands cool workplaces but is reluctant to make long-term commitments. Weaving together compelling cases and relevant research with illustrative examples and practical tips, Joanne Sujansky and Jan Ferri-Reed havewritten a balanced and indispensable guide to recruiting, retaining, and developing the workforce that will drive the future of our organizations and our economies." —Jim Kouzes, bestselling coauthor of The Leadership Challenge "I love this book!!! It's fresh as a breaking news flash and as fun to read as yourfavorite blog! Definitely rates an A+ as timely, targeted, and terrific. All managers will clearly see themselves and their employees in crisp new perspectives...and can easily latch on to precise tools to make their organization more competitive in a turbulent reality." —Morris Massey, PhD, creator of the What You Are Is... video training series, EnterpriseMedia.com "Corporations are always concerned about return on investment. Drs. Sujansky and Ferri-Reed have made a clear case about the bottom-line value of keeping Millennials—and creating productive workplace cultures for all generations. This is amust-read for anyone concerned about the retention of these key employees." —Jack Phillips, PhD,Chairman, ROI Institute

"The role of meaning in the recruitment and retention of the Millennium generation in the workplace was analyzed through a mixed-methods study. Participants were asked to respond to a number of quantitative questions as well as a few qualitative questions in an effort to attain a comprehensive understanding of the importance of meaning in the recruitment and retention of Millennials. The focus of the research was to understand the significance of meaning on recruitment and retention of Millennials and then to identify how Millennials define meaningful work and specific ways in which organizations can increase meaning for their MIllennial employees. The research substantiated the hypothesis that meaningful work is an important factor in the recruitment of Millennials and also that Millennials will likely leave employment if they do not feel their work is meaningful. The findings identified that Millennials define meaningful work predominantly in two ways: their employer being open to implementing employee suggestions and the work the organization does has a global or community impact. The qualitative responses to the survey provide insight for organizational leaders regarding ways that Millennials find their work to be meaningful and how job satisfaction and tenure can be increased through providing meaning in the workplace."--leaf 4.