IGNITING MILLENNIAL ENGAGEMENT Supervising Similarities, Distinctions, and Realities (English only)
The New Boom. Millennials. Echo Boomers. Call them what you will, the generation born between 1980 and 1996 are influential by virtue of their sheer numbers, but also because of their remarkable cultural and technological impacts on society. By 2015, millennials were projected to eclipse the baby boomer generation in size.1 It’s no wonder, then, that organizations and their leaders are realizing the importance of understanding how to engage millennials in the workplace. According to a recent report, millennials could become the most productive generation with the right combination of management and motivation.
Engagement is the employee’s commitment to his or her organization and the willingness to perform beyond expectations.
Over the course of two years, Dale Carnegie Training and MSW Research undertook a sequence of studies to build a deeper understanding of employee engagement, beginning with an introductory study in 2012. In May 2013, a follow-up study focused on the banking industry, while later that same year, two studies engaged a more in-depth analysis of issues and realities that affect employee engagement. The overall focus for each of these studies was the realization that engagement has profound effects on both the organization and the individual employee. On one level, employee commitment to the organization and willingness to perform beyond expectations extends far beyond the feeling of job satisfaction. Further, the key to unlocking employee engagement is ultimately the key to organizational improvement in retention levels. It also impacts the bottom line.
In 2014, a new study examined comparative trends among Dale Carnegie graduates in the United States and in Canada, to see how these graduates measured against the general population. More recently, the research turned to the question of how millennials compare to...(想看完整请填写以下的表格)
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