“They" are the new generation of workers called “millennials” or “Gen Yers.” And you … well, you’re a dinosaur who entered the workforce sometime before about 2000.

The young people you’re recruiting these days are the future of your company. And you’ve no doubt noticed that many of them don’t think the same way Baby Boomers and Gen Xers do. Differences in norms, beliefs, values, and the historical influences that shaped them create communication and management challenges in your workplace. When mismanaged, these differences can result in costly turnover, decreased productivity and low morale.

The good news is that deep down Millennials want the same thing everyone else does. They want to work hard, make a difference and advance in your organization. The bad news is they have their own ideas how to do it. They communicate differently because they were weaned on email and instant messaging. They build relationships differently, thanks in large part to social networking. They learn differently and are much more comfortable than their parents interacting with computers. And of course they’re confused by dress codes and see little connection between their productivity and a standard eight-hour work day.

Bottom line: If your managers handle Millennials the same way their bosses handled them, they’ll fail. This new generation requires a new approach if you want to manage them better, make them more productive, and retain them longer than your competitors. And it really matters because the Millennial generation is expected to produce the largest number of employees in the history of America. Projections estimate some 80 to 100 million new employees will be added to the existing workforce of Gen Xers and Boomers.

In this conference our speaker will:

• Define the generations – who makes up each group and what external influences shaped their thinking.
• Explain how to recruit the Millennial professional and what to expect when they arrive.
• Discuss the three major sources of generational conflict: work ethic, work/life balance and long-term career planning.
• Reveal tactics for coaching Millennials and keeping them motivated.
• Offer advice on how to motivate your managers to embrace the challenge of managing Millennials.

Prior to joining Oxygen in 1999, Valerie was the Vice President of Operations for Barry Diller during the inception of USA Networks, Inc. While with USA, Valerie was a significant contributor to the company’s aggressive acquisitions strategy; managing the integration of newly acquired companies into the corporate umbrella.