Next Gen BRG - Diversity Best Practices · • Gen Y wants to work for organizations that foster...
Transcript of Next Gen BRG - Diversity Best Practices · • Gen Y wants to work for organizations that foster...
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DiversityBestPractices
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NextGenE(B)RGBestPractices
ResearchReportCreatedby:DiversityBestPractices
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DiversityBestPractices
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NextGenERG’s• Whilediversityhastraditionallybeenframedintermsof
demographics,equalopportunityandrepresentation,itissaidthatMillennials,thelargestworkforcecohortof2025,favor“cognitivediversity.”
• ThekeyfocusesoftheNextGenerationgroupsaretalentdevelopment,retention/engagement,communicationandinnovation/customeroutreach.
• NextgenerationERGsmakethebiggestbusinessimpactbyfocusingontwoareas:consumerinsightsandmarketpenetration,bothwhichhelptoexpandthecustomerbase.
• MoreandmorenextgenerationERGsareworkingonavaluepropositionthatincludeshelpingtheircompaniesonmulticulturalmarketplaceoutreach.
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DiversityBestPractices
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BestPractices:NextGenNetwork- Merck&Co.• DeployedtheCampusAmbassadorProgram
• ThisprogramallowsNGNmemberstoformconnectionswiththeiralmamaterstorecruitinterestinganddiversecandidatesforinternandfulltimepositions
• Criticalinexpandingtheoutreachofthecompany,aswearenotlimitedtoonlythecoreschoolswhereHumanResourcestypicallyfocusrecruitingefforts.
• Createdaninternallyawardwinninginternmentoringprogramwhichreachesacrosstheglobe.• ThisprogrammatchesupexistingMerckemployeeswithinternsthroughoutthecompany
basedonlocation,expertise,andotherfactors• HelpedtoachievethisgoalbyspreadingourEBRGworldwide.NextGenNetworkisonlythree
yearsold,butcurrentlyhaschaptersinover13countries,with1700+members.
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BestPractices:Capgemini- MillennialInnovationCouncil(MIC)• MICraisedover$200KinfundingfromCapgeminiBusinessUnitandServiceLineleadersand
SharedServiceTeams(Marketing,HR,CST,andrecruitment)• Fourcharitiesreceivedtangiblesolutionsthatadvancedtheirtechnologicalassets(ex:anew
donationpool)• Strongerclientandpartnerrelationshipsthroughinvitingclientstomentor,judgeandprovide
theirtechnologyenvironmentsforparticipantstouseduringtheevent• Capgemini’sGroupInvestmentReviewBoardwereprovidedarepositoryofaltheideascoming
outofourhackathonto• TheMarketingteamreceivedtensofthousandsofcoverageviewsfromarticlescoveringthe
eventsandmillionsofimpressionsthroughsocialmediathesuccessofMIC’shackathonsgarneredtheattentionandsupportfromCapgemini’sglobalChiefLearningOfficer,HeadofTalentandHR,andChiefTechnologyOfficer
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BestPractices:TheEstéeLauderCompanies- GenNEXT• GenNEXT membersteamedwithPencilsofPromise(PoP),anon-profitorganizationthatbuilds
schoolsandincreaseseducationalopportunitiesinthedevelopingworld.• TheorganizationwasfoundedbyAdamBraun,aMillennial,hasglobalreach,andalignswith
GenNEXT Philanthropy’smission,ofhelpingthe“Next”generation– children.• ThegroupsurveyedELCMillennialstoobtainspecificinformationaboutpreferredtechnology,
technology-relatedbehaviorandkeyareasofopportunity.• Theresultingreport,“HowWeLiketoWork”,providesactionablerecommendationsto
integrateintoELC’sGlobalInformationServicesstrategy
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Accordingtothe DeloitteMillennial(GenerationY)Survey:• 70percentofMillennialsseethemselvesasworkingindependentlyatsomepoint,ratherthan
beingemployedwithinatraditionalorganizationalstructure.• GenYwantstoworkfororganizationsthatfosterinnovativethinking,developtheirskillsand
makeapositivecontributiontosociety.• Theywantworkflexibility,mobilityandnon-traditionalworkspaces.• Mission-driveninstitutionsaregoingtobeparticularlyattractivetoGenY,bothasemployees
andascustomers.
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AttractingGenerationZTalent• 2017 wasthefirstcollegegraduatingclass• Theywillbethecollegetalentforthenext 15years• Largestgenerationever– by2025, GenZwillmakeup29% ofthepopulation• GenZgrewupdifferentlythanmillennials,whichleadstosomestarkdifferencesinthewaythey
viewtheworld.TheysawwhattheGreatRecessiondidtotheirparents,havebeenbombardedbytechnologyandadssincetheywereyoung,andgrewupinanequality-mindedworldwithPresidentObama.It’swhathasshapedGenZtomakestabilitytheirtopfactorinchoosingajob,amistrustofcorporationsaspartoftheirDNA,andequalityanon-negotiable.
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Conclusion
NextGengroupswillserveacriticalpurposeinhelpingorganizationalleadersunderstandwhat’scoming:overthenext10years,MillennialswillmakeuphalftheU.S.workforce,buttheirattitudestowardstheircareerprospectsarestrikinglydifferentfrompreviousgenerations.TheseERGsarepoisedtonotonlyretaintheseprofessionals,butalsocollectdataonthechangingworkforce.
Companiescouldbenefitfromaveritableprofessionallaboratoryintheirownbackyard.