1. Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdRobert D. RoseenCalifornia Baptist University Business 343 Human Resource ManagementProfessor P. Flaherty June 26, 2013

2. WHATAREMILLENIALS?The People Born Between 1977 and 1997Reputation for Being Attention SpongesMost Socially Conscious Generation since the 60sX Doesnt Mark the SpotThe 88 million MillennialsVastly outnumber Gen Xers,who are just 50 millionstrongMentoring Millennialsby Jeanne C. Meister and Karie WillyerdPlace a Strong Emphasis on work that is Personally Fulfilling 3. WHATAREMILLENIALS?What Motivates Gen Y and Boomer TalentMentoring Millennialsby Jeanne C. Meister and Karie WillyerdClick here if you are having trouble viewing this video 4. TYPESOFMENTORINGTYPES OF MENTORING THAT WILL HELP PREPAREMILLENNIALS FOR SUCCESSREVERSE MENTORINGGROUP MENTORINGMentoring Millennialsby Jeanne C. Meister and Karie WillyerdANONYMOUS FEEDBACKMICROFEEDBACK 5. REVERSEMENTORINGThis approach shifts the responsibility for organizing mentoringTo line employees who learn from senior executives bymentoring them.Mentoring Millennialsby Jeanne C. Meister and Karie Willyerd 6. REVERSEMENTORINGThe reverse mentoring program began with a group oftechnologically-savvy employees who were at early stages intheir professional careers sharing their knowledge of socialmedia with The Hartfords senior managers. Companyleadership began learning the value of a multigenerationalworkforce for sustaining its rank in the industry and itsstanding as an employer of choice. In addition, the group waspleased with senior managers positive response to theirsuggestions and viewed it as a welcome opportunity to get toknow and work closely with the companys leaders.Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdIN THE WORKPLACE 7. GROUPMENTORINGLed by a senior manager or peer-to-peer, the company sets up aTechnology platform that allows employees to define mentoringIn their own terms.Mentoring Millennialsby Jeanne C. Meister and Karie Willyerd 8. GROUPMENTORINGA key indicator of career success for lawyers ishaving a supportive mentoring environment.Through our group mentoring program, we aimto build networks for minority lawyers andsupport a new generation of diverse leaders inour legal community.Each of our mentoring groups is led by twoexperienced mentors working with eight to 10participants. Our groups are open to lawyersfrom all backgrounds and practice areas whohave been admitted to the bar eight years orless.Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdIN THE WORKPLACE 9. ANONYMOUSFEEDBACKThis method uses psychological testing and a background reviewTo match mentees with trained mentors outside the organization.Mentoring Millennialsby Jeanne C. Meister and Karie Willyerd 10. ANONYMOUSFEEDBACKThe goal of the Unions Abstract Mentor Programme is to providean opportunity for young and/or less experienced abstractsubmitters to ask for feedback from experienced abstractsubmitters. The programme is especially targeted at researchersfrom resource-limited settings who lack access to opportunitiesfor rigorous mentoring in research and writing.The programme is completely independent of the abstractreview and selection process and is entirely dependent onvolunteer experienced researchers acting as mentors. Mentorswill provide one-time, anonymous feedback on the writing andformat of an abstract and not on the content or sciencepresented.Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdIN THE WORKPLACE 11. MENTORINGWITHMICROFEEDBACKProviding employees with quick, concise and nearly real-timeFeedback.Mentoring Millennialsby Jeanne C. Meister and Karie Willyerd 12. MENTORINGWITHMICROFEEDBACKSusan Hutt is now the senior vice president of services andproduct development at Camilion Solutions, a Toronto-basedsoftware company. At her previous job as a senior VP ofWorkbrain, a San Josebased software company, she realized sheneeded to change the way she coached her staff. Millennialsmade up most of her workforce and, she says, wanted constantfeedback and in-formation on their career progress. Huttinstituted quarterly reviews and an on-line, on-demandassessment system that limited feedback to 140 characters. Toemployees accustomed to instant messaging, texting, andTwitter, the brief advice and suggestions for improvement feltdigestible and timely, not curt. The system also allowed them tohearquicklyfrom a broad set of people and find out whetherthey were on the right track.Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdIN THE WORKPLACE 13. WHATMILLENNIALSWANTTop 5 Characteristics:- Will help me navigate my career path- Will give me straight feedback- Will mentor and coach me- Will sponsor me for formaldevelopment programs- Is comfortable with flexible schedulesMentoring Millennialsby Jeanne C. Meister and Karie Willyerd From Their Boss 14. WHATMILLENNIALSWANTTop 5 Characteristics:- Will develop my skills for the future- Has strong values- Offers customizable options in mybenefits/ reward package- Allows me to blend work with the restOf my life- Offers a clear career pathMentoring Millennialsby Jeanne C. Meister and Karie Willyerd From Their Company 15. WHATMILLENNIALSWANTTop 5 Things Millennials want to Learn:- Technical skills in my area of expertise- Self-management and personalproductivity- Leadership- Industry or functional knowledge- Creativity and innovation stratagiesMentoring Millennialsby Jeanne C. Meister and Karie Willyerd to Learn 16. ABOUTTHEAUTHORSJeanne Meister is an internationallyrecognized leader in creating innovations inthe operation and management of anenterprise learning function. Jeannesexpertise spans the development of a bestpractice corporate university to the creationof innovative social networks for learning.Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdJeanne C. Meister 17. ABOUTTHEAUTHORSKarie is the Vice President and ChiefLearning Officer at SuccessFactors, ahuman capital software company. Prior tothat she was the cofounder and CEO ofJambok, the industrys first informal sociallearning software platform, which wasacquired by SuccessFactors in March,2011.Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdDr. Karie Willyerd 18. PERSONALEXPERIENCEI personally benefited from a mentor when I first started in Video Production.What I learned from her taught me more than just technical know how but alsohaw to succeed in the industry as well. I was able to make mistakes under herguidance without the fear of a catastrophic failure. Ive tried to use some of thetechniques I learned from my mentor in teaching the interns I know lead.Mentoring Millennialsby Jeanne C. Meister and Karie Willyerd 19. Conclusion Companies that are able to institutementoring programs stand toexperience benefits beyond thoseexperienced by the Millennials theyemploy. Many companies benefit fromincreased communication andproductivity. Furthermore, companieswho take Millennials needs in toaccount are more likely to have acompetitive advantage in attracting,developing and keeping tomorrowstalent.Mentoring Millennialsby Jeanne C. Meister and Karie Willyerd 20. REFERENCES"Abstract Mentor Programme." The Union - 40th World Conference. N.p., n.d. Web. 27 June 2013. ."Dr. Karie Willyerd - Center for Effective Organizations." Center for Effective Organizations. N.p., n.d. Web. 27 June 2013. ."Jeanne Meister - Expert in Corporate Branding, Corporate Marketing, and Social Learning Across the Enterprise." Jeanne Meister -Expert in Corporate Branding, Corporate Marketing, and Social Learning Across the Enterprise. N.p., n.d. Web. 27 June 2013.." Group Mentoring Program." Boston Bar Association. N.p., n.d. Web. 27 June 2013. ."Reverse Mentoring at the Hartford: Cross-Generational Transfer of Knowledge About Social Media - Innovative Practice Brief (CaseStudy)." Boston College. N.p., n.d. Web. 27 June 2013. ."What Motivates Gen Y and Boomer Talent ." YouTube.com. N.p., n.d. Web. 26 June 2013. .Mentoring Millennialsby Jeanne C. Meister and Karie Willyerd 21. Mentoring Millennialsby Jeanne C. Meister and Karie WillyerdRobert D. RoseenCalifornia Baptist University Business 343 Human Resource ManagementProfessor P. Flaherty June 26, 2013