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Archive for April, 2010

Resume 2.0 – Why are you telling me that?

April 30, 2010
Category: Baby Boomers|Millennials

During a recent workshop with executives of a large non-profit organization, one director confided that she is increasingly surprised, if not shocked, by some of the information being disclosed on resumes today.  On one, she said a candidate with an Ivy League education and a master’s degree included personal information that seemed completely inappropriate – the type of yoga the candidate enjoyed and the individual’s taste in music, among other things.

The director was taken aback because the candidate was applying for a position that had no connection whatsoever to the personal information. This prompted a series of questions: Why is this candidate sharing information that has nothing to do with the position? Why does this candidate think an employer would care? And most importantly, what does this say about the candidate’s common sense if personal and irrelevant information is willingly divulged?

This produced an animated exchange in this group of mostly Baby Boomer executives, who ultimately concluded: How does this information help our organization or our department accomplish our initiatives?

What the Baby Boomers managers may have had trouble seeing is that this candidate was behaving just like most Millennials. Their first instinct is to provide a complete picture of who they are, what they do and what they are interested in – both personally and professionally.

There are numerous reasons for this point of view. Having grown up in a world in which transparency is expected, Millennials/GenYers regard the disclosure of personal information a routine part of getting to know someone.   With regard to work and play, Millennials/GenYers don’t make the distinction like Baby Boomers do. They see life as a continuous experience.  As a result, Millennials/GenYers view personal information as essential to any functioning relationship. In fact, Millennials/GenYers are compelled to share intimate details to present an honest and accurate picture of themselves.

Millennials/GenYers also believe authority figures such as employers will have the same interest in them as their Baby Boomer parents. Their Boomer parents guided and mentored them to learn and then share everything they experienced, from sports to after school science clubs.  Millennials/GenYers have been working on their personal portfolios/resumes from an early age, and thus have a lot to share. They have been asked their opinions on everything from politics to managing household electronics. In the process, their self-esteem has been validated by many authority figures, including teachers, coaches and families.  Their manager falls squarely into the category of authority figures who should care about them personally.

From the Baby Boomer perspective – especially those who may not have much day-to-day exposure to Millennials/GenYers in the workplace – it feels like way too much information.  As a perspective employer, however, it is largely what the future holds. Millennials/GenYers occupy an increasingly large part of the workforce.  The more managers understand their unique perspective, the better the company can evaluate a potential employee.

Viewed in this light, the seemingly impertinent resume information has a clear rationale for being there. Or if you reframe this information and see it as an expression of a young person’s willingness to connect with a manager, the personal details look quite different. This information is actually a generous offer, and it demonstrates the candidate’s trust in you.  In the end, understanding the perspective of Millennials/GenYers might be a way to add value to your organization by finding the next star performer.

The New Workforce: Rating Your Boss Online? No Problem

April 16, 2010
Category: Millennials

The Millennials’ knack for re-ordering the world through social media is just beginning, and it will have far-reaching impact.  Unlike any other generation, Millennials are harnessing technology in inventive ways to create online communities that support their needs – and turn traditional relationships on their head.
An illustrative case in point is www.RateMyProfessors.com. Students share information about the best college professors, how campuses rank according to faculty, and even rate the skill level of their teachers.  Created in 1999, the site offers opinions about college and university professors from 6,000 schools in the United States, Canada, England, Scotland and Wales, with thousands of new ratings added each day.
RateMyProfessors.com is a perfect expression of Millennials’ instinct to create transparency by collaborating with others. This impulse, combined with Millennials’ unmatched technology sophistication, is part of their DNA. That being the case, would we be surprised, if this concept were applied to managers in the corporate world?
In fact, it already has.  www.eBossWatch.com invites employees to rate their bosses. Many of the nation’s largest employers have managers on the list.  The site provides job seekers with just-in-time data about the terrific bosses – and the ones to avoid. The rating is provided by an employee, who types in their boss’ first and last name, company name.  Right on the site’s home page is a list of individuals by name who were declared the 25 Worst Bosses of 2009 – complete with a description of their alleged transgressions.
For companies, one implication of this kind of information is that it requires a response.  What that response might be, however, is tricky.  In some entries, there were descriptions about a hostile workplace environment and harassment, and violation of employment rights, which would require a formal response.  As problematic is the potential leverage that comes with social media. What if a Millennial, which on average has more than 220 Facebook fans, were to post a critical review of a manager on his or her site?
More broadly, how does this democratization of the manager and employee relationship fundamentally change the workplace calculus? Does it make managers think twice? Make them more tentative? From a performance and retention perspective, what will be the impact? Will Millennials and others utilize this information to change companies? Could this type of data be the deciding factor in going to work for a company? It’s not inconceivable to see an articulate Millennial saying to the recruiter or hiring manager, “I really want this position you’re offering, but I won’t work for that boss because I know he’s difficult, demanding, and unfair.”  Could the emerging workplace being re-shaped by Millennials mean that a candidate tries to negotiate for whom they will work?

As we recover from the Great Recession and the talent market expands, employers are facing a new workplace dynamic. It is sure to impact you, your team and your company.  For employers, it’s also a call to action to understand Millennials and how they view the work world – and then create programs to channel all of their creative energies and talents.