rose over the past year, and CHROs from the world's largest corporations have noted that increased communication and town hall meetings have been well-received. Notably, this is one area in which corporate leaders have excelled during the COVID-19 pandemic. If you have a lot of millennials in your organization, they may want more facts, data and third-party validation to feel confident in your leadership. And some of them may feel they were duped into easy but burdensome student loans that they are still paying off more than a decade later.Īs a result, millennials in their 30s may have more of a "trust but verify" approach to corporate positivity. Millennials also received mixed messages about a fundamentally strong economy - even as the bottom was falling out. This may be because many of them entered the workforce during the 2008 financial crisis - the result, in part, of subprime mortgages bundled to look much better than they were. The millennial generation is unique in its desire for leaders who are open and transparent. Older millennials want open, transparent leaders. Younger generations are concerned with people and the planet. Older generations may associate ethical behavior with personal character. One question to consider is how different generations may see ethics differently. Notably, Gen X and Baby Boomers also rate ethics highly - in fact, it's the top attribute they want in an employer. Do your employees think the people on their team are committed to quality work? Can people collaborate together, knowing that everyone is being honest? Do workers - regardless of their rank - feel like their concerns will be heard? When team members trust one another, everything works better. And they want to know that the work they are doing has a net positive impact on human beings and the natural world.īut there's a deeper issue that cuts to the heart of every team: the productivity value of trust. They expect bold action to address moral blind spots. Employees themselves want more than the legal minimum or executive platitudes. And it's not just a compliance or public relations issue anymore. Without question, ethical scandals are toxic to organizational health and success. Combined with high-profile fraud scandals of recent years, these generations have grown up watching a parade of breaking news of unethical behavior. But an organization's stance on employee wellbeing has long been a major factor in where people want to work and how they feel about their current employer - in fact, it was a top three issue for every generational cohort before COVID-19.Ģ020 was a record-breaking year for SEC fines and fines related to corporations. If the people in your organization aren't healthy - physically and emotionally - your organization isn't healthy either. The year 2020 brought employee wellbeing into the foreground. Above all, Gen Z and millennials want an employer who cares about their wellbeing. The organization's financial stability.ġ. The organization's leadership is open and transparent.ģ. The organization is diverse and inclusive of all people.ģ. The organization cares about employees' wellbeing.ģ. The organization's leadership is ethical.Ģ. The organization cares about employees' wellbeing.ġ.
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