Why can't millennials find jobs?

[exploited]

That is a fairly good example of how generations talk past one another.

Prof, being a mechanical-minded guy, hears about a WoW mission and says "Pfffft, what does a video game have to do with health care, how does that apply to group skills, etc."

Meanwhile, those of us familiar with that world understand just how much of a feat organizing large scale raiding parties in WoW truly is. You are organizing strangers who speak different languages, keeping them on track, while constantly communicating with subordinates, analyzing losses and capabilities, etc. And if you are really good at it, you are making IRL cash selling your loot to lazy gamers.

This guy probably designed spreadsheets to keep all the information coherent. He's probably spent days figuring out who best to ally with. In other words, he has demonstrated a mastery of organization and people skills, just in ways that Prof and older folks stupidly view as childish and unimportant.

[Professor]

[PoS]

[Professor]

[exploited]

Probably because he can't get a f**k job.

[Darkhorse]

[Professor]

Sorry, but here's another of my anecdotes. It illustrates how I faced a choice - either conform to do things the way that my bosses (Boomer) wanted and keep my job, or do it my own way and probably get dinged and/or asked to leave.

We had a healthcare clinic that was receiving horrible patient satisfaction scores. I decided that I'd take a stab at it my own way. I downloaded months of satisfaction scores and analyzed them numerous ways. Organized them according to different metrics, scrubbed them, isolated them to hold for certain constants, etc. I found that wait times played an important part. Basically, if you wanted 0-5 minutes (either in waiting room or treatment room), you gave high scores across the board. If you waited 6-10 minutes, you gave high scores. People who waited 11-15 minutes still gave high scores, though dropping. But, if you waited more than 15 minutes, you score EVERYTHING badly. Cleanliness, helpfulness, efficacy of treatment, etc. Then, I found out that the physician at that clinic spent an average of 5 minutes with each patient. But, he demanded that patients be scheduled at 30 minute incriments. In other words, 6 people were told to arrive at 12:00, 6 more at 12:30, etc. to account for people showing up late. So, he was guaranteeing that 50% of the patients waited longer than 15 minutes. At a presentation to our CEO and the Quality Control Committee, I presented the solution that we schedule patients at 15-minute intervals. This still helped allow for people showing up late, but almost assured that anyone who arrived on time would not wait more than 15 minutes.

The committee, and my CEO in particular, said that it couldn't be that simple, and demanded that we form a team to study the problem. We met with clinical and other people every week for a few months, discussing the problem. We arrived at some solutions (to improve the "cleanliness" score we hired more housekeepers, to improve the "helpfullness of staff" score we sent them for training, etc.) and began implementing them. But, they simply didn't solve the problem. So, as part of the "team" solution, we recommended a trial period of 2 weeks where we scheduled patients at 15-minute intervals.

Sure enough, the patients who visited us in that trial period gave glowing scores. And, when we went back to 30-minutes, the scores fell again.

Turns out I was right. But, in order to succeed, I had to do it their way. Thus, my point. Figure out what is important to the people hiring, and highlight those things. You might be very right in saying that you can do just as good of a job if you do it YOUR way. But, your boss will disagree. And, since they are making the decisions, you do it their way or you get asked to leave.

[exploited]

Reasons why Millenials don't get work, over time, as presented by resident corporate drone:

1. Lazy
2. Bad resumes and interpersonal skills
3. Insolent
4. Not special

Anything else?

[exploited]

Let's look at real studies conducted by legitimate schools, rather than listen to Prof quote St. Louis Community College.

http://www.pwc.com/gx/en/hr-management- ... tudy.jhtml

Many Millennial employees are unconvinced that excessive work demands are worth the sacrifices to their personal life.

Employment at professional services organisations like PwC can come with considerable work demands. While meeting such demands can have significant rewards in an employee’s future career (e.g. rapid advancement), Millennials value work/life balance, and the majority of them are unwilling to commit to making work lives an exclusive priority, even with the promise of substantial compensation later on.

Millennial employees are not alone in wanting greater flexibility at work.

Millennials want more flexibility, e.g. the opportunity to shift hours to night, if necessary. But so do non-Millennials, in equal numbers. In fact, a significant number from all generations want a flexible work schedule so much that they would be willing to give up pay and delay promotions in order to get it.

Millennials say that a strong cohesive, team-oriented culture at work and opportunities for interesting work—including assignments around the world—are important, even more so than their non-Millennial counterparts.

Millennials place a high priority on workplace culture and desire a work environment that emphasises teamwork and a sense of community. They also value transparency (especially as it relates to decisions about their careers). They want and need the support of their supervisors, and also want the chance to explore overseas positions. Non-Millennials express similar attitudes, but not to the same degree as Millennials.

Many—but not all—stereotypes about Millennials are untrue.

Despite a reputation perhaps to the contrary, the Millennial generation have grown up not expecting their organisations to meet all of their needs, including job security. Despite a natural aptitude for electronic forms of communication, email and social media platforms are not always Millennials’ communication vehicles of choice. Also, despite a common perception that Millennials are not as committed or hard working as non-Millennials, the study effectively revealed they are as equally committed to their work

Millennial attitudes are not totally universal, although there is significant commonality between the United States/Canada and Western Europe.

For example, Millennial workers in every PwC firm around the world aspire to have greater work/life balance. However, the issue is particularly important for Millennials in the more developed economies of North America and Europe and in the East region. Additionally, we discovered in a few countries that cultural norms can ‘trump’ Millennial views that surfaced elsewhere in the world.

While the same basic drivers of retention exist for both Millennials and non-Millennials, their relative importance varies.

Millennials have a greater expectation to be supported and appreciated in return for their contributions, and to be part of a cohesive team. Flexibility in where they work and how much they work is also a key driver in Millennial satisfaction. This view differs in importance from that of the non-Millennial generation, which places greater importance on pay and development opportunities.

[Darkhorse]