Not too long ago, I wrote a blog post on creating a value proposition specific for millennials. It’s a topic that dominates many HR conversations today. Many a HR gurus, scholars, grad student, think tanks have written about millennials and their impact on the workforce, and so it’s not too hard to find soundbites such as:
Employer branding is key to building your company’s reputation as an employer of choice and there are a growing number of companies who are seeing the value in putting resources and budget into this work. After initial activation, your employer brand should continue to evolve and be updated to accurately reflect changes within your organization. Therefore, the longer tail of any employer brand strategy is the sustainment and management of it. But you can’t manage what you don’t measure. And it is very hard to describe the impact you’re making to an organization without that measurement.
My typical work day: Arrive. Work or meetings for roughly 4 or 5 hours. Rush down to grab lunch before the cafeteria closes. Scarf down food at my desk within 10 minutes. Then back to work and meetings for another 4 or 5 hours.
Sound familiar? If so, you’re in good company.
In the HR world, it’s not new to hear the term “Millennial” and how many organizations today are rethinking their workforce practices to attract them — individuals born after 1980 and who have come of age since the year 2000.
Many people have asked why all of this intense focus on Millennials? What makes them so special over Baby Boomers and Generation X? Quite simply, this group already makes up the largest generation in the US, and by year 2020, millennials will comprise nearly 50% of the workforce.
I’ve always loved to get involved in discussions around employee happiness versus employee engagement, and whether one over the other should be a primary focus for a company. Just recently, my team was discussing this very topic and it reminded me of a post I wrote a while back, wherein I said that employee satisfaction (happiness) is a desired outcome of an engaged workforce, but should not be the sole focus of any employee engagement or employer branding strategy. I still believe this.
Over 15 years ago, I was sending out all employee e-mail blasts using Outlook. It’s now 2016 and guess what application I’m using to send out e-mail blasts? That’s right. Outlook.
Very few companies have the ability to invest in an enterprise-wide communications system that allows for targeted messaging and also analytics. In my career, I’ve only worked for one such company and it was a “home-grown” (but effective) system. And, as a result, one of the longest suffering issues any internal communications organization faces is the ability to measure the effectiveness of its e-mail campaigns.