As Baby Boomers round the bend towards retirement, many companies are scrambling to engage the next generation of workers. Trouble is, the next generation of employees is ... well, different. Unlike their Baby Boomer bosses, Generation Xers (b. 1961-1981) and Millennials (b. 1982-2001) have a live first, work second mindset. If work isn't their top priority, how do you engage them on the job?
NGC helps companies attract and keep young talent by helping companies see themselves as the next generation sees them. Sound easy? It's not. Watch the video at right to learn about some of the factors that separate next generation companies from all the rest.
So how do we help you get there? We start by asking companies these questions:When is your cliff?
Your "cliff" is the year when the number of your retirees outpaces your hiring capacity. That cliff is imminent. In 2005, the average age of nurses in the U.S. was 49. In Europe today, one in four adults is 65 years old or older. When is your cliff?What is your people plan?
In his book Execution: The Discipline of Getting Things Done, Larry Bossidy says companies need three plans: (1) People; (2) Strategy; (3) Budgeting/Operations. What's your people plan? Will your hiring plan meet the staffing needs of your business when Boomers begin to retire en masse? Are you putting in place the people practices that make you an employer of choice for the next generation?Are you a Next Company?
In surveys with thousands of young employees, we've learned there are six factors that really turn them on at work: Trust, Management, Life-Work Balance, Connection, Development, and Rewards. The Next Company Survey asks your employees 40 questions about how well your company rates in each of these factors. We analyze your results and provide detailed "how to's" to leverage what's already working and make you an employer of choice for young talent.Bottom line?
We believe that attracting and retaining great talent is critical for your bottom line. Companies that use Next Company practices outperform their competitors by margins up to 350%.