Remember when, as a child, you would find something that did not belong to you and to claim ownership of it you would shout out “finders keepers losers weepers”. This saying is truer than ever in the modern business world. The finders are the companies that are attracting the best people, the keepers are those that are managing to hold onto such talent, the losers and weepers are losing competent people on a regular basis.
Companies need people and talented people give almost any organisation a distinctive competitive advantage. In a recent survey of over 100 entrepreneurial business owners in South Africa, the greatest challenge in growing a business was related to people. Forget cashflows, funding, technology, global markets or anything else, more than 80% of those surveyed said that people related issues where their biggest frustration.
Common challenges included: “finding experienced staff”, “holding onto people once you have trained them”, “choosing the right partners”, “affirmative action”, and “creating team cohesion”. Jerome Lucas, managing director of People SA, a recruitment and people development consultancy, says:
“Although many of our regional social and political issues are proudly South African,there are many, including skills shortages and high staff turnover, which are a global phenomenon. Skills are more easily transferable across international boundaries and employees have an abundance of choice in an age where access to information is just a broadband connection away.”
A few years back, McKinsey released the results of a seven year study focused on the war for talent. They contrast the old and new reality for companies as shown in the table below.
Few businesses are finding this new reality easy. Globally, the employee turnover rates are approximately 25% per annum.This means that on average organisations are replacing their entire workforce every four years. It has been estimated that the cost of losing an employee is 150% of the total cost of employing that employee. Therefore if you lose a manager who has been paid R300 000 per annum, the cost of replacing that person and getting the new manager to the same level of productivity will be in the region of R450 000. These horrifying statistics have important implications for customer service, competitiveness, cost control, morale and delivery within organisations.
South African organisations have some unique challenges when it comes to attracting and retaining people. Howard Davey, managing director of OTIS SA says: “The need for effective attraction and retention strategies is not restricted to South Africa; however South Africa does have added complexities, as in addition to technical skills shortages, there is a general shortage of basic managerial and leadership competencies.
“This is the direct result of an education system that has significantly deteriorated in its ability to provide adequate developmental capabilities in the core areas of verbal reasoning and problem solving. A strategic review in 2001 indicated that the engineering industry in South Africa had experienced a massive migration of technical skills – thus affecting engineering and manufacturing firms’ ability to deliver the levels of quality the customer base had been used to in the past. For South African companies the challenge is not just skills retention – skills development is just as critical.”
If you want to be competitive in today’s business environment, you need to attract, retain and invest in people so that you can be the one chanting “finders keepers, losers weepers” not the one listening to your competitors chant it as they steal good, talented people.
Read Next: How to Structure Staff Salaries
The old reality
|People need companies|
|Machines, capital and geography are the competitive advantage|
|Better talent makes some difference|
|Employees are loyal and jobs are secure|
|People accept the standard package they are offered|
|Jobs are scarce|
The new reality
|Companies need people|
|Talented people are the competitive advantage|
|Better talent makes a huge difference|
|People are mobile and their commitment is short-term|
|People demand much more|
|Talented people are scarce|
Finding talented people is a critical business leadership process. In a previous study that we did of highly innovative global organisations we discovered that one of the most critical elements of creating an innovative organisation was recruitment. In order to be innovative, step number one is to get the right people in the door. Getting the right people in the door involves accessing talent, selecting talent,incentivising talent and orientating talent.
Where do you find good, talented people who will fit with your organisation?
- Your personal network. One of the best places to find people with the same values, work ethics and motivation as you is within your personal network of contacts. Your network will know you and your organisation and be able to recommend people that they feel fit well and are likely to succeed.
- Your employees’ network. Everyone within your organisation has a network of contacts. They know the organisation well and if briefed appropriately will be able to target people with the right skills, passion and values.
- Your employer brand. Build a brand as a good employer. Google gets over 5 000 resumés a week because it has developed a reputation as a great employer offering freedom, food, fun and many others great perks to employees. Google makes sure that many outsiders in the IT community and at universities know about the benefits of working there and it becomes a destination employer, which means that people go to it. As long as you have a process for quickly and effectively working through large numbers of resumés, this can be an effective strategy for accessing talent.
- Recruitment consultant relationship. If you are going to work with recruitment consultants, build a relationship with them. Make sure that they really get to know you, your organisation and yourneeds. If they are not paying enough attention to who you are and what youneed, look elsewhere. There are lots of recruitment consultants out there andyou will be able to find one that cares. Recruitment consultants that are justin it for the transactional fee are useless; recruitment consultants that arewilling to build a long term relationship will be able to add value.
How do you select the right people?
- Hire for passion, accountability and cultural fit – train for skill. Passion, accountability and cultural fit a real most impossible to develop. Either the person is passionate about the business or they are not; they either take accountability for their actions or they blame others; and they are either going to fit into the culture or they are not. You can always train for skills but you can seldom change a person’s values, so make sure they fit with what you need.
- Employee interviews. Make employees part of the interview process. Current employees often have a better idea of the job requirements than you do and if they are part of the hiring decision, then they are likely to make a greater effort with the new person as they will have a vested interest in validating their decision. Ricardo Semler of Semco went as far as to involve subordinates in the interview and selection of new managers.
- Presentation and simulation. One of the things that we have found to be powerful in the hiring process is to simulate actual situations that the applicant will face in the job. For instance if they are applying for a training position, make them run a training session; if they are applying for a research position, make them do a mini research assignment and feed the results back to a small group.
- References. References are critical to any selection process, but in collecting references, do the calling yourself,take a bit of time to build a relationship with the referee and ask them to be honest and forthright with you. Many referees just want to get the call out the way (we know because we have been there) but if they sense that you really care and are genuinely interested in the truth, they will give you more time and honesty.
How do you orientate people in a new job so that they can be as effective as possible in the long-term?
- Peer mentor. Provide a new employee with a peer mentor who serves the purpose of drawing close to the new person and showing them the ropes. Such a person should not in any way be responsible for the new person’s performance evaluation.
- Spend time. Adrian Gore, founder and CEOo f Discovery spends a morning with all new employees introducing them to the company and challenging them to “be great”. Ronnie Apteker, founder of InternetSolutions does the same for new IS employees, even though he is no longer part of executive management. Interaction with a high level founder or leader has a profound impact on new employees and causes them to catch the essence of the organisation faster.
- Feedback. New employees yearn to knowhow they are doing. Give them constructive feedback, positive and negative, if you want them to acclimatise faster.
How do you incentivise people to join your organisation once you have decided that they are right for the job?
- Passion and purpose. People are attracted to passion and want to work on something that is meaningful.Demonstrate your passion for what you are doing in interactions with applicants and highlight the bigger purpose of the organisation (over and above just making money) as you tell them what you do.
- Development opportunities. New economy employees place a great deal of emphasis on their development and will therefore factor training, coaching and challenging tasks that foster development into their decision about where to work.
- Appeal to a value system. Every person has a unique set of values that they look to satisfy through work activities.These values usually supercede money in a decision about where to work. If you believe that an applicant’s values link with the organisational values and your personal values, highlight this and try to demonstrate it in the selection process.
- Payment range. Although it has been proved on a number of occasions that salary is not the number one factor influencing a person’s decision to take a job, if the payment you are offering is not within an acceptable range then you won’t even be considered. Make sure you are higher than the bare minimum if you want to have a chance of engaging that person.
Read Next: How to Be an Employee Coach
Keeping talented people.
Finding talented individuals is one thing,but keeping them is a completely new challenge. Trained talent is worth so much to an organisation’s productivity, customer service and ability to seize new opportunities that talent retention cannot be seen as a random ad hoc process.
If you want to be wise in managing your business, then you need to be strategic and clever about retaining your good people. Some 70% of managers think employees leave organisations for more money but in truth 88% of employees say they leave for much more than just money.Good, talented people don’t actually leave an organisation; they leave a manager or supervisor in that organisation. Therefore, organisations that become magnets for strong talented people have good leadership at all levels of the organisation. How effective are you as a leader and is your leadership style a strength or a weakness in your talent
What do talented employees want?
In trying to understand what influences talented individuals to stay with or leave an organisation, we asked over 30skilled, educated people working for small and medium sized entities what attracts or repels them in a job. In summarising these findings we came up with a list of demands of talented employees.
If you want to hold onto your talented staff, consider whether you are providing them with what they want. If they are not getting what they want they may decide to look elsewhere.
At a recent seminar, Ricardo Semler, CEO of Semco, said: “I haven’t made a business decision in 13 years. I don’t need to!”All his employees are empowered to make these decisions and they do. Perhaps that is why in 25 years, Semco has an average employee turnover rate of 1% per annum compared to the global average of 25% per annum.
Wells vs. Fences
Dr Graeme Codrington, head of intellectual capital at TomorrowToday.biz, a strategy consultancy focused on helping companies get the most out of their talented staff, tells the story of a SouthAfrican sheep farmer who goes to Australia to visit his brother. In South Africa, a lot of his time as a Karoo sheep farmer is spent on maintaining the fences at the edges of his farm.
The Government even knows how important fences are, and provides many incentives to help farmers keep them perfectly in tact. Of course, the sheep often move to these fences and graze at the edges of the farm– sometimes even putting their heads through the fence to taste the sweet,green grass on the other side. But on his brother’s farm in Australia, the focus is not on building fences. In fact, many outback sheep stations don’t even have fences.
Their focus is on building wells at the centre of their farms. They know that the best way to keep sheep on their stations is to dig deep, clear, cool wells of water at the centre, and to draw the sheep in and keep them close. Codrington says:
“The same applies in our businesses. Too often, we spend our time building fences (contracts) to protect the edges, and don’t take the time to focus on making the centre attractive. We focus on stopping people leaving, rather than giving them a reason to stay.”
All the trends suggest that the skills shortage is not going to go away anytime soon. When it comes to talent, the concept of “finders keepers, losers weepers” will remain a reality for years to come. If you wish to be competitive in the future, you need to be strategic and deliberate about attracting and retaining the best talent. If you don’t, then you may just find yourself surrounded by “bozos”, unable to compete and getting beaten in every aspect by those who have been effective in this regard. The choice is yours.
Read Next: How to Unlock Employee Talent
What Talented Employees Want:
- An organisation with a strongly communicated and lived vision. They want to be strongly connected to an organisational purpose.
- Strong, visible leadership.
- An opportunity to gain work and life experience.
- A fun, stimulating environment.
- To be challenged intellectually and emotionally. In fact some effective employees refer to work as a spiritual experience when fully engaged.
- To feel like they are adding value to the organisation. They want to contribute to colleagues and clients daily. They don’t want to feel like a number regardless of their position in the company.
- Ongoing learning, both formal and informal.
- Strong mentoring and coaching processes.They want ongoing feedback from leaders.
- The opportunity to be connected to other people and teams. They thrive in a positive collaborative working environment.
- To be given the resources to do their jobs with excellence.
- To be fairly remunerated.
- Recognition for their work.
- The opportunity to gain a broad range of skills.
- No bureaucracy, red tape and meaningless procedural activities.
- To know that their organisation has big ambitions and that they are included.
- An end to micro management.
- To be trusted and held accountable for their actions.
- To be in an organisation that is innovative and value adding.
- Work-life balance.
- An organisation that assists them in becoming the best they can be.
|Develop and communicate a gripping vision – lived by all|
|Exercise strong leadership. Recognise generational differences and exercise leadership appropriate to the situation (situational leadership)|
|Institute meaningful mentoring and coaching structures. Follow through.|
|Provide continuous challenge and excitement|
|Empower staff to be part of the business|
|Foster an innovative culture|
|Reward output, not input.
Nurture and encourage work- life balance.
|Institute employment arrangements based on trust and common understanding.|
|Recognition for effort (monetary and non-monetary)|
|No vision, or even worse a strong vision that is only paid lip-service.|
|Still applying 20th Century control and command management principles in the 21st Century|
|More concerned with operations. No time for leaders to mentor or coach staff.|
|Routine jobs with little scope for change|
|Decisions are made by leadership and staff only get to implement without any attached meaning|
|Still driven by 9-5 desk job syndrome|
|Extensive, restrictive contracts to keep staff in place|
|Hard effort goes unnoticed. Everyone is too busy to notice. Effort taken for granted.|
Performance Measurement Is No Game. Or Is It?
Gamification has become a hot topic in recent years, but what does it actually mean for your business, and how you can use it to drive employee performance?
What Project PIG achieved:
Reduced daily inbound communications from 500 at inception to less than 200, and slashed the dropped call rate from 20% to less than 1%, beating both industry norms and our own stricter deadlines and SLAs (Service Level Agreements).
Further to this, reports give insight into what has happened in a business, but not into what is happening at that very moment. Strategy is necessarily quite fixed, but day-to-day actions require constant adjusting. Real-time measurements are more than reports. They help determine bottlenecks, inefficiencies, and administration-heavy processes, and ensure that feasible growth points are no longer dependent on guesswork.
Someone once told to me that the job of a CEO is like flying a jumbo jet. You have to be able to see the big picture — the mountains, the sky, cloud cover and the terrain below. But you also need to be able to hone in on the finer details — altitude, wind speed, changes in barometric air pressure to avoid colliding with the jagged peaks ahead.
Being the son of a businessman, I was fortunate enough to learn the importance of measuring these finer details at a young age. As early as grade one my father encouraged me to be entrepreneurial, and I started my first business at the ripe old age of six. It was a sticker business whose main customers were my fellow grade ones.
With a father trained as an accountant I wasn’t going to get away with simply stashing my profits into my piggy bank. From day one he had me draw up a ledger to record my sales, cost of sales, profits, losses and inventory. Each night before bedtime I would record the day’s proceeds, comparing them to the previous day’s sales. At the end of the week I could see how I had done relative to previous weeks.
More importantly I could see which stickers sold well and which didn’t, enabling me to adjust my inventory accordingly. Although my bookkeeping and data analysis skills were rudimentary back then, the exercise showed me the importance of measuring performance and maintaining records for future analysis. (I didn’t know it at the time but years later I would read Predictable Revenue by Aaron Ross and Marylou Tyler espousing this very philosophy.)
Rooted in IT
Fast forward, and I was once again running my own business, this time a software sales and distribution company that I’d launched even before completing my studies in engineering. I also held down a full-time computer science teaching post for the duration of my degree. Shortly after graduation I was asked by my father to assess the IT system of the family business, Fedgroup — an independently owned and run financial services company. Having just completed a number of years studying engineering and teaching computer science, where I’d been steeped in tech culture, it wasn’t long before I realised the company’s systems were woefully behind the times. I quickly set about overhauling the entire IT infrastructure and what started out as a short-term consulting gig quickly morphed into something more substantial, culminating in me being appointed head of operations in 2005.
The main task I set myself was replacing the antiquated, and largely outsourced, IT system with our own custom-built solution. Working 16-hour days with people from virtually every department, ranging from IT and operations to HR, gave me a fantastic insight into which areas of the business were performing and which areas weren’t. Years later we had achieved the Holy Grail — a bespoke, in-house IT platform that ran and monitored every aspect of the business from logging calls to managing pay-outs to members.
I was pleased by what we’d achieved but it wasn’t long before the old measurement bug started biting again. In 2015 I was appointed CEO and despite having built a comprehensive IT platform on which to run the business, I suddenly felt blind.
Fedgroup operates within a landscape that is changing at an ever-increasing rate, one where today’s assumptions may not hold tomorrow. As such, while our system had excellent functionality, it wasn’t all that good at generating management reports and giving insight into what was really happening in the business. Having gone from being effectively embedded in individual teams, where I had an on-the-ground perspective of everyday happenings, I was suddenly catapulted into a top-down oversight role where I had only a bird’s eye view of the entire organisation. In this role, I was expected to guide and formulate strategy, and yet found myself blind to the reality of what was happening on the ground.
Further to this, reports give insight into what has happened in a business, but not into what is happening at that very moment. Strategy is necessarily quite fixed, but day-to-day actions require constant adjusting. Real-time measurements are more than reports. They help determine bottlenecks, inefficiencies, and administration-heavy processes, and ensure that feasible growth points are no longer dependent on guesswork. For the business to survive and grow, I needed to get a better idea of what our individual teams were doing in the trenches each day.
A PIG to the rescue
Enter Project PIG, or more formally: Predictability, Involvement and Growth. This project culminated in us introducing real-time diagnostics and measurement tools into our IT system, to give us a better idea of whether staff members were meeting internal targets or not.
Being a company that is somewhat averse to traditional corporate culture, we wanted to avoid a cut-and-paste KPI (key performance indicator) approach. With a bit of lateral thinking we used a bespoke IT solution to integrate our measurement tools to a specially-branded vending machine, which was painted pink and ‘dressed up’ as a pig. The whole idea behind the pig is that when internal targets are met, the pig glows a healthy pink and dispenses free snacks to staff. However, when targets aren’t met the pink turns to blue and the pig shuts down.
Highly visible screens throughout the office show teams how close they are to meeting goals, thereby incentivising staff to work towards a common purpose. In addition, management has near-real-time access to deep-dive reports. Project PIG also introduced an element of internal competition between departmental teams, which resulted has in them informally challenging each other to see who can get the pig glowing pink first.
Although there’s an element of fun in this approach, it does have real, measurable outcomes. For example, we reduced daily inbound communications from 500 at inception to less than 200, and slashed the dropped call rate from 20% to less than 1%, beating both industry norms and our own stricter deadlines and SLAs (Service Level Agreements).
The advantages of these improvements cannot be underestimated. Reduced communication reduces staffing requirements and is a result of better client servicing. Happy clients result in a saving to the bottom line.
The two most important lessons from Project PIG are that precise measurements are critical to success, and that setting a common goal and enthusing staff to aim at it collectively, enables critical metrics to move in the desired direction.
Gamification has resulted in a reduction in time for completing Group Risk Benefit quotes from seven days to under four hours — something I would not have believed possible before we’d embarked on these initiatives.
(Predictability, Involvement, and Growth)
When internal targets are met, the pig glows a healthy pink and dispenses free snacks to staff. However, when targets aren’t met the pink turns to blue and the pig shuts down.
The success of Project PIG got me thinking about how else we could utilise technology to incentivise performance. Given the success of our irreverent approach to performance management I wanted to introduce even more fun, and an enjoyable way to both track and encourage performance.
I decided to invite a group of game developers to our office for a brainstorming session. The result was our very own Fedgroup game, Fedtropolis, complete with its own storyline and avatars for each company employee. Even my father has a role in the game as the Fedgroup Wizard!
The goal of the game is for teams to work together towards a common purpose, earning Fedgroup coins as they achieve milestones. These coins then contribute towards departmental or team bonus pools, which are shared at the end of the year.
Not only does this encourage teamwork but it also allows teams to self-correct without managers having to intervene. If one team member slacks off, other team members are able to encourage them to keep working towards the team’s goal. And, although all goals are work-related, achieving them is great fun, so while every job is bound to have aspects that could be viewed as ‘The Grudge’, by linking numerous elements to the game, we’ve reduced that dramatically.
This serves two important purposes — it creates a powerful dynamic within teams, promoting not only teamwork, but personal responsibility and deep pride in a job well done; and allows managers to move from ‘policing’, to innovation, being proactive, and earning deeper job satisfaction. Needless to say, not only are business results greatly improved, but our staff members are happier and feel more valued.
In time, the game complexity and rewards will grow, and we roll-out new functionality every Thursday.
We worked hand in hand with our game development team to build a game that, when finished, would allow us full management of the metrics. We gave developers an overview of what was required, then drew strongly on their expertise for suggestions on how to proceed. Although the game introduces a sense of fun, all tasks are work-related and aimed at supporting the business, such as the appearance of a phone monster if the dropped call rate increases. It is also flexible enough to allow for new elements to be introduced as new KPIs are identified.
The results of both Project PIG and Fedtropolis can already be seen in the marked improvement in several key areas of our business. Probably the biggest success has been the reduction in time for completing Group Risk Benefit quotes from seven days to under four hours — something I would not have believed possible before we’d embarked on these initiatives.
Other hard and fast results include a 51% improvement in call waiting periods, an email query resolution improvement of 26% and a reduction in quarterly staff turnover from 18,9% to 7,6%.
These results have been a contributor to our two Diamond Arrow awards at this year’s PMR.africa Awards. Since these awards cannot be entered into, but are based on feedback from industry specialists, it proves that our commitment to constantly improve the quality of our service is bearing fruit. Even if you are fully committed to constant improvement, blind spots can occur, and one should always keep an ear open to critical, objective voices to prevent losing touch with the market.
A key part of both the PIG and Fedtropolis is that they are not based on fixed KPIs or performance indicators that are decided on at the start of the year and then set in stone until an employee’s annual review. Employees are encouraged to provide feedback monthly so that we can assess what is working and what isn’t. Goals are then tweaked accordingly.
As mentioned, the financial services landscape is in constant flux. As a business, once your ethos and reason for being are cemented, you need to use this basis to move quickly when required — from board-level decisions right down to how individual staff members are being managed. Our new system allows for this — we can quickly analyse if a product, system, or process is not performing as predicted, and get it back on course. Similarly, with frequent feedback from staff, we can improve how we engage with them, manage them and incentivise them. This is a win-win for all involved.
While implementations such as these are not free, the results have more than justified the expense, with early ROI indicators exceeding our optimistic expectations — not to mention the less tangible results, such as comradery and job satisfaction. Our management team considered the following:
- The business’s longevity was not up for debate, and this would require investment
- Our staff is a remarkable group of individuals and is the bedrock of the business. We wanted to support and grow staff members as individuals
- How could our investment ensure longevity, whilst building an engaged, inspired and fulfilled staff?
While both these initiatives have reaffirmed just how important performance measurement is to business outcomes, they’ve also shown that the exercise doesn’t have to be a grim-faced, bureaucratic ordeal. It can also be a team-driven, collaborative, and fun process.
It creates a powerful dynamic within teams, promoting not only teamwork, but personal responsibility and deep pride in a job well done; and allows managers to move from ‘policing’, to innovation, being proactive, and earning deeper job satisfaction.
Ask yourself these questions within your own business
- Do you have a strong handle on which areas of the business are performing and which areas aren’t?
- Do you have real-time access to this information, rather than waiting for monthly or quarterly reports?
- Do you have the ability to measure how changes in process or methodology are impacting results?
- At scale, can your business get the most out of your staff’s strengths, and work with their weaknesses?
- At a granular level, are you aware of how your business’s direction is being influenced, and can all factors be recalibrated to move you in the right direction?
3 Companies That Do Culture Right and What You Can Learn From Them (Infographic)
Looking to improve your company culture? Google, Pixar and Patagonia have found formulas that work.
In-office meditation rooms, rock walls and nap pods are all cool, but there’s so much more to creating a winning company culture than providing gravy perks like these.
To us, company culture is more of a positive collective state of mind, a shared organisational outlook that brings out the best in your employees, reinforces your mission and rocks your common goals. It’s also the attitude, personality and heart and soul of a business. It values people over product.
If your company culture is a soul-sucking drag – or, worse, outright toxic – chances are it’s not too late to turn it around, especially if you’re in a position to catalyse change. Even if only in your corner of cubicle land.
One of the first steps you can take is to examine the top notch cultures of some of today’s most successful companies. And, when you’re feeling brave, gently nudge the powers that be at your business to explore and hopefully emulate them, too.
Take Pixar, for example. The phenomenally successful digital animation studio is built upon a culture of exceptional creativity, innovation and imagination, but its secret sauce really lies in truly, deeply caring for employees and their well being, something it didn’t always do.
In his book Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration (Random House, 2014), Pixar president Ed Catmull describes a terrifying crisis that forever altered the company’s once notoriously workaholic corporate culture.
When the company was hustling to complete Toy Story 2 on time, an overtired employee forgot his child inside of a sweltering car instead of bringing him to daycare (the infant fell unconscious but later recovered). It was a wake-up call. From that point on, Catmull dedicated himself to encouraging a company culture that puts employee health and happiness first, movie deadlines second.
For more on how Pixar – and Google and Patagonia – foster company cultures that embrace balance, fun and freedom, all while still pushing productivity, check out the infographic from HumanResourcesMBA.net below. We won’t tell if you print it and put it up in the staff nap room.
This article was originally posted here on Entrepreneur.com.
(Infographic)This Is How Millennials View Work
It’s no secret that “millennial” is a somewhat loaded term that comes with a fair amount of contradictory baggage.
For every think piece that characterises that cohort (those born starting in 1981) as progressive, optimistic and innovative, there is one that describes them as sheltered, entitled and underemployed.
With millennials on track to make up 75 percent of the global workforce by 2025, a recent study by Bentley University in Waltham, Mass., explores the millennial approach to work. The study polled more than 1,000 U.S. individuals aged 18 to 34.
While millennials are known to always be glued to their phones and devices, 51 percent surveyed prefer to talk with their co-workers face to face. (Only 19 percent said they like e-mail best and 14 percent prefer texting.) And they’re even willing to put restrictions on their social media time: 66 percent believe that employers should limit time spent on social media sites in order to get more done during the day.
They’re also more loyal than they’re given credit for. Eighty percent believe they will stay with four or fewer companies over the course of their career. Sixteen percent expect to stay with their current job for the rest of their working life.
For more about millennials’ opinions of employee loyalty and long-term goals, as well as the importance of health care and working for an ethical company, check out the infographic below and Bentley University’s study.
This article was originally posted here on Entrepreneur.com.
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