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What Young People Want From Work

Because team dynamics are so important, the findings suggest employers should bring new potential hires to meet the department they could be working with, the survey finds. Those co-workers and friends are also guiding forces in pulling each other towards caring about causes.

Catherine Clifford

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Friends and purpose. That’s what young people want from their jobs.

For the majority of millennial workers (those born after 1979), the boundaries that used to exist between home, office, passion-projects, co-workers and friends aren’t relevant anymore. And in workplaces where those formal barriers do exist, many younger employees will be turned off and discouraged.

These findings come from the fifth annual Millennial Impact Report, released by the Case Foundation in partnership with market-research agency Achieve.

Of the more than 1,500 millennials surveyed, about nine out of ten said they were contributing to a company that is making a positive impact on the world.

“The millennials have a work-life blend – blending of work, blending of life-interest, blending of value, blending of passion and interest,” says Derrick Feldmann, president and lead researcher of Achieve and the Millennial Impact Project.

When asked to describe the qualities they seek in an employer, millennials look first and foremost at what a company does, makes or sells.

Second on the list was work culture, and third was a company’s participation in supporting particular causes. What that means is that millennials look for meaning in the core function of what a company does, not in subsidiary charity chapters, says Feldmann.

Having a company’s social benefit embedded in its main mission allows a millennial employee to give of his or her talents, skills and assets on a daily basis, beyond donating money.

Millennials consider their time, talent and skills assets which they can give to a cause they believe in.

“They are looking at these service opportunities and ways to volunteer and ways to get socially involved sort of synonymous with various personal skills and professional skills,” said Emily Yu, vice president of partnerships at the Case Foundation.

To attract and retain millennials, business owners should be looking for ways to give employees aged 20 to 33 opportunities to put their skills and talents towards cause work, or those projects and initiatives that help people and communities,  the findings suggests.

For companies whose business model is directly benefiting a meaningful cause, like educating underprivileged youth, for example, then employees will feel their skills are going directly toward a meaningful cause.

If, however, a company’s business model doesn’t clearly benefit a cause, then employers will impress millennials by organising company-wide cause-work, through volunteer days or giving campaigns. If a millennial employee feels that his or her skills and talents are being fully utilised, then he or she is more likely to stay working for the same company.

“We continue to discover, over the years, that millennials view all of their assets of equal: The asset of time, the asset of skill, the asset of talent and the asset of money,” said Feldmann. Entrepreneurial business owners looking to keep young workers motivated and happy should look to give employees the opportunity to exercise and experiment with each one of those assets, says Feldmann.

As millennials desire to blur the boundaries between their personal passions and professional work, they also want to blur the lines between friends and co-workers.

Young workers are looking to feel ‘at home’ within their work groups and departments. When given the option to work on volunteer projects with either individuals in their office they don’t see on a regular basis or people in their department that they work with on a daily basis, more than six in ten survey respondents said they would rather work on a project with the colleagues in their department. And they also like group work in general: nearly eight in ten reported they prefer working in groups to working independently.

Because team dynamics are so important, the findings suggest employers should bring new potential hires to meet the department they could be working with, the survey finds.

Those co-workers and friends are also guiding forces in pulling each other towards caring about causes.

“The biggest leverage or influencer for millennials to get involved with causes was a peer, a person – a peer, an equal – within a small group, four to six people overall, that introduced them to or enabled them to participate in some sort of cause issue or cause organisation. And what we are seeing this year, in the research, there is a correlation. And there is a peer group, and it is at work, and it is your department,” said Feldmann.

(Infographic)What Young People Want from Work

Catherine Clifford is a staff writer at Entrepreneur.com. Previously, she was the small business reporter at CNNMoney and an assistant in the New York bureau for CNN. Catherine attended Columbia University where she earned a bachelor's degree. She lives in Brooklyn, N.Y. Email her at CClifford@entrepreneur.com. You can follow her on Twitter at @CatClifford.

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Keep Up The Momentum 

The year has kicked off with a whirlwind ride and already the first quarter is done and dusted. It’s important not to lose the momentum. 

Uwin Iwin

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Motivational programmes that offer staff incentives have proven highly successful. They can generate a positive, productive atmosphere.

A powerfull driver

The statistics here are unambiguous and speak for themselves: Research shows that companies with motivational programmes outperform those that don’t by 30% to 40%. This figure is not to be overlooked. Increased productivity will mean, at the very least, lowered costs in production and improved profit margins.

Related: Have Your Incentive Scheme In The Palm Of Your Hand

The role of employee motivation is a significant element in the chain of value production. There are various means to increase drive, and ‘progression’ is one of the strongest among them. It’s important to note that ‘progression’ doesn’t only imply change, but the movement towards a target. This means that progress needn’t be confined to upward development: Instead, a manager may set up goals that an employee will find rewarding either in terms of:

  • Learning,
  • Personal development, or
  • Tangible returns.

This last element is where incentives come to the fore. Incentives provide recognition and material reward to those who have earned it.

As an incentive solution company, Uwin Iwin has the necessary experience in achieving the optimum results.

Stagger the awards

It has been a long few months since the Christmas bonus and January, February and March are traditionally ‘lean’ months. It might be a good idea to have quarterly award payouts to just keep employees motivated to perform.

Increasing normal rewards

There is nothing that destroys motivation as quickly as boredom. Instead of the normal incentive programme, introduce competitions and make it fun. Increase normal incentives by 50%, for example, to motivate sales channels to perform at the highest levels possible. Keep it interesting and you will keep the employees’ interest.

A targeted approach

When it comes to deciding on targets, realistic goals need to be set. Goals must be achievable and fair, and the best way to determine them is to ask staff members to suggest their own. This means that their commitment to achieving the target is greater because they take ownership of it.

Related: Why Incentives Are A Must For Your Business

Businesses should not concentrate on rewarding top achievers in their workforce, but ensure the programme is designed to engage and improve performance across the whole team.

Reward categories could include Performance of the Month, Biggest Improvement, Best Comeback, to name a few.

Appropriate rewards

The challenge that many businesses face when planning their reward strategy is what type of reward to give. Cash is appreciated by most employees, but runs the risk of being an ‘invisible reward’ — forgotten once it hits the bank account and likely to be spent on day-to- day necessities.

Money uploaded onto a gift card that can be used anywhere is much more rewarding. Uwin Iwin has the perfect solution in the Kudosh card (www.kudosh.com) that offers exactly that — cash on a branded card accepted by any vendor that accepts MasterCard.

Rewards beyond gift cards

Out of the ordinary rewards can be a very good incentive. One option that works nicely is earning days off (increased leave) that can be used outside peak seasons. Sending out questionnaires to keep your ear to the ground when it comes to preferred rewards will give you great insight into possible solutions.

Communication is key

Communication about the incentive scheme is especially pertinent. Regular emails, SMSes and even hard copy pamphlets outlining the increased rewards serve as a constant motivation. The trick here is make the communications so powerful that they keep the momentum.

Incentives are an extremely powerful tool that business owners and managers can implement to assist with motivation and performance. It has to be done properly though, which is why investing in a professional platform is an imperative.

Ask Uwin Iwin to help you relook your incentive programme. We will come up with the perfect solution tailormade for your company. For more information, visit www.uwiniwin.co.za, phone +27 (0)11 557 5700 or email info@uwiniwin.co.za

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Increasing Productivity

5 Characteristics Of A Culture That Develops And Executes Breakthrough Ideas

Innovation happens by design. Build it in to your company, and it will show through in your results and relationships with customers.

Sonia Thompson

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Peter Drucker, the father of modern-day business management, noted that a business has only two functions: marketing and innovation.

Companies that have wholeheartedly embraced innovation – Amazon, Apple and Tesla among them – garner admiration, sales and additional marketing in the form of earned media.

And while businesses of all sizes know innovation is an important lever that will fuel their long-term success, many struggle to do it effectively. They get stuck in a rut of doing “what we’ve always done.” Others hop on the latest trends when they are forced to do so, rather than becoming pioneers in the space. No bueno.

Jeff Bezos credits a major part of Amazon’s massive success over the years to its people’s willingness to innovate. In his 2015 letter to shareholders, he explained the source of the $100 billion dollar company’s ability to innovate: “One area where I think we are especially distinctive is failure,” he wrote. “I believe we are the best place in the world to fail (we have plenty of practice!), and failure and invention are inseparable twins. To invent you have to experiment, and if you know in advance that it’s going to work, it’s not an experiment. Most large organisations embrace the idea of invention, but are not willing to suffer the string of failed experiments necessary to get there.”

If you want a business where innovation is the norm, you’ve got to create the right environment – one that’s conducive to change and diversity of experience as well as opinion. No matter your history, you can build a company that delights your customers with your products, services and experiences on a consistent basis. Here’s how.

Related: 3 Ways To Find Ideas For A New Business

1. Create a culture of experimentation

Articles, books, and other resources give the same account: Failure is a precursor to success. When you accept failure as a part of the learning process that helps you achieve your goals, you get more comfortable with this concept.

The key to making failure work for you is conducting experiments that are small enough you won’t be left shirtless if things go south. Creating a company culture that experiments on a regular basis thrives only when you’ve also developed a consistent feedback loop. This crucial communication tool ensures you’ll have the clues needed to iterate and produce something remarkable.

2. Make idea generation a habit

Innovation begins with an idea. And to exponentially increase the odds of producing a winning idea for your business, quantity trumps quality. Of course, not every idea will be a great one. But a large arsenal of thoughts from which to choose makes it easier to refine your understanding of what your customers want from you.

Whenever I write a new article, I generate 25 potential headlines. Pushing myself to generate more ideas forces me to think beyond the obvious and stretch my mind to come up with more creative options.

Work to make idea generation a habit in your business. Encourage team members to bring forth their own suggestions, and create a system to catalog what is presented.

3. Diversify your experiences

diverse-experienceWhen it comes to innovation, realise that homogeneity is a liability. Steve Jobs knew this to be true. It’s why he encouraged others to branch out to take the road less traveled. “If you’re gonna make connections which are innovative … you have to not have the same bag of experiences as everyone else does,” Jobs said in 1982, as he accepted the “Golden Plate” award from the Academy of Achievement in Washington, D.C. He was 26.

Make it a point to step outside your comfort zone. Accumulate new experiences for yourself both professionally and personally. As you look to build a rockstar team, be intentional about seeking talent that brings to the table diverse backgrounds, experiences and ways of thinking.

The observations, skills and expanded frame of reference you obtain as a result will prevent you from being satisfied with the status quo.

Related: 10 Business Ideas Ready To Launch!

4. Encourage dissent

Want to improve the quality of your ideas? Encourage others to tear them down. A capable team of people whose opinions you value will generate constructive criticism to help make your idea better. You’ll produce a much better product or offering than you ever could have done alone.

Research backs up this principle. Data from UC Berkeley demonstrates that conflict improves the ideation process. A team whose members cosign everything you say can’t help you or your company become more innovative.

Consider setting up regular team meetings to solicit input on how to take an idea from good to great. Create an environment that assures team members their opinions are valued and welcomed. Once you do, they’ll feel comfortable enough to be more vocal about using their expertise to raise the quality standard for whatever your business delivers.

5. Obsess over your customers

Your business exists to serve your customers. The more value you provide, the more they will reward you with their loyalty. When you focus your efforts on knowing your customers intimately, you’ll gain a tremendous amount of insight into how to solve their problems like none other.

Talk to your customers every chance you get. Take the opportunity to walk a mile in their shoes so you can develop a deeper empathy for their issues. Seek out pain points at every step of their customer journey and brainstorm ways to improve the experience for them.

This article was originally posted here on Entrepreneur.com.

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Increasing Productivity

Employees, Not Consultants Or Executives, Are Your Best Innovators

Hungry for the fresh ideas that come from a collaborative, team-driven approach to innovation? You’re ready for an EDIT.

Tania Fiero

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The insurance industry gets a bad rap as outdated and inefficient. But one insurance firm, CSAA Insurance Group, is bucking the stereotype with a strikingly modern approach to innovation.

This American Automobile Association-affiliated insurer caught the attention of the Harvard Business Review last August due to its all-hands-on-deck innovation strategy. As the article described, CSAA had harnessed the brainpower of its 4,000-person employee base to encourage systematic improvement at all company levels.

The results were astounding: Underwriters analysed the company’s call data to improve voice prompts and reduce misplaced calls… by 40 percent. Other employees jumped in to streamline online claims, improve the issuance of insurance cards – and more.

But CSAA’s approach wasn’t innovative just for the insurance industry. Top-down innovation has been tried over and over, and it just can’t hold a candle to the alternative: employee-driven innovation teams being used by companies like CSAA and my own human resources solutions company.  We like to call these teams EDITs.

Why an EDIT philosophy works

Industry insight and creativity aren’t exclusive to the C-suite, nor are they best purchased from industry consultants. In fact, they can be found in every employee, from the part-time package handler right on up the corporate ladder.

Related: Your Employees Are Your Greatest Asset – Manage Them Well

Sarah Miller Caldicott, author of Midnight Lunch (and great-grandniece of Thomas Edison), has been trying to tell this to the business world for years. So when I heard her speak at a conference a few years ago, I couldn’t help but try an EDIT at my own company.

All EDITs begin with a call from a leadership team sponsor who brings a business problem to the table. That person then invites volunteers to form teams of around eight employees each. Teams choose their own leaders, who then hold the rest of the team members accountable and ultimately deliver proposals to the executive team.

EDIT does more than make us a better company. Team members develop cross-departmental friendships; help boost everyone’s morale; and grow their own leadership, presentation and executive consulting skills. Rarely do non-managers have the chance to shine in leading roles the way they do with EDIT.

Another upshot of our EDIT? We began a new HR project, “Extending the Culture Beyond Our Walls,” in which we’re expanding our employee culture to our clients, contingent workers and broader community through employment branding.

The only down side? We wish we’d done this sooner.

Ready, set, EDIT

If you’re hungry for the fresh ideas that come from a collaborative, team-driven approach to innovation, you’re ready for an EDIT. Here’s how to get and keep the EDIT ball rolling:

1. Make the problem and ideal solution as concrete as possible

call-to-actionEvery EDIT begins with a problem outlined by someone from the organisation’s leadership team. Think of this like a call to action. What’s the problem or opportunity, and what type of action, process or technology will solve or capitalise on it? Be sure to also describe what resources the EDIT will have to work with, such as budgeted funds, fixed assets and subject matter experts.

The Arizona Department of Transportation, for example, was looking last year for faster ways to reopen Phoenix-area freeways after closing them for repair. ADOT workers designed a reverse stencil that protects painted surfaces from an asphalt finishing spray. For materials, they used just scrap metal and two trucks,

Now, a scrap stencil may not have been what leaders first envisioned as their “future perfect” solution, but ADOT’s employees certainly made smart use of their resources.

Related: 10 Ways To Make Your Employees 10x More Productive

2. Give diversity and inclusion space at the table

An EDIT is only as strong as its members are diverse. In other words, don’t assemble a team entirely of marketers, salespeople or denizens of any other one department. A study from Holton Consulting noted that people tend to come up with more interesting, exciting and unusual ideas when they’re not thinking about their own area of expertise.

Don’t worry if one EDIT has four people and one has 10. Team size doesn’t matter nearly as much as the diversity of backgrounds, departments and skill sets. With that said, do your best to not exclude willing participants. To this day, our company has never turned away someone who wanted to contribute to an EDIT initiative.

3. Provide structure, but avoid rigidity

Give your EDIT space to work, but don’t let it fly blind, either. Have the EDIT take its cue from agile development or the scientific method, whichever its members are more familiar with. Encourage the EDIT to hypothesise solutions, test them, iterate and then evaluate them against the “future perfect.”

When our company’s EDITs meet for the first time, they always begin with a brainstorm. From there, they test ideas in low-risk, low-resource experiments. For example, a team suggesting a casual dress policy might survey or visit other companies with such a policy: The point would be to see whether changing acceptable workplace attire affected productivity.

The goal? To get real-world feedback on potential solutions, narrowing them down until the only top performer is left standing.

In our industry, there’s no greater cliche than “Your employees are your greatest asset.” But nothing has driven that point home for us, like EDIT. The soon-to-be-released enterprise-resource planning system that our employees spearheaded is proof that these people are, indeed, our strongest innovators.

This article was originally posted here on Entrepreneur.com.

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