A

Accommodations: allowing one-time, go the extra mile to keep the top performers

Achievement credit

Advisers: assigning “peer advisers” to new Millennial hires, providing Millennials career

Analysis Worksheet

Assignments: give Millennials structure and boundaries for, helping Millennials to set priorities on their, problem of overdependence on others to complete their, providing opportunities for creative expression in, spell out your expectations when giving Millennials new, training Millennials on one task at a time through, turning in incomplete work problem

Attention: don't confuse so-called distractions with those that draw away, eliminating time wasters that interfere with, focus on new leaders and evaluate them in their new role, give the superstars the most time and, myth on Millennials' attention span

Attention span myth

Attitudes: CEO's “no-jerks” policy on behavior and, myths about Millennials' work and career, stories and examples of Millennial poor attitudes, toward authority figures by Millennials

“Attraction campaign” mistake

Authentic “in loco parentis” management

Authority: attitude of Millennials toward, the chain-of-command problem, helping Millennials to get things done by lending them your power and, how to Millennials comfortable with their newly promoted, Millennial myth and reality regarding respect for, the multiple boss problem, teaching Millennials how to interact with senior management and. See also Power

B

Baby Boomers (born 1946 and 1964): comparing idealism of Millennials' and, description and characteristics of the

Behavior: being professional when at work, CEO's “no-jerks” policy on, practicing respectful, set clear ground rules up-front about expectations for, teaching Millennials good workplace citizenship, teaching Millennials how to appropriately interact with others, teaching Millennials to self-evaluate their own. See also Self-management

Behavioral job interviews: description and purpose of the, performance questions to ask in the, skill questions to ask in the

Big gamble jobs

Big-picture priorities

Boundaries and structure strategy

Brands. See Company brands

BS detectors

C

Career: continuous Just-in-time all-the-time endeavor of learning during a, Millennial myths about attitudes toward their, providing Millennials with advisers to help with their

Career advisers

Career ladder: making advancement equally available to older colleagues and Millennials, Millennial myth and reality about climbing the, recommended strategies for creating knowledge workers moving up the

“Cash register culture,”

The chain-of-command problem

Change as constant

Checklists: helping Millennials to effectively use, taking notes in order to create, why Millennials should learn skill of making and using

Coaching-style (or coaching-style) managers

Colleagues/co-workers: benefits of assigning “peer advisers” to new Millennial hires, as Millennial customer, Millennial perspective on relationships with customers versus their, problems between Millennials and older and more experienced, teaching Millennials how to appropriately network with

Communication strategies: customer service basics, establish regular time and place for one-on-ones, to keep newly hired Millennials engaged, for providing a realistic job preview, set clear ground rules up-front, set ground rules on the intangibles, set grounds rules that matter, start talking with Millennials about retention on day one. See also Hiring messages

Companies: the brand of your, defining what a good citizen is for your, the prestige factor of your

Company brands: making sure it is built on a value proposition, when it isn't enough to attract best job candidates

Compensation: go the extra mile to keep the top performers, negotiating incremental and special rewards form of, performance-based, traditional versus short-term rewards

Competitiveness: how the self-esteem movement chipped away Millennials,' “in loco parentis” strategy of helping them keep score while building their

Constant change

Context: brainstorming tool to teach Millennials, giving Millennials the gift of, teaching Millennials sensitivity to subtle as well as extreme, understanding that Millennials suffer from fundamental lack of. See also Workplace

Context teaching strategies: to teach form relationships with senior management and decision-makers, to teach Millennials to play and work well with others, to teach Millennials to shine in presentations and meetings

Continuous improvement: focus on solutions and not problems to drive, getting past mistakes to create upward spiral of, keep track of their performance for

Counselor job candidate referrals

Creative expression: give Millennials boundaries for appropriate, providing opportunities for

Critical thinking habits

Cultural lie (“everyone gets a trophy”)

Customer service: convincing Millennials to care about, Frank's story on, teaching Millennials' to understand their role in, teaching Millennials the basics of, ten most common complaints about Millennials' delivery of, transitioning a customer mentality into providing, value proposition of

Customer service basics: make yourself available, say as little as possible, when you do talk, choose your words very carefully, never wing it, request feedback, problem-solve

Customers: asking them for feedback on individual employees, Millennials' as the workers who actually spend time with, the price of unhappy

Customization: go the extra mile to keep top performers including, as Millennial Generation need, of one-on-one meetings for every employee, sought by Millennials in the workplace

D

Deadlines: giving Millennials real power by letting them set and meet, lending Millennials your power and authority in order to meet, teaching Millennials the planning skills they need for. See also Goals

Decade of the Child

Decision/action trees

Decision-makers: basic techniques for building relationships with, fast-track program story on Millennials' inappropriate response to, self-building job opportunities for access to, teaching Millennials how to interact with senior management and, winning over the gatekeepers of

Decision-making: Analysis Worksheet to understand past experience and improve, decision/action trees for strategic, preparing Millennials' to exercise power through, providing them with teaching-style (or coaching-style) managers to help with, two rules of hiring selection for

Disloyalty/loyalty myth

Diversity: in job candidate sources, as Millennial Generation characteristic

Downsizing (1980s and early 1990s)

Downward performance spirals

E

Employee referrals: recommendations for a positive experience with, risk of, value of seeking

Employers: best hiring practices used by, helicopter parenting problem faced by, hiring messages miscommunication between Millennials and, keeping newly hired Millennials engaged and excited, planning for Millennial's first day of work, strategies for widening their job candidate pool. See also Managers; Millennial employees

“Everyone gets a trophy” cultural lie

Experience: Analysis Worksheet to understand past, creating shared meaning of good citizen through shared, learning good judgment through, teaching Millennials to look at their own and others' past

F

Failures. See Mistakes

False advertising mistake

Fast-track program story

Feedback: ask customers about individual employees, creating constant feedback loop or “full circle” with their Millennials, customer service basic of requesting, don't make the mistake of soft-pedaling honest, example of a point system that provides valuable, gold stars form of, to help Millennials keep score on their performance, for informally keeping track of performance

Financial compensation: go the extra mile to keep the top performers including, Millennial myths and realities about, negotiating special rewards in small increments, short-term rewards versus traditional

Flexible locations

Flexible schedules

Frank's customer service story

Friend referrals: recommendations for a positive experience with, risks of, value of seeking

“Fun” work myth

G

Gatekeepers

Generation X (1970s to 1977): description of the, as the first latchkey kids, free-agent and self-directed career path of the

Generation Y (born 1978 to 1989): as the great over-supervised generation, impact of technology and globalization on, introduction to the, self-perception as unique and need for customizing by. See also Millennial Generation

Generation Z born (1990 to 2000): as the great over-supervised generation, impact of technology and globalization on, introduction to the, self-perception as unique and need for customizing by. See also Millennial Generation

The gift of context. See Context

Globalization influences

Goals: committing to longer-term, setting priorities for achieving, teaching planning skills for making realistic timetables and deadlines for. See also Deadlines

Goal-setting skills

Gold stars feedback

Good judgment: exposing them to new experiences to learn, rigorous self-evaluation as key to learning, teaching Millennials to be strategic in order to exercise, teaching the habits of critical thinking for, teaching them to look at their own and others' past experiences to learn. See also Self-management

Good workplace citizenship: defining what it means to have, teaching Millennials the values of

Ground rules: on the intangibles, setting them up-front and making them clear, on these that matter

Grunt work myth

H

Helicopter parenting: as management challenge, Millennials as over-supervised by

High performers: do whatever it takes to hold onto the best, don't let good people get into downward spirals, find out what you can do to keep them, give the superstars the most time and attention, go the extra mile to keep the, providing career advisers to, providing mentors to, pushing out low performers while keeping your, taking control in order keep your, turn the reasons they might leave into reasons to stay, using high-maintenance management to get the best out of. See also Low performers; Millennial employees; Performance

Hiring messages: be willing to scare the mediocre candidates away with, defining your value proposition using language of Millennials, deliver a killer, false advertising mistake in, include both the long-term and short-term prospects in your, miscommunication between employers and Millennials in the, realistic job preview provided through your, that present a self-building job opportunity. See also Communication strategies

Hiring Millennials practices: finding job candidates, understanding today's talent wars over, what's wrong with hiring Millennials today?. See also Job candidates; Retaining Millennial employees

I

Idealism: teaching them good workplace citizenship based on their own, understanding the Millennials,'

“in loco parentis” management: description of the, four strategies for practicing

“In loco parentis” management strategies: show them you care, give them structure and boundaries, help them keep score, negotiate special rewards in very small increments

Incomplete work problem

Information overload

Information technology (IT): impact on the Millennial Generation by globalization and, imperatives of the, taking advantage of Millennials' desire for the latest

Innovation: give Millennials boundaries for appropriate, providing opportunities for

Internet influences

Internship programs: the problem with traditional, providing an accurate job preview with realistic. See also Mentoring programs

Interviews. See Job interviews

J

Job candidate pool: deliver a killer message to your, employee referrals to widen the, finding Millennials online your, making the effort to diversify your, tapping parents, teachers, and counselors for your

Job candidates: behavioral job interviews of, being selective when making decision on, crafting a compelling recruiting message for potential, diversify your sourcing for, giving them a realistic job preview, keeping them engaged and closing the deal fast with selected, scaring the mediocre ones away, strategies for widening your pool of, testing them to verify, why your brand may not be attractive to the best. See also Hiring Millennials practices

Job interviews: behavioral, helicopter parents that accompany their child to, red flags during

“Job shadow” experience

K

Keeping score: example of an effective point system for, “in loco parentis” management role in helping Millennials' engage in, informally

Knowledge work: description of, leveraged into performance and skills

Knowledge workers: managers dividing employees into those who are and are not, start out with low tech by training one task at a time, start with their first day of work to begin creating, take advantage of Millennials' desire for latest technology, taking the time to turn every employee into

L

Latchkey kids

Leaders: characteristics to look for when selecting new, how to change Millennials' self-image from workers to being, natural versus training, retention by identifying and building new, steps for training and development of

Leadership gap problem: looking for solutions to the, Millennials and their

Leadership training strategies: explain new role and authority, spell out new leadership responsibilities, formally deputize any new leader, check in daily (or every other day) with new leaders, pay close attention to new leaders and evaluate them in their new role

Learning: as continuous Just-in-time all-the-time endeavor, IT imperative on real time collaboration with experts for, Millennial myth and reality regarding their preferred sources of

Long-term employee potential myth

Low performers: focusing on solutions and not problems to improve, keeping your high performers while pushing out the, taking control in order to keep high performers and not, tracking their performance in order to help them improve. See also High performers

M

Management strategies: bring them on board fast with the right message, get them up-to-speed quickly and turn them into knowledge workers, practice “in loco parentis” management, give them the gift of context, get them to care about great customer service, teach them how to manage themselves, teach them how to be managed by you, retain the best of the Millennial Generation one day at a time, build the next generation of leaders. See also Millennial employees

Managers: bringing out the best in the Millennial Generation, challenges of managing unrealistic expectations of Millennials by, don't engage in hit-and-run criticism, don't soft-pedal honest feedback, helicopter parenting problem faced by, Millennial myths and realities that should be understood by, Mr. Gold's story on taking the time to understand expectations of a, proposal technique used by, taking a sink-or-swim approach to Millennials, taking an “in loco parentis” approach, teaching Millennials how to get what they need from their, teaching-style (or coaching-style), turning every Millennial employee into a knowledge worker, who divide employees into either knowledge workers or not, as your customer. See also Employers; Senior management

Marketable skills: behavioral job interview questions on job candidate's, goal-setting of longer-term goals as, how knowledge work is leveraged into, self-building job opportunities for building, self-management as essential, understanding customer service as important

“Me decade”(1970s)

“Meaningful roles problem,”

Meetings: four practices for how to behave in, one-on-one, teaching Millennials how to shine in

Mentoring programs: assigning “peer advisers” to new Millennial hires, career advisers form of, organizational supporters form of, retaining Millennials through, show them you care strategy during “in loco parentis” form of. See also Internship programs

Millennial employee needs: give the superstars the most time and attention, by Millennials for customization to reflect their uniqueness self-esteem, self-management as a, teach them skills to manage their schedules, teaching the planning skills they need to make deadlines, teaching them how to get what they need from managers, their need for work to be fun

Millennial employees: best practices for hiring great, building the next generation of leaders from your, disconnection from their bosses felt by, get to know your, giving them “real” power in the workplace, keeping the newly hired engaged and excited, managerial sink-or-swim approach to, myths and realities about, planning for their first day of work, problem of helicopter parenting of, seeking customization in the workplace, training practices for, turning them into long-term employees. See also Employers; High performers; Management strategies

Millennial Generation: bringing out the best in the, BS detectors of the, building the next generation of leaders from the, continual shaping and reshaping of their own uniqueness, diversity of the, embrace of constant information by the, as the great over-supervised generation by helicopter parenting, idealism of the, impact of technology and globalization on the, introduction to the, unrealistic job and career expectations of the, who they are and aren't at work. See also Generation Y (born 1978 to 1989); Generation Z (born 1990 to 2000)

Millennial myths & realities: they are disloyal and unwilling to make commitments, they won't do the grunt work, they don't know very much and have short attention spans, they want the top job on day one, they need work to be fun, they want to be left alone, they want their managers to do their work for them, they don't care about climbing the career ladder, money and traditional benefits don't matter to them, money is the only thing that matters to them, they don't respect their elders, they want to learn only from computers, it's impossible to turn them into long-term employees, they will never make good managers because they are too self-focused

Mistakes: false advertising in hiring message, helping Millennials get past, hit-and-run criticism as managerial, of soft-pedaling honest feedback

The multiple boss problem

N

Needle-in-a-haystack job

Needs. See Millennial employee needs

Networking: benefits of assigning “peer advisers” to new Millennial hires, fast-track program story on Millennials' inappropriate response to, teaching Millennials how to appropriately engage in

“No-jerks” policy

O

Older colleagues: benefits of assigning “peer advisers” to new Millennial hires from, how to help Millennials avoid problems with, mentoring Millennials using experienced and

One-on-one meetings: creating a focused routine for your, customizing for every employee, establishing regular time and place for

One-time accommodations

Online recruiting tools

Organizational supporters

Organizations. See Companies

P

Parents: helicopter parenting by, over-supervision of the Millennial Generation by, tapping them to widen job candidate pool. See also Relationships

“Peer advisers,”

Peer group jobs

Peers. See Colleagues/co-workers

Performance: creating an upward spiral of continuous, don't let good people get into downward spirals, focusing on solutions and not problems to improve Millennials', give Millennials structure and boundaries for their, help Millennials to keep score on their own, keep track of Millennials', providing opportunities for creative expression in their, setting ground rules on expectations for work and, spell out your expectations for Millennials'. See also Assignments; High performers; Work

Performance tracking: asking customers for feedback on individual employees, creating constant feedback loop or “full circle” with their Millennials, making Millennials responsible for their own

Performance-based compensation

Personal credit for achievement

Personal interactions: teaching Millennials how to deal with senior management, teaching Millennials how to shine in presentations and meetings, teaching Millennials to play and work well with others. See also Relationships

Planning skills: for making realistic timetables and deadlines, why Millennials may resist using. See also Schedules

Point systems

“Positive tolerance” concept

Power: don't try to humor Millennials by giving them false, lending Millennials your power to get things done, Millennials' seeking workplace voice and “real,” preparing them to make decisions on their own and exercise, setting and meeting deadlines as the key to giving Millennials real, teaching Millennials the proposal technique to get more. See also Authority; Responsibilities

Presentations: four practices for how to behave in, teaching Millennials how to shine in

Prestige factor

Priorities: big-picture, setting

Probationary hiring period

Problem-solving: as customer service basic, focusing on solutions and not problems for, providing them with teaching-style (or coaching-style) managers to help with, teaching Millennials to be strategic in their

Productivity self-evaluation

Professionalism: good workplace citizenship that shows, ground rules on, practicing respectful behavior and, time management component of

Proposal technique: for presenting a value proposition when making a request, teaching Millennials to use the, when to use the

Q

Quality work self-evaluation

R

Realistic job preview

Recruitment tools: friend or employee referrals, a killer message, online, tapping parents, teachers, and counselors

Relationship dynamics issues: the multiple boss problem, the chain-of-command problem, the older and more experienced colleagues problem, depending on employees in other teams or departments or vendors

Relationships: basic techniques for Millennials and decision-makers, employment as a transactional, fast-track program story on Millennials' inappropriate response to, getting to know your Millennial employees, Millennial perspective on co-workers versus customer, Millennials' lifetime experience with child-centric, problem of workplace cliques, teaching Millennials how to interact with senior management. See also Parents; Personal interactions; Transactional relationships

Respect: Millennial myth and reality regarding respect for elders, older colleagues who may feel Millennials do not treat them with, teaching Millennials how to interact with senior management with appropriate

Responsibilities: identifying your meeting role and, leadership development by spelling out new leadership, making them equally available to older colleagues and Millennials, problem of overdependence on others to complete their, select new Millennial leaders from among those who love, self-building jobs with clear areas of, spell out your expectations when giving Millennials new, teaching Millennials the proposal technique to get more, of tracking their own performance, training Millennials on one task at a time to increase. See also Power

Retaining Millennial employees: challenges of, do whatever it takes to hold onto the best and the brightest, don't let good people get into downward spirals, find out what you can do to keep them, give the superstars the most time and attention for, identifying and building new leaders as Holy Grail of, organizational supporters program for, providing career advisers for, providing mentors for, providing them with teaching-style (or coaching-style) managers, pushing out the low performers while keeping the high performers, start talking with Millennials about retention on day one, taking control in order to keep your high performers, turn the reasons they might leave into reasons they will stay. See also Hiring Millennials practices; Turnover rates

Reward systems: go the extra mile to keep the top performers, making them equally available to older colleagues and Millennials, Millennial myths and realities about financial compensation, negotiating incremental and special rewards

S

Safe harbor jobs

Schedules: harmonizing work and nonwork time to keep on, teaching Millennials to live by a, why Millennials need to learn to manage their. See also Planning skills

Schwarzkopf generation (born 1930s and 1940s)

Self-building job factors: performance-based compensation, flexible schedules, flexible location, marketable skills, access to decision-makers, personal credit for results achieved, a clear area of responsibility, the change for creative expression

Self-building jobs: description of, eight characteristics that Millennials look for in

Self-esteem: as the dominant theme in raising the Millennials, how Millennials' competitiveness is broken down during effort to build, Millennials' need for customization to reflect their uniqueness

Self-evaluation practice

Self-improvement process

Self-management: eliminating time wasters, good workplace citizenship component of, habits of critical thinking as part of, making commitment to self-evaluation as part of, Millennials' need for setting priorities as part of taking notes and using checklists for, teaching Millennials to live by a schedule, teaching Millennials to make the most of their time. See also Behavior; Good judgment

Senior management: basic techniques for building relationships with, fast-track program story on Millennials' inappropriate response to, learning to give the superstars the most time and attention, teaching Millennials appropriate interaction with, winning over the gatekeepers of. See also Managers

Setting priorities

Short attention span myth

Short-term rewards: negotiating rewards in small increments and, 60, traditional compensation versus

Show them you care strategy: description of the, don't pretend to be their parent component of, get to know them as part of the, invest the right amount of time with each Millennial component of

Sink-or-swim approach

Skills. See Marketable skills

Special rewards: negotiating them in small increments traditional compensation versus short-term

Strategic thinking

Structure and boundaries strategy

T

“Tag along” experience

Taking notes: teaching Millennials the skill of, to turn them into checklists, why Millennials should learn skill of

Tardiness problem: Millennials' tendency to have a, set clear ground rules up-front to avoid, teaching them how to live by a schedule to avoid

Teacher job candidate referrals

Teaching-style (or coaching-style) managers

Technology: impact on the Millennial Generation by globalization and, imperatives of the information, taking advantage of Millennials' desire for the latest

Testing job candidates

Time logs

Time management: eliminating time wasters for, making plans component of, setting priorities component of, taking notes and using checklists tools for, tardiness problem, teaching Millennials how to live by a schedule for, teaching Millennials how to make the most of their time

Time wasters: eliminating, how a time log can identify

Top performers. See High performers

Training strategies: to get them up-to-speed one task at a time, take advantage of their desire for information technology, for turning every employee into a knowledge worker, for turning Millennials into leaders

Transactional relationships: employment as a, teaching Millennials how to get what they need from you in, turn reasons to leave into reasons to stay by building. See also Relationships; Value proposition

Turnover rates: find out what you can do to keep them to lower, Millennials and problem of their high. See also Retaining Millennial employees

U

U.S. Marine Corps: boot camp onboarding program of the, recruiter efforts to create realistic expectations when joining the, when Marines make requests of their leaders in the

V

Value proposition: asking job candidates to write proposal on their own, of customer service, defining your hiring message using Millennials' language, of good workplace citizenship, teaching Millennials how to get what they need from you, of your company brand. See also Transactional relationships

W

Weigh station jobs

Work: creating an upward spiral of continuous improvement in their, establishing ground rules for the, Millennial myths about attitudes toward, problem of turning in incomplete, teaching Millennials how to get what they need from you at, teaching Millennials to appropriately interact with others at, tracking Millennials' performance at. See also Performance

Work ethic: complaints about Millennials' lack of, Mr. Gold's story on taking the time to learn about a manager's

Work habits: complaints about Millennials' lack of good, critical thinking, setting priorities, tardiness problem, time management

Work style: complaints about Millennials,' Mr. Gold's story on taking the time to learn about a manager's

Workplace: being professional in the, “cash register culture” of the, customization sought by Millennials in the, establishing ground rules for the, examples of unrealistic expectations by Millennials in the, giving Millennials “real” power in the, problem of cliques and distracting personal relationships in the, understanding that everyone but you is the customer in the, value of good citizenship in the, who the Millennials are and aren't at the. See also Context