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Wanna Do What I Want and I Wanna Get Paid – How Millennials are Changing the Workplace
Millennials are already shifting ideas of what is and isn't an acceptable or attractive company culture.
Jamie Notter: Millennials need to have meaning. When you grow up in a world of abundance, your basic needs are met. Okay, so that's just an expectation. Of course I'm going to get a salary and of course I'm going to get benefits. What I want is a job that has meaning to me, that connects to my life purpose. And you can only have that if you have a really strong culture that says here's who we are as an organization. Here's why it matters to us to be this way. Organizations that are clear on that are going to be more appealing to millennials than the organizations that simply say we do XYZ work and we have this opening position and you should work for us and that's it. The organizations we saw that are doing this are designing their organizations around their needs of the employees, not the needs of management. And they’re making their work experience customizable and they're building in continuous innovation and improvement into management, which is new. We used to sort of come up with our best practice and as soon as we had that, we did that for the next 20 years. That doesn't work anymore. We have to be more fluid. The traditional organization relies heavily on hierarchy and heavily on paying your dues. So in order to advance in the company, the standard rule is you have to come there and you have to work; you have to do work you don't like for a certain period of time so that you can graduate to a different level where you get to do work that's a little bit better and then working some more and then eventually start managing people and eventually start having authority to make decisions or do things on your own.
That organization just doesn't make sense to millennials. I mean we interviewed millennials for this book and the general theme from our response from millennials was why are you guys running it like this? Like they're literally scratching their heads saying why would you run an organization like this? Why would you not empower people who are closest to the customer, for instance, to make a decision? Why would you not share information? That's a huge one in organizations that millennials don't get it. To some extent the earlier generations are going to have to learn to give up control. That's a big theme I'm seeing in organizations that most of our management systems are based on control being a good thing and I'm finding organizations that give up on that actually get to achieve more. And so I think the smart organizations are going to get clear, looking at their millennial workforce, much of whom are going to be entry level, to say, "I know you're entry level but in this area I'm going to let you run with it. Like within these walls you can do whatever you want; you can experiment; you can be in charge." And so you just have to be clear about where those walls are so that they don't have huge impacts on the rest of the enterprise. But find places early on to do that so they have the experience of making their own decisions. I also think, in general, organizations will be presently surprised when they start letting their employees experiment because I think they'll start seeing results that they wouldn't of predicted that they would get.
As they come into their own professionally, millennials are shifting corporate culture and the way companies are organized. In this video, Jamie Notter, co-author of When Millennials Take Over digs deeply into common millennial values and how they're changing the ways top companies compete for premium talent. Unlike previous generations, millennials aren't satisfied with years of "paying their dues" in positions of low responsibility. They want autonomy, transparency, and a sense of mission. Expect to see the tides continue to shift in this direction as the emerging generation takes the reins in the coming decade.
Big Think is proud to partner with Mercer on Inside Employees' Minds, a series that examines employees' changing mindsets and the ways workplaces are responding to them.
Mercer’s new Inside Employees’ Minds™ research reveals what more than 4,000 workers in Canada and the US think about their jobs, their employers, and the changing work experience. It explores trends in employee engagement and the evolving employee-value proposition, highlighting key differences by generation, job level, and more. The research confirms that, as business needs and the workforce composition continue to evolve — with the boomer generation moving toward retirement and the preferences of the younger generations starting to dominate — employers need to rethink and reshape their value propositions to lay the foundation for future success. In this compelling video series, Mercer business leaders and other noted experts share their thoughts on the transforming work experience and what it means for both employers and employees.
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Gender and sexual minority populations are experiencing rising anxiety and depression rates during the pandemic.
- Anxiety and depression rates are spiking in the LGBTQ+ community, and especially in individuals who hadn't struggled with those issues in the past.
- Overall, depression increased by an average PHQ-9 score of 1.21 and anxiety increased by an average GAD-7 score of 3.11.
- The researchers recommended that health care providers check in with LGBTQ+ patients about stress and screen for mood and anxiety disorders—even among those with no prior history of anxiety or depression.
Study findings<p>For the study, <a href="https://link.springer.com/article/10.1007/s11606-020-05970-4" target="_blank">published in the Journal of General Internal Medicine</a><em>, </em>Flentje and her team evaluated survey responses from nearly 2,300 individuals who identified as being in the lesbian, gay, bisexual, transgender, and queer (LGBTQ+) community. Most of the participants were white, while nearly 19 percent identified as a racial or ethnic minority. Multiple genders were represented with cisgender women (27.2 percent) and men (24.6 percent) making up a majority of the participants. Sixty-three percent had been assigned female at birth. For the most part, participants identified their sexual orientations as queer (40.3 percent), gay (36.5 percent), and bisexual (30.3 percent).</p><p>The JGIM study participants were recruited from the 18,000-participant <a href="https://pridestudy.org/" target="_blank">PRIDE Study</a> (Population Research in Identity and Disparities for Equality), which is the first large-scale, long-term national study focusing on American adults who identify as LGBTQ+. It conducts annual questionnaires to understand factors related to health and disease in this population. </p><p>Participants filled out an annual questionnaire (starting in June 2019) and a COVID-19 impact survey this past spring. Flentje noted that on an individual level, some people may not have experienced a big change in anxiety or depression levels, but for others there was. Overall, depression increased by a <a href="https://patient.info/doctor/patient-health-questionnaire-phq-9" target="_blank">PHQ-9 score</a> of 1.21, putting it at 8.31 on average. Anxiety went up by a <a href="https://www.mdcalc.com/gad-7-general-anxiety-disorder-7" target="_blank">GAD-7</a> score of 3.11 to an average of 8.89. Interestingly, the average PHQ-9 scores for those who screened positive for depression at the first 2019 survey decreased by 1.08. Those who screened negative for depression saw their PHQ-9 scores increase by 2.17 on average. As for anxiety, researchers detected no GAD-7 change among the study participants who screened positive for anxiety in the first survey, but did see an overall increase of 3.93 among those who had initially been evaluated as negative for the disorder. </p>
Risks among gender and sexual minorities<span style="display:block;position:relative;padding-top:56.25%;" class="rm-shortcode" data-rm-shortcode-id="fc3fd1ae68b77bbbf58a6995638d6d65"><iframe type="lazy-iframe" data-runner-src="https://www.youtube.com/embed/EnUqDjCqg0A?rel=0" width="100%" height="auto" frameborder="0" scrolling="no" style="position:absolute;top:0;left:0;width:100%;height:100%;"></iframe></span><p>The LGBTQ+ community is a vulnerable population to mental health concerns because of their fear of stigmatization and previous discriminatory experiences.</p> <p>Previous research by the Human Rights Campaign has found "that LGBTQ Americans are more likely than the <a href="https://medicalxpress.com/tags/general+population/" target="_blank">general population</a> to live in poverty and lack access to adequate medical care, paid <a href="https://medicalxpress.com/tags/medical+leave/" target="_blank">medical leave</a>, and basic necessities during the pandemic," said researcher Tari Hanneman, director of the health and aging program at the campaign.</p> <p>"Therefore, it is not surprising to see this increase in anxiety and depression among this population," Hanneman said in the release. "This study highlights the need for <a href="https://medicalxpress.com/tags/health+care+professionals/" target="_blank">health care professionals</a> to support, affirm and provide <a href="https://medicalxpress.com/tags/critical+care/" target="_blank">critical care</a> for the LGBTQ community to manage and maintain their mental health, as well as their physical health, during this pandemic."</p>
What should health care providers do?<p>The authors of the study recommend that health care providers check in with LGBTQ+ patients about stress and screen for mood and anxiety disorders in members of that community—even among those with no prior history of anxiety or depression.</p><p>As cases of COVID-19 continue to mount, the sustained social distancing, potential isolation, economic precariousness, and personal illness, grief, and loss are bound to have increased and varied impacts on mental health. Effective treatments may include individual therapy and medications as well as more large-scale coronavirus support programs like peer-led groups and mindfulness practices. </p><p>"It will be important to find out what happens over time and to identify who is most at risk, so we can be sure to roll out public health interventions to support the mental health of our communities in the best and most effective ways," said Flentje.</p>
What we know about black holes is both fascinating and scary.
- When it comes to black holes, science simultaneously knows so much and so little, which is why they are so fascinating. Focusing on what we do know, this group of astronomers, educators, and physicists share some of the most incredible facts about the powerful and mysterious objects.
- A black hole is so massive that light (and anything else it swallows) can't escape, says Bill Nye. You can't see a black hole, theoretical physicists Michio Kaku and Christophe Galfard explain, because it is too dark. What you can see, however, is the distortion of light around it caused by its extreme gravity.
- Explaining one unsettling concept from astrophysics called spaghettification, astronomer Michelle Thaller says that "If you got close to a black hole there would be tides over your body that small that would rip you apart into basically a strand of spaghetti that would fall down the black hole."
The team caught a glimpse of a process that takes 18,000,000,000,000,000,000,000 years.
- In Italy, a team of scientists is using a highly sophisticated detector to hunt for dark matter.
- The team observed an ultra-rare particle interaction that reveals the half-life of a xenon-124 atom to be 18 sextillion years.
- The half-life of a process is how long it takes for half of the radioactive nuclei present in a sample to decay.
A new study looks at what would happen to human language on a long journey to other star systems.
- A new study proposes that language could change dramatically on long space voyages.
- Spacefaring people might lose the ability to understand the people of Earth.
- This scenario is of particular concern for potential "generation ships".