Making use of Millennials’ high potential leadership

As one of the most crucial workforce segments in any economy, it makes sense to take into account the needs and views of Millennials in your team building ventures.

A recent survey focusing specifically on this cohort outlines what Millennials see as the key issues facing businesses today – and why organisations around the world must take steps to address them.

The third annual Millennial Survey, conducted by Deloitte, surveyed almost 8,000 Millennials from around the world. It classifies this segment as those born after January 1983, holding a degree qualification and currently in full-time employment.

It revealed that the Millennials of today have “big demands and high expectations” with regards to what they want from their workplace and business in general. One of their major beliefs is that while businesses are making a positive contribution to society, for instance through creating jobs, they can still be doing more to address societal concerns such as climate change and income equality.

Importantly, half of the Millennials who contributed to the survey said they wished to work for an organisation with ethical practices.

It is not surprising, then, that the majority of Millennials are keen to make a difference in wider society and many are showing a strong desire to strive for leadership positions. The survey revealed that one in four is constantly looking to demonstrate their leadership potential at work.

“Members of Generation Y are some of the most technically skilled and educated individuals to ever enter the workforce,” says Michael Sanger, Global Alliances consultant at Hogan Assessments.

“However, many young employees lack the soft skills necessary to transition into leadership. Fortunately, personality assessment provides a low-cost, high-impact platform for developing the interpersonal skills Millennials need to succeed.”

The need to consider the demands of Millennials in leadership development has never been clearer, as, according to Deloitte, this cohort will make up three quarters of the global workforce by 2025.

With this group of workers best placed to take on frontline leadership roles in the future, is your organisation doing all it can to prime them for success?