Hiring Millennial talent is no easy feat. The reason? Depends on who you ask. In one corner, we’ve got those who view Gen Y as a lazy, entitled, good-for-nothing generation that expects a participation ribbon for everyday tasks. And in the other, there are those who see the generation as tech-savvy, goal-oriented innovators who are bucking the status quo just about everywhere they can.
Whatever your opinion, one thing’s true: Attracting and retaining Millennials is complicated — and for myriad of reasons. For one, it takes a lot more than money to keep them happy, according to the 86 percent of Millennial survey respondents who said good benefits are just as or more important when choosing to stay at or take a job. Topping the list of those benefits considered “good”? Skill-building opportunities, according to 58 percent of respondents in the same survey.
HOW MOTUS SUPPORTS MILLENNIALS
While Millennials have overtaken the number of Gen Xers and Baby Boomers in the workforce, competitive businesses — like Boston-based Motus — have adapted their recruitment and engagement strategies accordingly. The SaaS company, which offers solutions to make work easier for mobile employees and their employers, has created a Talent Accelerator Program (TAP) for its Millennial employees — particularly recent grads and those with less than two years’ professional experience under their belt.
Motus’ TAP is a two year development program. Participating employees partake in two core “rotations” that allow them to work cross-departmentally and give them exposure to various teams at the company.
“The beauty of this program is that this is such a critical training ground for employees at Motus,” said Kristen Dooley, Chief People Officer at Motus. “You build the foundation of an employee who has an unbelievable breadth of knowledge when it comes to Motus, our market, and our industry.”
LEARNING THE ROPES
After a series of welcome events, meet and greets with the teams, department overviews, and tech trainings, TAP participants kick off year one by working with Motus’ driver care team to support the organization’s end users. Once they have their bearings, employees support cross-departmental projects. We’re not talking grunt work like data entry, either — the projects TAP participants work on drive real, meaningful value for both them and the business.
In year two, TAP employees shift to the customer care team, where they gain a better understanding of the organization and have the opportunity to take on projects requiring more responsibility. At the end of the TAP program, participants graduate and work with their desired team at Motus to carve out a permanent role.
“They [TAP participants] learn all of the nitty gritty details of the business in that role,” explained Sara Woodworth, who manages TAP. “Once up to speed, individuals can start working on projects in other departments…
"This helps new hires try different things. In year two, the project participation is more focused and they start to get a sense of where they’d like to go," she added.
Motus’ TAP program currently has 17 participants, four of whom are slated to graduate later this month. While long-term results are still being identified and measured, the company has witnessed 100 percent retention of participating employees. It’s also significantly reduced the onboarding process for new employees, from six-plus months to just a few weeks. And, unsurprisingly, Motus has found the program to be a great recruitment tool.
“We found it’s very attractive to a lot of rising or recent grads,” said Woodworth. “The program is appealing to people who aren’t sure what they want to do or have wide range of interests… because they get their hands in a lot of things.”