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Forget About Millennials; You Ain’t Seen Nothing Yet


Forget About Millennials; You Ain’t Seen Nothing Yet

Last week I was asked to speak to a group of Grade 11’s in their careers course about Entrepreneurship. I decided to do so because not only does it allow me a chance to give back to my community, but it also helps me with continuing research on understanding more about the distinctions between various generations.

I can summarize my findings for you quite simply: if you’ve been concerned with how to integrate younger generations into your existing workforce today, then you haven’t seen anything yet.

Now, I’m not here to suggest anything that is bad. Of course each generation brings with them significant value and insights. But to be clear, the freedom and lack of structure that students today are exposed to is in stark contrast to the expectations of most organizations.

For example:

Virtually every student in this Grade 11 class had a smart phone and the phone generally never left their hand, in turn, influencing their ability and desire to pay attention.

When I discussed how to identify a career that supports their desired lifestyle, very few understood what it would actually cost to live (we did an exercise to consider the costs of living following post secondary education).

Approximately 2 out of 12 students actually had a job. They were all in the ages of 15 to 16 years of age.

Driving a car was something they were looking forward to in the coming years, not something they were already doing. No one had plans to have their own car but expecting their parents to provide one.

I could go on, however here’s my point.

The “next” generation to enter the workforce in the next 8-10 years has, once again, very different needs than the generations that exist today, namely:

  • They are more heavily reliant on technology, specifically that which is portable
  • They have a diminished ability to communicate openly in groups
  • Their ability to pay attention continues to diminish
  • Their understanding of authority (for a teacher, boss, parent, etc.) continues to evolve
  • They have increased freedom to come and go as they please and set their own agendas and priorities

How will these distinctions affect your team? More importantly how will this affect your organization and connections with your customers?

It strikes me that we haven’t yet learned from the “shock” of integrating millennials into our workforce, that being that, we need to stop worrying about what’s in front of us and instead consider what’s on the horizon.

Maybe it’s time to start thinking about Generation Z, rather than continue to focus on millennials? After all, 10 years as we know will be here in no time. Are you prepared?


© Shawn Casemore 2016. All rights reserved.

Performance-Based Behavioral Interviewing - Hiring Emotionally Intelligent People

Performance-Based Behavioral Interviewing

Conducting an effective pre-employment job interview takes a great deal of skill and preparation. You want to interview candidates to assess their technical competence and most importantly their emotional intelligence and social intelligence. A poor hire can cause your company a great deal of money and undue distress for everyone involved.

Key Points for Conducting an Effective Interview:

  • Successful work behavior requires a mixture of job and people skills.
  • The single best predictor of future behavior is candidates' past behavior.
  • Stay focused and conscious.
  • Overcome emotional reactions and remain in control.
  • Listen 80% of the time.

Preparation is key to a successful, effective interview:

1. Do a Job Analysis. Identify critical success factors or job-specific competencies.

2. Create a job description based on what work needs to be accomplished.

3. Read candidates' resume and reference letters.

4. Decide how long the interview should take, generally 30-60 minutes.

5. Write job-specific competency questions. Example: Tell me how you have used your computer skills to
    accomplish a specific business objective?

6. Write Emotional Intelligence competency questions. Example: Effective team members are able to listen deeply
    to others and appreciate what their teammate is experiencing and feeling. Can you tell me about a time when you
    experienced being able to truly understand a coworker? (Empathy).

7. Indicate problem behaviors (would cause a competent person to fail) on Job Rating Sheet. Example: Unable to
    manage conflict

8. Decide if a work sample is necessary and how the skills should be demonstrated.

9. Incorporate valid, reliable and job-related pre-employment tests.

During the interview procedure:

1. Ask specific job skills and education competency questions that you have prepared.

2. Ask interpersonal skills competency questions. Emotional Intelligence competency
    questions represent approximately 70 % of any interview, supplemented by other
    types of questions.   

3. Take notes, including any potential problem behaviors.

4. Note areas for personal and career development.

5. Call references.

6. Complete a Hiring Rating Sheet including ratings on general impression,
    interpersonal skills and job-specific competencies, work simulation observations, test
    results, references and recommendations for hire.

Hiring decision:

1. Each member of interviewing team shares analysis of candidates' work-related
    competencies and other job-related data with the hiring manager and a final decision
    is made. 

Are you making good hiring decisions selecting people that are emotionally intelligent and a good fit with your company or law firm culture?

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers.

                                                  © Copyright 2010 Dr. Maynard Brusman, Working Resources


Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
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