Creating a Leadership Pipeline
In recent months, I have been interviewing senior finance executives and subject matter experts, exploring university case studies and reading other existing literature about the millennial generation. I partnered with Financial Executives Research Foundation and Robert Half to publish a white paper about millennials, those born between 1980 and 2000, and what can be done to prepare them to assume finance leadership roles.
In researching Creating a Leadership Pipeline: Developing the Millennial Generation into Finance Leaders, I found statistics from early 2015 detailing engagement of the American workforce. Engaged being defined as those who are involved in, enthusiastic about and committed to their work and workplace. Gallup’s research found that Traditionalists, those born between 1922 and 1945, were the most engaged segment at 42.2%. Only 28.9% of millennial respondents suggested they were engaged. There are many explanations for the disparity across generations, which the report reviews.
The report also provides in depth information about millennial character traits, hard and soft skills desired of this generation, the 10 – 20 – 70 continual learning framework and a mentorship program that serves to deeply connect your millennial workers to your organization’s mission. The role of finance leaders in nurturing the next generation of leaders will be the development of a wide variety of methodologies and practices to engage and transfer knowledge based on this generation’s desire for individuality.
A work atmosphere that values engagement, retention, feedback, mentoring, education, and anything else that nurtures the individual employee is critical. I encourage you to visit the Research Foundation’s website and download a copy of Creating a Leadership Pipeline: Developing the Millennial Generation into Finance Leaders.
And, if you have any questions about the report, please email me at email@example.com.