Millennial Engineers: Recruiting

In Millennial Engineers: Recruiting, Retaining, and Developing Them, you'll learn ...

• How and why Millennials are legitimately different from other generations in the workforce
• Specific and important characteristics of Millennials that affect how they approach their career and their personal life
• Why your current practices may not be successful when applied to Millennials
• Useful tools and guidelines to help you recruit, retain, and develop these young professionals

Overview

Credit: 5 PDH

Length: 107 pages

I was reading reviews from buyers of my courses recently and one comment really jumped out at me: “It seems like good content, but I’d like to see more targeted at Millennials, like me.”

I stopped for a moment and thought about the forty-plus business courses I have written for engineers needing professional development hours since 2004 and thought, “Why would that guy expect me to write something tailored for him and his peers? What makes him think he’s so special? Why wouldn’t existing content be relevant to him?”

As a Baby Boomer, I’ve written to those I know best such as other Boomers and their successors, the Generation Xers born between 1965 and 1980. But now that I think about it, I haven’t specifically considered Millennials and should have.

I did a little research comparing the different generations still alive now in our culture and suddenly woke up: of course, the Millennials are different and have become the dominant players in the workforce who will shape our society for the next two or three decades to come. After all, if I’m not writing for them, what other audience will there be?

So now I am looking at who they are from the perspective of my traditional audience: the professional engineers and project managers probably 40-65 years old who have been so good to me as loyal readers.

I will identify some specific and important characteristics of the Millennials that you must consider and provide some useful tools and guidelines to help you recruit, keep, and develop these new professionals because they are not what you are used to and your practices from the past may no longer be successful when applied to them.

I have learned some interesting things about them and why they are legitimately different from the audience I have served before. And if employers want to recruit, retain, develop, and help these Millennials self-actualize as valuable long-term employees, they should take some time to understand them, too.

This course is meant to help you help them gain the wisdom and maturity your organization will need for the future after you have gone and it’s their turn to run things.