Millennial Onboarding

Sample

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TABLE OF CONTENTS Preface .............................................................................................................................................. 3

What is Courseware? ................................................................................................................................ 3

How Do I Customize My Course? .............................................................................................................. 3

Materials Required ................................................................................................................................... 4

Maximizing Your Training Power .............................................................................................................. 5

Icebreakers ........................................................................................................................................ 6

Icebreaker: Friends Indeed ........................................................................................................................ 7

Training Manual Sample ..................................................................................................................... 8

Sample Module: Purpose of Onboarding .................................................................................................. 9

Instructor Guide Sample ................................................................................................................... 17

Sample Module: Purpose of Onboarding ................................................................................................ 18

Activities ......................................................................................................................................... 27

Quick Reference Sheets .................................................................................................................... 29

First Day Checklist ................................................................................................................................... 30

Certificate of Completion ................................................................................................................. 31

PowerPoint Sample .......................................................................................................................... 33

Full Course Table of Contents ........................................................................................................... 37

Preface

What is Courseware? Welcome to Corporate Training Materials, a completely new training experience!

Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a take-home reference sheet for the student. You simply need to prepare and train!

Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.

How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting).

To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.

(You will also want to perform this step if you add modules or move them around.)

If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once.

If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:

Now, we can change our formatting and it will apply to all the headings in the document.

For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials.

Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.)

We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

We recommend these additional materials for all workshops:

• Laptop with projector, for PowerPoint slides

• Quick Reference Sheets for students to take home

• Timer or watch (separate from your laptop)

• Masking tape

• Blank paper

Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.

• Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold.

o Use examples, case studies, and stories that are relevant to the group.

o Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.

o Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)

• Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures.

• Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.

• Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.

And now, time for the training!

Icebreakers

Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps “break the ice” with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.

Icebreaker: Friends Indeed

Purpose

Have the participants moving around and help to make introductions to each other.

Materials Required

• Name card for each person • Markers

Preparation

Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle.

Activity

Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle.

Examples:

• Friends who have cats at home • Friends who are wearing blue • Friends who don’t like ice cream

The odd person out must stand in the center and make a statement.

The rules:

• You cannot move immediately to your left or right, or back to your place. • Let’s be adults: no kicking, punching, body-checking, etc.

Play a few rounds until everyone has had a chance to move around.

Training Manual Sample

On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation.

The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.

Sample Module: Purpose of Onboarding Onboarding is one of the most important investments organizations make in their employees. A sound onboarding process not only gathers the necessary paperwork from a new hire, but socializes them into the workplace and the job. Onboarding is more than just new hire orientation. It is a continuous process of bringing the new hire into the organization, helping them develop, providing feedback and integrating the new hire into the organization and team. Far from a one-time event, the onboarding process can encompass the first 180 days of a new hire’s tenure at your organization.

Employee loyalty begins with employer loyalty.

Harvey Mackay

Start Up Costs

Organizations spend almost $40 billion every year to onboard new employees. This makes onboarding not only one the most significant time investments organizations make, but one of the most significant financial investments as well. When employees leave the organization after only a short time, these start-up costs are a lost investment. Taking time to develop a quality onboarding process helps promote

employee retention, and thus promotes return on the substantial financial investment made in onboarding them.

Employee Anxiety

A solid onboarding process also helps to alleviate employee anxiety. It is normal to feel some anxiety when starting a new job, with all its uncertainty and new information. An onboarding process that not only fulfills requirements regarding paperwork and policy but which also introduces the new hire to the workplace, coworkers, and expectations goes a long way toward relieving anxiety and helping the employee feel comfortable. This, in turn, helps promote employee retention.

Employee Turnover

Preventing employee turnover is one important purpose of the onboarding process. Many employees decide whether to stay in or leave a job within the first six weeks of employment, and for almost all workplaces the first 90 days of employment is a critical period for employee retention. Employees who are anxious, uncertain about expectations, or otherwise do not feel part of the organization are more likely to leave

within the first 90 to 180 days.

Realistic Expectations

The onboarding process is a key opportunity to provide the new hire with realistic expectations. It is also key that the organization and the new hire’s manager have realistic expectations of what the onboarding process can do. Even the most efficient and quality onboarding process will not prevent all employee turnover. In addition, not all new hires will respond the same way to onboarding activities. No

onboarding process can alleviate all anxiety, or fully socialize the new hire in just a few weeks. Setting realistic expectations for both employee and organization in terms of onboarding outcomes is important.

Case Study

Marisol was hired into an entry-level job at a major firm in her industry. She was very excited to begin the job. On her first day, her manager handed her a large stack of paperwork and a pen, placed her in an otherwise empty conference room, and asked her to fill out the paperwork. Two hours later, her manager showed her to her cubicle and

gave her the training manual for her new position. The manager told Marisol to call or email if she had any questions at all during her first day, and then left her to work independently.

Marisol spent the first part of the day reading the training manual, but still found herself anxious about her ability to do the job, and also realized she was unsure what she was expected to do and complete. Her manager did not return voicemail until late in the day, so Marisol found herself uncertain how to proceed. As she ate lunch alone in her cubicle, she wondered if she would ever get the hang of this new job.

Sample Module: Review Questions

1. Which of the following is true on onboarding?

a) It is complete in a new hire’s first day b) It is a relatively small organizational investment c) It has no impact on employee retention d) It is one of the most significant financial investments organizations make

2. About how much do organizations spend each year in onboarding new hires?

a) $40 million b) $40 billion c) $100 billion d) $25 billion

3. Which of the following is true of employee turnover?

a) The first 90 days are a critical time in determining turnover b) Many employees decide to leave a job within the first 6 weeks c) Sound onboarding can help limit employee turnover d) All of the above

4. Which of the following is not a realistic expectation of onboarding?

a) It will help promote employee retention b) It will help new hires become comfortable in the job c) It will eliminate new hire turnover d) It will help alleviate new hire anxiety

5. A sound onboarding process can last up to how long?

a) 8 hours b) 180 days c) 5 days d) 45 days

6. Which is true of onboarding?

a) It helps employees understand expectations for the job b) It involves a manager both giving and receiving feedback c) It helps integrate the new hire into the organization d) All of the above

7. Which of the following is true of employee anxiety?

a) It is a normal part of starting a new job b) It shows that the employee is unqualified c) It naturally goes away with time d) All of the above

8. Employee anxiety contributes to which of the following?

a) Productivity b) Collegiality c) Motivation d) Turnover

9. What best describes Marisol at the end of her first work day?

a) Anxious b) Comfortable c) Relaxed d) Excited

10. Which of the following is true of the onboarding process Marisol experienced?

a) She was not given realistic expectations b) She was not given feedback c) She was not made to feel welcome d) All of the above

Instructor Guide Sample

On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant.

The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.

Sample Module: Purpose of Onboarding Onboarding is one of the most important investments organizations make in their employees. A sound onboarding process not only gathers the necessary paperwork from a new hire, but socializes them into the workplace and the job. Onboarding is more than just new hire orientation. It is a continuous process of bringing the new hire into the organization, helping them develop, providing feedback and integrating the new hire into the organization and team. Far from a one-time event, the onboarding process can encompass the first 180 days of a new hire’s tenure at your organization.

Employee loyalty begins with employer loyalty.

Harvey Mackay

Start Up Costs

Organizations spend almost $40 billion every year to onboard new employees. This makes onboarding not only one the most significant time investments organizations make, but one of the most significant financial investments as well. When employees leave the organization after only a short time, these start-up costs are a lost investment. Taking time to develop a quality onboarding process helps promote

employee retention, and thus promotes return on the substantial financial investment made in onboarding them.

Estimated Time 10 minutes

Topic Objective Explore onboarding start-up costs

Topic Summary Start-Up Costs

Discuss onboarding start-up costs.

Materials Required Flipchart/board and marker

Planning Checklist None

Recommended Activity Have participants list the various costs associated with onboarding an employee at their organization. List both the type of cost and, if possible, the monetary amount.

Stories to Share Share any personal or relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions What costs are associated with onboarding new employees?

Employee Anxiety

A solid onboarding process also helps to alleviate employee anxiety. It is normal to feel some anxiety when starting a new job, with all its uncertainty and new information. An onboarding process that not only fulfills requirements regarding paperwork and policy but which also introduces the new hire to the workplace, coworkers, and expectations goes a long way toward relieving anxiety and helping the employee feel comfortable. This, in turn, helps promote employee retention.

Estimated Time 10 minutes

Topic Objective Employee anxiety.

Topic Summary Employee Anxiety

Explore reasons for and solutions to new employee anxiety.

Materials Required 01-Employee Anxiety

Planning Checklist None

Recommended Activity Complete the worksheet individually. Share your answers with the rest of the class.

Stories to Share Share any personal relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions What will help new employees be less anxious?

Employee Turnover

Preventing employee turnover is one important purpose of the onboarding process. Many employees decide whether to stay in or leave a job within the first six weeks of employment, and for almost all workplaces the first 90 days of employment is a critical period for employee retention. Employees who are anxious, uncertain about expectations, or otherwise do not feel part of the organization are more likely to

leave within the first 90 to 180 days.

Estimated Time 10 minutes

Topic Objective Employee Turnover

Topic Summary

Employee Turnover

Consider the reasons an employee might leave a job in the first 90 days and brainstorm solutions.

Materials Required Flipchart/board and marker

Planning Checklist None

Recommended Activity Discuss the reasons an employee might leave a job in the first 90 days and brainstorm solutions, and list these on the flipchart/board.

Stories to Share Share any personal, relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions How can we use onboarding to encourage employee retention?

Realistic Expectations

The onboarding process is a key opportunity to provide the new hire with realistic expectations. It is also key that the organization and the new hire’s manager have realistic expectations of what the onboarding process can do. Even the most efficient and quality onboarding process will not prevent all employee turnover. In addition, not all new hires will respond the same way to onboarding activities. No

onboarding process can alleviate all anxiety, or fully socialize the new hire in just a few weeks. Setting realistic expectations for both employee and organization in terms of onboarding outcomes is important.

Estimated Time 10 minutes

Topic Objective Realistic Expectations

Topic Summary Realistic Expectations

Discuss realistic expectations of the onboarding process.

Materials Required Flipchart/board and marker

Planning Checklist None

Recommended Activity

As a group, discuss the expectations both employees and employers have of the onboarding process, and make a list on the flipchart/board. Then discuss whether these are realistic or not. For those that are not, work to make them realistic.

Stories to Share Share any personal, relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions Why is it key to have realistic expectations of the onboarding process?

Case Study

Marisol was hired into an entry-level job at a major firm in her industry. She was very excited to begin the job. On her first day, her manager handed her a large stack of paperwork and a pen, placed her in an otherwise empty conference room, and asked her to fill out the paperwork. Two hours later, her manager showed her to her cubicle and gave her the training manual for her new position. The manager told

Marisol to call or email if she had any questions at all during her first day, and then left her to work independently.

Marisol spent the first part of the day reading the training manual, but still found herself anxious about her ability to do the job, and also realized she was unsure what she was expected to do and complete. Her manager did not return voicemail until late in the day, so Marisol found herself uncertain how to proceed. As she ate lunch alone in her cubicle, she wondered if she would ever get the hang of this new job.

Estimated Time 5 minutes

Topic Objective Outline the Purpose of Onboarding case study.

Topic Summary

Case study

Discuss the onboarding process Marisol experienced and how it was or was not effective.

Materials Required None

Planning Checklist None

Recommended Activity Discuss the outcome of the case study.

Stories to Share Share any personal, relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions How could Marisol’s organization have improved its onboarding process?

Sample Module: Review Questions

1. Which of the following is true on onboarding?

a) It is complete in a new hire’s first day b) It is a relatively small organizational investment c) It has no impact on employee retention d) It is one of the most significant financial investments organizations make

Onboarding is one of the most significant financial investments organizations make in their employees. When employees leave the organization, the organization loses that investment.

2. About how much do organizations spend each year in onboarding new hires?

a) $40 million b) $40 billion c) $100 billion d) $25 billion

According to the Society for Human Resource Managers, organizations spend about $40 billion per year on onboarding costs. This represents one of the most significant expenditures they make on employees.

3. Which of the following is true of employee turnover?

a) The first 90 days are a critical time in determining turnover b) Many employees decide to leave a job within the first 6 weeks c) Sound onboarding can help limit employee turnover d) All of the above

Many employees decide to leave a job within the first 6 weeks, and the first 90 days is a critical time in employee retention. A sound onboarding process can help promote employee retention.

4. Which of the following is not a realistic expectation of onboarding?

a) It will help promote employee retention b) It will help new hires become comfortable in the job c) It will eliminate new hire turnover d) It will help alleviate new hire anxiety

No onboarding process can eliminate all employee turnover, but a sound onboarding process can limit such turnover among new hires. It can also alleviate employee anxiety by helping new hires feel comfortable in the job, which can help promote retention.

5. A sound onboarding process can last up to how long?

a) 8 hours b) 180 days c) 5 days d) 45 days

The onboarding process is continuous, and can often last up to 180 days into a new hire’s tenure with the organization. It should never be thought of as a one-time event.

6. Which is true of onboarding?

a) It helps employees understand expectations for the job b) It involves a manager both giving and receiving feedback c) It helps integrate the new hire into the organization d) All of the above

Onboarding is more than just orientation. It is a continuous process of giving and receiving feedback, integrating the new hire into the organization, and helping the employee understand expectations for the job.

7. Which of the following is true of employee anxiety?

a) It is a normal part of starting a new job b) It shows that the employee is unqualified c) It naturally goes away with time d) All of the above

Anxiety is a normal part of starting a new job, even if the employee has done similar work before. A solid onboarding process helps to alleviate employee anxiety.

8. Employee anxiety contributes to which of the following?

a) Productivity b) Collegiality c) Motivation d) Turnover

Employee anxiety can contribute to turnover if it is not addressed. This is why one of the key goals of onboarding is to help alleviate new hire anxiety.

9. What best describes Marisol at the end of her first work day?

a) Anxious b) Comfortable c) Relaxed d) Excited

Marisol was experiencing significant anxiety at the end of her first day on her new job. She was uncertain about whether she would ever understand her new job.

10. Which of the following is true of the onboarding process Marisol experienced?

a) She was not given realistic expectations b) She was not given feedback c) She was not made to feel welcome d) All of the above

The onboarding process Marisol experienced did not lay out realistic expectations. It also did not make her feel welcome, as she was not introduced to coworkers and was left alone much of the day. Her manager’s unavailability meant she also did not get feedback.

Activities

During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized.

Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.

Sample Worksheet: Employee Anxiety

In the space, describe a time when you felt anxious as an employee, or things that your own employees express anxiety about. Then discuss steps that were taken or could be taken to alleviate that anxiety.

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Quick Reference Sheets

Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date.

They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.

Why Onboarding?

Why invest in an onboarding process rather than just a one-day orientation? A continuous onboarding process not only ensures that new hires have the necessary paperwork filled out and start the job on the right foot, but helps to socialize the new hire into the organization. Because a new hire’s needs and concerns will change as he or she becomes comfortable with different aspects of the job, a continuous onboarding process ensures that employees can ask questions or have different needs addressed as they come up. A quality onboarding process helps to promote employee retention, which is both a cost savings and contributes to greater continuity among the work team.

Who are Millennials?

Millennials are members of the generation born between 1980 and 1995. They are a generation that came of age in an era of increasing technology and economic uncertainty, both of which shape the way they approach work and life. While millennial employees are often dismissed as lazy or self-involved, in reality their unique approach to work and life can be an asset to organizations that know how to leverage them.

• Preference for multitasking • Highly connected, via social media and other communication

technology • Tech-savvy – Millennials have grown up using computers and

other technology • Desire to be recognized for their efforts • Desire for instant gratification and feedback • Team-oriented and collaborative • Close to their parents • Expectation of work-life balance, high value on personal time

First Day Checklist A first day checklist can be helpful for both managers and new hires in the onboarding process. A first day checklist helps ensure that the new hire has the most important information they will need by the end of the first work day, and that they have been adequately welcomed into and oriented to the space. Having a standard first day checklist also ensures that there is consistency across onboarding for all new hires.

• Greeting and welcoming the new hire • Setting up lunch with the new hire’s team or manager • Having the new hire’s ID badge or other identification ready • Introducing the new hire to team members, direct reports, and supervisors • Going over the new hire’s job description • Going over the organizational chart • Giving the new hire a tour, including restrooms, break rooms, kitchen facilities, and common areas • Showing the new hire his or her mailbox, as well as copiers, fax machines, and other equipment • Going over IT and telephone policies and procedures

Millennial Onboarding

www.corporatetrainingmaterials.com © Corporate Training Materials

Certificate of Completion

Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.

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PowerPoint Sample

Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.

Full Course Table of Contents

Preface ..............................................................................................................................................7

What is Courseware? ................................................................................................................................ 7

How Do I Customize My Course? .............................................................................................................. 7

Materials Required ................................................................................................................................... 9

Maximizing Your Training Power .............................................................................................................. 9

Module One: Getting Started ........................................................................................................... 11

Housekeeping Items................................................................................................................................ 11

The Parking Lot ....................................................................................................................................... 12

Workshop Objectives .............................................................................................................................. 12

Module Two: Purpose of Onboarding ............................................................................................... 13

Start Up Costs ......................................................................................................................................... 13

Employee Anxiety ................................................................................................................................... 14

Employee Turnover ................................................................................................................................. 15

Realistic Expectations ............................................................................................................................. 15

Case Study ............................................................................................................................................... 16

Module Two: Review Questions .............................................................................................................. 18

Module Three: Introduction ............................................................................................................. 21

Why Onboarding? ................................................................................................................................... 21

Importance of Onboarding ..................................................................................................................... 22

Making Employees Feel Welcome .......................................................................................................... 23

First Day Checklist ................................................................................................................................... 24

Case Study ............................................................................................................................................... 25

Module Three: Review Questions ........................................................................................................... 26

Module Four: Millennials and Onboarding ........................................................................................ 29

Who are Millennials? .............................................................................................................................. 29

How Do Millennials Differ from Other Workers? .................................................................................... 30

Investiture Socialization – Let Them Be Themselves! ............................................................................. 31

Informal Rather than Formal Onboarding Processes ............................................................................. 32

Case Study ............................................................................................................................................... 33

Module Four: Review Questions ............................................................................................................. 34

Module Five: Onboarding Checklist .................................................................................................. 37

Pre-Arrival ............................................................................................................................................... 37

Arrival ..................................................................................................................................................... 38

First Day .................................................................................................................................................. 39

First Week ............................................................................................................................................... 40

First Month ............................................................................................................................................. 41

Case Study ............................................................................................................................................... 42

Module Five: Review Questions .............................................................................................................. 43

Module Six: Engaging the Millennial Employee ................................................................................. 46

Create an Informal Program ................................................................................................................... 46

Engage Employees One on One .............................................................................................................. 47

The Role of Human Resources ................................................................................................................ 48

The Role of Managers ............................................................................................................................. 49

Case Study ............................................................................................................................................... 50

Module Six: Review Questions ................................................................................................................ 51

Module Seven: Following Up With the Millennial Employee .............................................................. 54

Initial Check-In – One on One ................................................................................................................. 54

Following up – Regular, Informal Follow Ups ......................................................................................... 55

Setting Schedules – Millennials and Work-Life ....................................................................................... 56

Mentoring and the Millennial ................................................................................................................. 57

Case Study ............................................................................................................................................... 58

Module Seven: Review Questions ........................................................................................................... 59

Module Eight: Setting Expectations with the Millennial Employee ..................................................... 62

Define Requirements – Provide Specific Instructions .............................................................................. 62

Identify Opportunities for Improvement and Growth ............................................................................ 63

Set Verbal Expectations .......................................................................................................................... 64

Put It in Writing ...................................................................................................................................... 64

Case Study ............................................................................................................................................... 65

Module Eight: Review Questions ............................................................................................................ 67

Module Nine: Mentoring the Millennial ............................................................................................ 70

Be Hands-On and Involved ...................................................................................................................... 70

Serial Mentoring ..................................................................................................................................... 71

Be a Mentor, Not an Authority Figure .................................................................................................... 72

Focus Millennia’s Exploratory Drive on Work ......................................................................................... 73

Case Study ............................................................................................................................................... 74

Module Nine: Review Questions ............................................................................................................. 75

Module Ten: Assigning Work to the Millennial Employee .................................................................. 78

Provide Clear Structure and Guidelines .................................................................................................. 78

Provide Specific Benchmarks .................................................................................................................. 79

Set Boundaries and Provide Reality Checks ............................................................................................ 80

Guide, Don’t Dictate ............................................................................................................................... 81

Case Study ............................................................................................................................................... 82

Module Ten: Review Questions .............................................................................................................. 83

Module Eleven: Providing Feedback ................................................................................................. 86

Millennials Thrive on Feedback! ............................................................................................................. 86

Characteristics of Quality Feedback ....................................................................................................... 87

Informal Feedback .................................................................................................................................. 88

Formal Feedback ..................................................................................................................................... 89

Case Study ............................................................................................................................................... 90

Module Eleven: Review Questions .......................................................................................................... 91

Module Twelve: Wrapping Up .......................................................................................................... 94

Words from the Wise .............................................................................................................................. 94

Review of Parking Lot ............................................................................................................................. 94

Lessons Learned ...................................................................................................................................... 94

Completion of Action Plans and Evaluations .......................................................................................... 95