My Generation Consulting

Throughout the last year of research and young professional discussions, it has become clear that many companies are not prepared for the generational change in the workplace. Ambiguous career development opportunities, limited personal development investment, and weak employment brands continue to saturate our organizations. However, companies that are taking deliberate steps to attract, develop, and retain young professionals are improving turnover rates, creating a talent pipeline, and they are intentionally shaping the next generation of their company.

I assert that there are two primary reasons companies aren't successful in their current practices.

(1) Responsibility hasn't been assigned. Employee development is often a Human Resources function, but this is typically focused on task-based training. Further, benefits costs, diversity, and ethics are usually higher priorities and any true personal development activities aren't addressed.

(2) Best practices aren't shared or sought after. There are plenty of successful companies that have developed an inspirational workplace not only for young people, but for an entire workforce. In my experience, I have suprisingly found that HR professionals and managers don't actively seek this information. Further, leaders in these companies are not proactively seeking insight from their own employees. I am fascinated by companies that hire talented people for specific roles, but they rarely poll them about workplace and workforce issues.

My Generation Consulting will work to bridge this gap by providing insight and strategies for successful young professional development from a valuable perspective - my generation.