In a previous post, I raised 6 big questions about Millennials for HR & L&D professionals and promised that I’ll be sharing answers to these based on conversations with HR and L&D, research, and my experience.
In this post I’m going to share the experience of one of my clients, Prometric (with the kind permission of Leslie Allen, Manager of Professional Development at Prometric).
Staff retention was becoming a concern, particularly amongst their most talented Millennials (22-32 year olds).
The cause of this was identified as lack of career development and profession opportunities due to a flat organisational structure and managers who weren’t planning on moving on. Talented Millennials were keen to progress within the organization but didn’t feel like their talents were recognised or that they were getting the opportunities for growth within their current role.
If this had continued, this would be bad for business, as Prometric risked losing the most talented people; reducing business performance and making succession planning more difficult and external-reliant.
One solution Prometric implemented was the ‘Aspiring Leaders at Prometric’ group. Talented people who are keen to become Prometric’s future leaders are nominated to join the group. Nominations are reviewed (and approved if successful) by senior management.
Being accepted into the group is significant, as not only does it acknowledge that the employee is recognised as being groomed for leadership, but also gives the employee access to some special events and development resources. These include:
- Attendance at panel discussions led by senior leaders
- Lunch & learns where attendees listen to a TED talk and then discuss their conclusions
- Courses and communities designed specifically for them e.g. ‘Improving Business writing’
The group is now 70-strong, and will be a huge asset for Prometric in future.
This is a great initiative. Note particularly how it presses many of the right ‘buttons’ for Millennials (public recognition, learning and development, teams & communities). It also highlights that ‘top 100 potential talent’ lists are probably not best used as secret succession planning lists maintained by HR, and are instead made transparent (and more powerful as a result).
I’ll be sharing more about what Prometric and other organizations do at a free webinar that I’m co-hosting with HR social media and engagement guru, Jo Dodds called ‘Engaging and Developing Millennial Talent’. Click here to find out more and register to attend.
What do you think? Would an ‘Aspiring Leaders’ group work at your organization? What else do you do to solve the same problem? (Please comment below)