LP Magazine

MAR-APR 2019

LP magazine publishes articles for loss prevention, asset protection, and retail professionals covering shrinkage, investigations, shoplifting, internal theft, fraud, technology, best practices, and career development.

Issue link: http://digital.lpportal.com/i/1096225

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Page 60 of 76

WHY WE'RE ALL MILLENNIALS NOW computers. But they absolutely need the human element to do their best learning. They learn best from a combination of the human element—coaching, direction, guidance, support, shared wisdom—and the powerful capacity of menu-driven information systems to guide them through the tidal wave of information available at their fingertips. Myth #13: It's impossible to turn them into long-term employees. Reality: You can turn them into long-term employees. You'll just have to do it one day at a time. Myth #14: They will never make good managers because they are so self-focused. Reality: Of course, they can be good managers. They just have to learn the basics and then practice, practice, practice. Workers of All Ages Have Changed The millennial mindset isn't just for millennials, however. The forces that have impacted the millennial generation have also changed the nature of work for everyone of all ages. Workers of all ages today rely every day on their immediate managers for help meeting their basic needs and expectations and dealing with a whole range of day-to-day issues that arise at work. Workers of all ages today are more likely to disagree—often privately and sometimes openly—with their employers' stated missions, policies, and decisions. Workers of all ages are more likely to question or challenge employers' rules, managers' instructions, employment conditions, and established rewards structures. The free-agent mindset is now the prevailing workforce mindset. Employees of all ages today are much less likely to believe employers' promises about long-term rewards. While many employees may doubt the sincerity of long-term promises, that is not the biggest problem. Many more employees worry that their prospects for receiving long-term rewards are vulnerable to a whole range of external and internal forces that might shorten the natural life of the organization employing them. Workers worry openly about events or circumstances that have little or nothing to do with business, such as politics, diplomacy, war, terrorism, and natural disasters. They worry about broad business-climate factors, including monetary policy, global market shifts, changes in particular industries, and organizational changes. As well, they are acutely aware that the organization employing them might simply lose out in the fiercely competitive marketplace. Workers also worry about the continued employment of their immediate supervisors and other leaders who know them best. Without credible long-term promises from employers, employees of all If they are asking for more, what they are really asking is, "What do I need to do to earn more?" Once you meet the threshold of competitive money and benefits, millennials care about five other things: schedule, relationships, task choice, learning opportunities, and location. continued from page 59 60 MARCH–APRIL 2019 | LOSSPREVENTIONMEDIA.COM

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