Managing Millennials: Getting the Most Out of On-Boarding, Managing and Retaining Millennials
Program Highlights
- Lifecycle changes that affect every generation and why this one is different.
- Why burnout among high performers often goes unnoticed—until it’s too late.
- The Millennials’ rose-colored pay expectations and beliefs about what they are worth.
New generations entering the job market have always caused disruption for coworkers and created challenges for managers from previous generations. The Millennials now entering the job market are no different. They share the tendency (and the freedom) of previous younger workers to change jobs more frequently, champion new technology and challenge the status quo.
But there are cultural differences unique to this generation that demand new management approaches. Alec Levenson’s research of over 40,000 employees, comparing Millennials to Generation X, shows significant differences in their needs for flexibility, team cohesion, and supervisor support and appreciation. How do you maximize your Millennials’ contributions, channel their energies and maintain their focus? Dr. Levenson provides insights critical for the recruitment, compensation and retention of both Gen X and Millennial employees.
Alec Levenson’s research focuses on metrics and ROI of human capital, including global and emerging market talent strategies. He works with Fortune 500 companies to optimize performance and HR systems through organization design and strategic talent management. Dr. Levenson earned his PhD in economics from Princeton University.
Alec Levenson - Senior Research Scientist, Marshall School of Business, University of Southern California
Alec Levenson is Senior Research Scientist at the Center for Effective Organizations, Marshall School of Business, University of Southern California. His action research and consulting work with companies optimizes job and organization performance and HR systems through the application of organization design, job design, human capital analytics and strategic talent management. Three areas of primary focus currently include (a) organizational and talent strategies for emerging markets and global organizations, (b) management practices for the new generation of workers and world of work, and (c) HR and human capital analytics to improve decisions around talent and work design.
Dr. Levenson’s work with companies combines the best elements of scientific research and practical, actionable knowledge that companies can use to improve performance. He draws from the disciplines of economics, strategy, organization behavior, and industrial-organizational psychology to tackle complex talent and organizational challenges that defy easy solutions. His recommendations focus on the actions organizations should take to make lasting improvements in critical areas.
Dr. Levenson has trained Human Resource professionals in the application of human capital analytics, representing a broad range of Fortune 500 and Global 500 companies, including Allstate Insurance, AltaMed, Ameriprise Financial, Avery Dennison, Bayer, Best Buy, Bloomberg, Blue Diamond Growers, Brown-Forman, Cargill, Dignity Health, Dolby Laboratories, eBay, Entergy, Exelon, FedEx Kinko’s, Fidelity Investments, Gap, Genentech, General Dynamics, General Mills, GlaxoSmithKline, Goldman Sachs, Heidrick & Struggles, Hewlett-Packard, Intel, JCPenney, Jet Propulsion Laboratory, Johnson & Johnson, JP Morgan Chase, Kraft Foods, Limited Brands, Merck, Microsoft, Monsanto, Northrop Grumman, Palo Alto Medical Foundation/Sutter Health, Partner Reinsurance, Payless ShoeSource, PetSmart, Proctor & Gamble, Raytheon, Rio Tinto, Royal Bank of Scotland, San Diego Gas & Electric, Shell, Siemens, Singapore National Employers Federation, Spectra Energy, Stanley Black & Decker, State Farm Insurance, T. Rowe Price, United Airlines, United Technologies Corporation, UBS A.G., Unilever, UPS, and Walt Disney Company. He has over a decade of experience working with leading companies including Amgen, American Express, Boeing, Booz & Company, Capital One, Chevron, Cisco Systems, Dow Chemical, Dreyer’s/Nestle, EQUATE Petrochemical, Exelon, Frito-Lay/PepsiCo, Gunung Sewu/Great Giant Pineapple, Herman Miller, ITT, Johnson Controls, Microsoft, Pfizer, PricewaterhouseCoopers, Royal Bank of Canada, and Sinopec.
Dr. Levenson’s research has been featured in numerous academic and business publications including Organizational Dynamics, Journal of Management, International Journal of Human Resource Management, People & Strategy, Human Resource Planning, WorldAtWork Journal, Asia Pacific Journal of Human Resources, Strategic HR Review, Human Resource Management Journal, Journal of Business and Psychology, Consulting Psychology Journal, Research in Labor Economics, Contemporary Economic Policy, Economic Journal, Journal of Public Economics, Journal of Development Economics, Review of Development Economics, Small Business Economics, Journal of Labor Research, HR Magazine, and many books. He is on the editorial boards of Human Resource Management and Small Business Economics.
Dr. Levenson’s research has been featured in New York Times, Wall Street Journal, The Economist, CNN, Associated Press, U.S. News and World Report, National Public Radio, Los Angeles Times, USA Today, Marketplace, Fox News, and many other news outlets.
Dr. Levenson has received research grants from the Sloan Foundation, Russell Sage Foundation, Rockefeller Foundation, U.S. National Science Foundation, China National Science Foundation, and National Institute for Literacy. He has served as the external evaluator for the U.S. Department of Education funded Centers for International Business, Education and Research at University of Southern California, University of Hawaii, and University of Texas – Austin.
Dr. Levenson received his Ph.D. and M.A. in Economics from Princeton University, specializing in Labor Economics and Development Economics, and his B.A. in Economics and Chinese language (double major) from University of Wisconsin-Madison.
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