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» VISIT US ONLINE @ DSNEWS.COM 63 Efron says. "ey take the attitude that the next-generation worker is not set up for success or doesn't live in a world of reality. In fact, the reality of the next-generation worker will soon be the reality of the world. e change needs to come from industries and businesses, not the other way around." One way Arch MI does so is by making contributions toward the principal of their employees' student loan debt. "at shows our commitment to them and that we value their education," Keyser says. Keyser explains that Arch MI also has a Leadership Development Program "so people know as they become managers or move up, there are programs there to support their development." Keyser says that the program helps new employees "see a future" with the company and know "they're not going to come in and take an entry-level job and think that's all they're ever going to be able to do here." Each year, Wells Fargo processes nearly three million applications and hires more than 100,000 people. "We aspire to hire the best talent," says Hilzendeger. "We also aspire to increase our diverse representation, because a workplace that reflects the diversity of the customers we serve is a competitive advantage in the marketplace." Hilzendeger explains that Wells Fargo creates targeted outreach programs to recruit within demographics such as U.S. veterans or within the LGBT community. ey have also built Executive Recruiting and Risk Recruiting Centers of Excellence to "provide a coordinated and consistent experience for our executive candidates and much-needed talent for critical risk jobs." Robinson says that ATA National Title Group has not necessarily implemented any specific initiatives to recruit younger workers, but does strive to retain and promote those it has. "We've had the benefit of growing our operations while other companies have often been consolidating," Robinson says. "We've been able to promote younger staff members from other companies that we've acquired into key management positions within our company. Approximately 50 percent of our senior management group are below 45 years of age. When younger employees see that trend, they tend to stay and make their careers with us." Although NCS is a small company with around 35 employees, they describe their recruitment efforts as "fairly traditional." Knuth says that "We do make it a priority to balance new blood with seasoned staff. Not only is this a great way to train new hires to meet our unique company standards but it establishes a 'family' culture in supporting our growth as a team effort." "It begins with embracing diversity within the multi-generational workforce," says Badalamenti-Kalas. "We must keep leveraging the knowledge and experience within our organization and create a culture that is open to new ideas that the younger generation brings to the table." Badalamenti-Kalas also credits Five Brothers' approach to management development for helping them attract younger workers. "We invest heavily in our management training and development," Badalamenti-Kalas says. "It creates a culture of coaching and mentoring from our experienced employees to our younger ones. is allows our younger employees to gain valuable experience and learn multiple areas of the business, which in turn accelerates their ability to take on more responsibility." Providing employees with the training, tools, technology, and resources to be successful is also key, according to Badalamenti-Kalas. "e younger generation wants to be part of something bigger than just themselves," Badalamenti-Kalas continues. "ey are looking for companies that have a culture that they see themselves fitting into. One that embraces social responsibility, the environment, and is involved in their local communities." "It's important to understand what drives younger workers to companies and industries where people under 30 outnumber those above 30," Yeh says. "Startups and a lot of tech companies, for example, offer flexibility and fun work environments that are important to millennials. I want to be able to go to work every day being able to treat it like my second family, and that comes from having a good culture where I'm not just there to clock in and out from 9-5." "We're not a one-generational workforce, we're multi-generational," Keyser says. "We can't build everything to appeal to one particular generation. It has to appeal to our entire workplace. ere are some jobs that just naturally require more experienced workers. We need to be able to attract and retain that group as well." Fiserv Analyst Vincent Weir recommends companies adopt leadership rotation programs. "You need a contingent of young people to form a foothold in your business if you want others to join. I suspect that the kinds of young leaders who will attract other young employees are the "People who are newer to the workforce these days tend to work in a different way than people have historically. They're more flexible, they move more frequently. This also isn't an industry … that people think of right when they're coming out of school." - Amy Keyser, VP of Human Resources for Arch MI

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