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Addressing the generation gap – junior millennials vs. senior millennials

Millennials have been studied and targeted by marketers, but there is a tremendous difference between a senior millennial and a junior millennial.

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Beards, Uber, and roommates, oh my!

Imagine a scene where two friends are sitting down at a cafe, sipping sustainable coffee and discussing beard wax ingredients while waiting for their Uber to arrive. They are most likely posting their lattes on Instagram, updating their Tumblrs, and responding to another friend’s Snapchat while they carry on their conversation.

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It’s possible that one of these friends is going to be dropped off at his parents’ house, where he still lives, and the other friend is sharing an apartment with a few roommates near his liberal arts college.

Junior millennials versus senior millennials

It isn’t hard to pinpoint which generation these friends belong to; millennials are synonymous with social media, multitasking, artisan products, specialty brands, expensive educations and house and ride sharing. However, within the millennial generation is a wide demographic. While many junior millennials can relate, or perhaps see themselves in this scene, senior millennials can be far removed from any of these stereotypes.

Although there is still a lack of universal consensus on the timeline for when millennials were born, we opt to observe the most widely accepted definition, stating that millennials were born between 1981 and 2000. This means that Gen Xers were born between 1961 and 1980, and Baby Boomers were born between 1945 and 1960.

Oregon Trail and AOL vs. iPhones and wifi

Every generation experiences some kind of overlap, where it might be hard to distinguish one generation from the next (when groups are born on one end of the timeline spectrum). This is especially true for millennials, though. Senior millennials–those of us born closer to 1980 than 2000, have experienced a completely different childhood and adolescence than junior millennials–those born between 1991 and 2000.

For instance, while senior millennials were raised on Oregon Trail and AOL chat, junior millennials grew up with an iPhone in their pocket and were punished by mom withholding the WiFi password. In the last 25 years, technology has advanced at such a pace that the divide between senior and junior millennials is phenomenally broad, at some points pushing senior millennials closer to a Gen X mindset than a typical millennial mindset.

More factors are at play here

Besides technology, there is the reality of 9/11 (which senior millennials can recall clearly), and the economy crash of 2008 (which directly affected senior millennials, just emerging from high school and college and entering the workforce).

These factors, along with differences in trends, parenting styles and fiscal habits, have created quite a schism within the generation. This schism affects the way that senior and junior millennials view each other; it affects the way that the generation is represented; it affects the way that brands are (or should be) marketed; it affects workplace and family dynamics. 

Digging deeper into the overlap

While the millennial generation in general has been explored at length, there aren’t a lot of discussions around what it means to be a senior vs junior millennial.

We are going to return to this topic and would love to hear from you (in the comments below).

If you are a millennial, can you identify with one side of the spectrum or the other? Are you a junior millennial, frustrated by the perception that the world has of you? Are you a senior millennial, uneasy about relating to millennial stereotypes? Are you outside of this generation, making observations and puzzled by the complexities that you see? 

Or maybe–it could be that you’re just tired of all of the bearded folks on their phones taking up space at your local coffee shop? I mean, really, it is a little much.

#SrMillennials

Amy Orazio received her MFA in Creative Writing at Otis College of Art and Design, in Los Angeles. She lives in Portland now, where she is enjoying the cross section of finishing her poetry manuscript and writing for The American Genius.

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  1. Pingback: Phoenix Association of REALTORS® » Don’t Box Yourself In: Market to Everyone, Not Just Millennials

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Walmart delays the launch of its Amazon Prime competing service

(BUSINESS NEWS) Walmart+ is being delayed once again, but the service has yet to be cancelled. Will it be another flop?

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Walmart+, the supposed Amazon Prime alternative of the century, has been delayed from launching until further notice. This marks the second delay of the year.

Vox reports that the Amazon Prime competitor was initially supposed to launch in the first quarter of 2020, but Walmart pushed the release back to July due to Coronavirus concerns. Now, Walmart+ doesn’t have a definitive launch date–indecision that’s easy to chalk up to both the ongoing pandemic and trepidation regarding profitability in an Amazon-dominated world.

Amazon Prime, a service which runs customers $119 per year, has well over 100 million members in the United States; that works out to at least one member in a little over 80 percent of households here. Between its ubiquitous nature and the fact that Amazon Prime members are more inclined to use Amazon frequently than non-Prime members, it isn’t hard to see why a premium Walmart subscription seems a little redundant.

But Walmart doesn’t see it that way. “Walmart executives have hoped the program would strike a balance of being valuable enough that customers will pay for it, while boasting different enough perks from Amazon Prime so that there aren’t perk-by-perk comparisons,” Vox posits. At $98 per year, Walmart+ would include things like same-day delivery, gas discounts, line-skipping, a dedicated credit card, and potentially even a video streaming service.

While there are some clear parallels between Amazon Prime and Walmart+, one can attribute those to convenience rather than imitation. People seem to enjoy having extra streaming options as a perk of Prime, so for Walmart+ to include something similar wouldn’t exactly be inappropriate.

The largest obstacle to Walmart+’s success in a post-Coronavirus world probably won’t have much to do with brand loyalty, but the fact remains that Amazon’s value is so far above and beyond Walmart’s that people who regularly use Amazon Prime aren’t likely to make the switch–and, as mentioned previously, the sheer number of people who have a Prime membership is high enough to be concerning to Walmart executives.

However, for customers who frequently shop at Walmart or live in relatively rural areas, Walmart+ doesn’t seem like a bad gig. It isn’t Amazon Prime, to be sure–but that’s the point.

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Business News

What COVID-19 measures do workplaces have to take to reopen?

(BUSINESS NEWS) Employers can’t usually do medical screenings – but it’s a little different during a pandemic.

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COVID-19 temp gun

Employers bringing personnel back to work are faced with the challenge of protecting their workforce from COVID-19. The Center for Disease Control (CDC) and the Equal Employment Opportunity Commission (EEOC) have issued guidelines on how to do so safely and legally.

Employee health and examinations are usually a matter of personal privacy by design through the American’s with Disabilities Act. However, after the World Health Organization declaration of the coronavirus as a pandemic in March, the U.S. EEOC revised its guidance to allow employers to screen for possible infections in order to protect employees.

Employers are now allowed to conduct temperature screenings and check for symptoms of the coronavirus. They can also exclude from the workplace those they suspect of having symptoms. The recommendations from the CDC also include mandatory masks, distant desks, and closing common areas. As the pandemic and US response evolves, it is important for employers to continue to monitor any changes in guidance from these agencies.

Employers are encouraged to have consistent thresholds for symptoms and temperature requirements and communicate those with transparency. Though guidance suggests that COVID-19 screenings at work are allowed by law, employers should be mindful of the way they are conducted and the impact it may have on employer-employee relations.

Stanford Health Care is taking a bold approach by performing COVID-19 testing on each of its 14,000 employees that have any patient contact. They implemented temperature scanning stations at each entrance, operated by nurses and clinicians. The President and CEO of Sanford Health Care said, “For our patients to trust the clinical procedures and trials, it was important for them to know that we were safe.”

Technology is adapting to meet the needs of employers and identify symptoms of COVID-19. Contactless thermometers that can check the temperature of up to 1,500 people per hour using thermal imaging technology are now on the market; they show an error margin of less than one-tenth of a degree Fahrenheit. COVID-19 screening is being integrated into some company time-clocks used by employees at the start and end of each shift. The clocks are being equipped with a way to record employee temperatures and answers to a health questionnaire. Apple and Google even collaborated to bring contact tracing to smart phones which could help contain potential outbreaks.

Fever, coughing, and difficulty breathing are the three most common symptoms of COVID-19. Transmission is still possible from a person who is asymptomatic, but taking the precautions to identify these symptoms can help minimize workplace spread. This guidance may change in the future as the pandemic evolves, but for now, temperature checks are a part of back to work for many.

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Business News

Technology that may help you put the “human” back in Human Resources

(BUSINESS NEWS) Complicated application processes and disorganized on-boarding practices often dissuade the best candidates and cause new hires to leave. Sora promises to help with this.

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Even in a booming economy, finding the right applicant for a role can be a drawn-out, frustrating experience for both the candidate and the hiring manager. Candidates submitting their resume to an automated HR system, designed to “seamlessly” integrate candidates into their HRIS accounts, face the interminable waiting game for feedback on whether they’re going to be contacted at all.

Ironically, this lack of feedback on where a candidate stands (or even if the resume was received at all) and a propensity for organizations to list roles as “Open Until Filled”, overwhelms the hiring manager under a mountain of resumes, most of which will not be reviewed unless there is a keyword match for the role. And if they do somehow manage to see the resume, studies indicate that in less than 10 seconds, they’ll have moved on to the next one.

The problems don’t end there, however. Once the candidate and hiring manager have found one another, and the HR team has completed the hire, the dreaded phase of onboarding begins. During the first few days of a new job, a lack of effective onboarding procedures—ranging from simple tasks like arranging for technology or introductions to a workplace mentor—can be the cause of a significant amount of employee turnover. Forbes notes that 17% of all newly hired employees leave their job during the first 90 days, and 20% of all staff turnover happens within the first 45 days.

The reason, according to Laura Del Beccaro, Founder of startup Sora, is that overworked HR teams simply don’t have the bandwidth to follow up with all of those who are supposed to interact with the new employee to ensure a seamless transition experience. Focusing on building a template-based system that can be integrated within the frameworks of multiple HRIS systems, Sora’s focus is to set up adaptable workflow processes that don’t require the end-user to code, and can be adjusted to meet the needs of one or many employee roles.

In a workplace that is becoming increasingly virtual, out of practicality or necessity, having the ability to put the “human” back in Human Resources is a focus that can’t be ignored. From the perspective of establishing and expanding your team, it’s important to ensure that potential employees have an application experience that respects their time and talent and feedback is provided along the way, even when they might not be a fit for the role.

Take for example the organization who asked for an upload of a resume, then required the candidate to re-type everything into their HRIS, asked for three survey responses, an open-ended writing task, a virtual face-to-face interview, *and* three letters of reference—all for an entry-level role. If you were actually selected for an in-person interview, the candidate was then presented with another task that could take up to two hours of prep time to do—again, all for an entry level role.

Is that wrong? Is it right? The importance of selecting the right staff for your team can’t be overstated. But there should be a line between taking necessary precautions to ensure the best fit for your role and understanding that many of the best candidates you might find simply don’t want to participate in such a grueling process and just decide to move on. There’s a caveat that says that companies will never treat an employee better than in the interview process and in the first few weeks on the job—and that’s where Sora’s work comes in, to make certain that an employee is fully supported from day one.

Bringing on the best to leave them without necessary support and equipment, wondering at the dysfunction that they find, and shuffled from department to department once they get there creates the reality and the perception that they just don’t matter—which causes that churn and disconnect. Having your employees know that they matter and that they’ll be respected from day one is a basic right—or it should be.

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