According to U.S. Census Data, each year 1 million Millennials enter the workforce; nearly 40 percent of the U.S. workforce will be Millennials by 2020. Characterized as remarkably different from Baby Boomers, Gen Y is facing many challenges when it comes to leadership roles. Gen Y leaders are expected to refocus organizations as global forces, develop cultural intelligence, develop strategic thinking and decision-making intelligence, and nurture long-term collaboration.2 Development programs specifically designed for Millennials are necessary to fill the gaps, and are powerful tools for attracting and retaining top young professionals

Stahno, John

Yang, Jing

English

DigitalCommons@ILR

Cornell University ILR School 
DigitalCommons@ILR 
Student Works ILR Collection 
Spring 2014 
Are There Any Best Practices for Developing Gen Y/Young 
Professionals? 
John Stahno 
Cornell University 
Jing Yang 
Cornell University 
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Are There Any Best Practices for Developing Gen Y/Young Professionals? 
Abstract 
According to U.S. Census Data, each year 1 million Millennials enter the workforce; nearly 40 percent of 
the U.S. workforce will be Millennials by 2020. Characterized as remarkably different from Baby Boomers, 
Gen Y is facing many challenges when it comes to leadership roles. Gen Y leaders are expected to 
refocus organizations as global forces, develop cultural intelligence, develop strategic thinking and 
decision-making intelligence, and nurture long-term collaboration.2 Development programs specifically 
designed for Millennials are necessary to fill the gaps, and are powerful tools for attracting and retaining 
top young professionals. 
Keywords 
human resources, generation Y, millenials, onboarding 
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ILRHR 6640 
Case #1 
John Stahno & Jing Yang 
March 7, 2014 
EXECUTIVE SUMMARY 
 
 FINAL QUESTION    
Are there any best practices for developing Gen Y/young professionals? In addition, any best 
practices for onboarding programs would be helpful. 
 
INTRODUCTION    
According to U.S. Census Data, each year 1 million Millennials enter the workforce; nearly 40 
percent of the U.S. workforce will be Millennials by 2020.1 Characterized as remarkably different 
from Baby Boomers, Gen Y is facing many challenges when it comes to leadership roles. Gen Y 
leaders are expected to refocus organizations as global forces, develop cultural intelligence, develop 
strategic thinking and decision-making intelligence, and nurture long-term collaboration.2 
Development programs specifically designed for Millennials are necessary to fill the gaps, and are 
powerful tools for attracting and retaining top young professionals.  
 
BEST PRACTICES FOR YOUNG PROFESSIONAL DEVELOPMENT PROGRAM  
Below we highlight three best practices for fostering a successful development program for young 
professionals.  
 
1. On-the-job training, specifically, through rotational & mentoring programs. 
Companies like GE, P&G, Citigroup, and Johnson & Johnson, are providing fast-track programs for 
talented new graduates who are expected to become their company’s next leaders. These programs 
enable employees to move around the company both functionally and geographically. At Procter & 
Gamble, there is a strong emphasis placed on leadership development. On its company website, P&G 
prides itself on senior executives who “act as mentors and coaches for younger managers, helping 
them develop the skills necessary to lead large businesses and organizations.”3 This is an excellent 
strategy for developing younger employees, while at the same time incentivizing them to remain with 
the organization. Johnson & Johnson is another company that places a strong emphasis on developing 
young leaders. J&J has an extensive development program that targets individuals who have just 
completed a degree. By having a variety of programs that vary in length and job function, they are 
able to cater to each prospect employees’ individual needs/wants.  The leadership programs “are 
designed to provide individuals with in-depth experiences, ongoing mentorship, and targeted 
classroom training across a range of businesses, helping individuals build many of the strengths J&J 
relies on from leaders in the organization.” 3 This program both attracts and develops younger 
employees, with the final objective of retaining them into leadership roles.   
 
2. Creating strong developmental relationships 
Bruce Tulgan of RainmakerThinking, Inc. has been conducting ongoing in-depth research on the 
attitudes and experiences of young people in the workplace since 1993.4 The research has looked at 
the early stages of Gen Y careers as well as their recent move into leadership and managerial roles.4 
According to the research, the key is to surround the highest-potential young talent with four types of 
developmental relationships4: 
1. Teaching-style managers: Superstar Gen Y’ers want managers who know and care enough 
to teach them the tricks and the shortcuts, warn them of pitfalls, and help them solve problems. 
2. Career-advisers: Provides Gen Y’ers the opportunity to receive career advice from someone 
familiar with the organization, rather than outsiders. 
3. Organizational supporters: Act as high-level career advisers with influence in the 
organization, ensuring that high-performing Gen Y’ers are receiving the best possible training 
and assignments. 
4. Mentors: Older employees should be trained on the techniques of mentoring, while younger 
employees should be encouraged to seek out mentors.   
 
3. Short, one-to-two day training programs 
Alexandra Levit, a consultant on generations in the workforce, and author of Success for Hire: Simple 
Strategies to Find and Keep Outstanding Employees, discusses an affordable option for organizations 
that are looking to begin the process of young talent development. She highlights that organizations 
should offer recent college graduates a one-to-two day training session. The training is on: 1) 
becoming mature professionals; 2) establishing profitable relationships in the organization; 3) 
exploring talents and how they intersect with the organization; 4) mastering career skills such as 
effective communication and time management techniques; and 5) identifying career goals and long-
term career plans.1 
 
BEST PRACTICES FOR ONBOARDING PROGRAMS  
Research shows that organizations that engage in formal onboarding by implementing step-by-step 
programs for new employees to teach them what their roles are and what the norms of the company 
are experience more effective results than those that do not.5 According to a Society for Human 
Resource Management Onboarding publication, there are “four C’s” to consider when onboarding 
employees: compliance, clarification, culture, and connection (Appendix A).5 It is essential that 
companies take a “proactive” approach during the onboarding process, by encompassing all aspects 
of the “Four C’s” (Appendix B).5  IBM’s “Assimilation Process” is an example of proactive 
onboarding. The assimilation process has three phases; it begins prior to a new employee’s start date 
and ends upon completion of their first year on the job. During the “affirming” phase, IBM welcomes 
the new employee, and prepares a workstation and assigns a coach. The second phase is the 
“beginning” phase, which allows the new employee to understand company technologies and 
assimilate into their working duties. The third and final “connecting” phase is set up to encourage 
involvement with other members of the organization.5 IBM’s program highlights the importance of 
the “four C’s” and steps that should be taken to achieve a successful onboarding.   
 
CONCLUSION  
The landscape of our workforce is constantly changing, and in order to remain competitive, it is 
essential that organizations effectively attract and retain top talent. With the apparent shift from Baby 
Boomers to Gen Y employees, development is crucial. Top Gen Y individuals are well aware that 
they are highly sought after, and are constantly evaluating their career options. Through effective 
development rotation and mentoring programs, as well as effective onboarding strategies, a company 
can ensure that it will be ready in 2020 when its workforce shifts to Gen Y.  
 
 
 
APPENDIX A  
 
THE FOUR C’S  
 
1. Compliance: is the lowest level and includes teaching employees basic legal and policy-
related rules and regulations.  
2. Clarification: refers to ensuring that employees understand their new jobs and all related 
expectations. 
3. Culture: is a broad category that includes providing employees with a sense of organizational 
norms—both formal and informal. 
4. Connection: refers to the vital interpersonal relationships and information networks that new 
employees must establish. 
 
 
APPENDIX B  
 
The chart below indicates which of the four C’s have been achieved through different onboarding 
strategies. The most intricate and successful strategy is the proactive strategy.5 
 
 
Onboarding 
Strategy 
Level 
Compliance Clarification Culture Connection 
1) Passive YES SOME LITTLE/NONE LITTLE/NONE 
2) High  
Potential YES YES SOME SOME 
3) Proactive YES YES YES YES 
 
 
 
 
 
 
 
 
Cited References 
1. Lykins, L., & Pace, A. (2013). Mastering Millennial Leadership Development. Training + 
Development, 42-45. 
 
2. Munro, C. R. (2012). Preparing the Next Generation of Leaders: The Emerging Organizational 
Landscape with Generation Y at the Helm. Royal Roads University.  
 
3. Procter & Gamble Website (2014). Leadership Development: Built from within. Retrieved at 
https://www.pg.com/en_US/company/purpose_people/leadership_development.shtml 
 
4. Johnson & Johnson Website (2014). Careers: Leadership Development Program. Retrieved at 
http://careers.jnj.com/leadership-development-programs 
 
5. Bauer, T. N. (2010). Onboarding New Employees: Maximizing Success. Society for Human 
Resource Management. 1-17. 
 


Are There Any Best Practices for Developing Gen Y/Young Professionals?

According to U.S. Census Data, each year 1 million Millennials enter the workforce; nearly 40 percent of the U.S. workforce will be Millennials by 2020. Characterized as remarkably different from Baby Boomers, Gen Y is facing many challenges when it comes to leadership roles. Gen Y leaders are expected to refocus organizations as global forces, develop cultural intelligence, develop strategic thinking and decision-making intelligence, and nurture long-term collaboration.2 Development programs specifically designed for Millennials are necessary to fill the gaps, and are powerful tools for attracting and retaining top young professionals.Are_There_Any_Best_Practices_for_Developing_Gen_Y_Employees_as_Well_as_Best_Practices_for_Onboarding.pdf: 2096 downloads, before Oct. 1, 2020

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