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MANAGEMENT
4. Bend a Little — or a Lot
Today’s work is much less likely to stay at work, seeping into off hours,
weekends, and even vacations. In light of the growing overlap, employ-
ees now expect more flexibility in return. A four-day work week, part-time
arrangements and flextime, working from home, and varying starting and
ending times are examples of arrangements that are strongly linked to
improved performance and employee retention.
According to a 2017 Deloitte survey, millennials in organizations
that offer a high degree of flexibility in working arrangements report
higher levels of loyalty. In highly flexible working environments, the dif-
ference between those who see themselves leaving within two years
(35 percent) is just two points above those anticipating to stay beyond
five years (33 percent) — but among those in the least-flexible organi-
zations, there is an 18-point gap (45 percent versus 27 percent).
“Employees are asking us to be more flexible in how jobs are
designed and recognizing that people only have one life,” Frank says.
“We have to fit everything into 24 hours, including all the things that are
important to us. But balance is a very personal issue and could mean
different things to different people. You have to have an individualized
and personal discussion.”
She cites letting an employee leave early on Wednesdays so that
parent can attend a child’s baseball game as an example of helping
an employee to balance work and home. “Understanding what people
need and doing your best to accommodate that is one of the most
effective things you can do,” she says.
5. Be Responsible
According to the 2016 Cone Communications Millennial Employee
Engagement Study, 76 percent of millennials consider a company’s
social and environmental commitments when deciding where to work,
and 64 percent won’t take a job if a potential employer doesn’t have
strong corporate social responsibility practices.
Organizations with a strong sense of purpose and a values-driven
culture will likely attract more than their fair share of these employees,
helping set them apart from their competitors. “They to want to work
in an organization that has a bigger purpose,” Frank says. “They also
want to know how what they are doing contributes to good, whether
that is good in their community, or providing an incredible experi-
ence to guests and helping them to create memories with family and
friends.”
Judy Kenninger, RRP, is principal of Kenninger Communications and has been writ-
ing about the vacation real estate industry for nearly two decades.
Millennials in
organizations
that offer a
high degree
of flexibility
in working
arrangements
report higher
levels of
loyalty.
To advertise in Interval World magazine, contact Nicole Meck at 949-470-8324;
For information on consumer advertising opportunities in Europe, contact Annie Mercer at
44 (0) 20 8336 9581; .
In Asia/Pacific, contact Fizah Ibrahim at 65 6318 2510;
When you advertise in Interval World ® magazine,
your message will reach 1.3 million travel-savvy
consumers in the U.S., Canada, and Caribbean.
Have readers.
Will travel.
THEY LOVE VACATION OWNERSHIP.
More than 85 percent are satisfied with the product.
THEY WANT MORE.
Nearly 20 percent express an interest in purchasing
additional resort weeks.
THEY ARE AFFLUENT.
Interval members report an average household income
of $121,550 per year.
THEY TRAVEL — A LOT.
Interval members take more land trips and cruises,
and rent more cars than the general U.S. population.