The Role of Academicians

in Today’s Generation:
THE NEXT GENERATION LEADERS
IIEE 44th Annual National Convention: Educators Forum
November 29, 2019
SMX MOA, Pasay City

By: Dr. May Rose C. Imperial

 PRESENTATION OUTLINE

MILLENIAL &
GENERATION Z 01
QUALITIES CREATING A POSITIVE
02 CULTURE
COPING UP WITH
THEIR CULTURE 03
 Millenials Workforce
2018 Labor and Employment Estimates*
# of Employed 41.1 M
Construction(%) 9.4
Information & Communications (%) 1.0

Major Occupation (%)

Managers 16.0 India 50% Phil > 50%
Professionals 5.5
Technicians & Associate Professionals 4.0
AUS 50%

Labor Force Participation (%) 60.9

15 y/o & above 71.3M

*Source: Philippine Statistics Authority, Annual Labor and Employment Estimates for 2018
SECTION BREAK
MILLENIAL QUALITIES
Insert the title of your subtitle Here
They like to be in control
- do not want to be bound by traditional
schedules
- do not want to sit in a classroom to
learn or in an office to work
- prefers to use technology to study any
time of the day or night
- telecommute from anywhere in the
world and define “balance” in their own
individual ways
They like choice
- use technology to complete
tasks in new and creative ways
- their need for alternative
methods to complete tasks
presents challenges when
using traditional measurements
to define productivity
They like group-oriented and
social
- constantly network socially
- they travel in packs, shopping and
playing together
- they seek opportunities to identify
with other individuals on a smaller
scale
- they are highly collaborative;
sharing what they learn with others
actually helps them create their
own personal identities
They are inclusive
- they have taught to be tolerant
of all races,religions and sexual
orientations
- they are not limited by the
information available instead
they use the internet to search
for information
They are practiced user of
technology.
- ICT has always been part of their
lives, and because of this access,
Millennials naturally gravitate to it
- they can perform more functions
with the mobile phones, handheld
devices
- they have developed their own
language
- they voice out their opinions in
ways that were not available in the
past
They think differently.
- they simply accept
technology, adapt it
and use it
- example:
when researching a
topic, a Millennial
simply “Googles” it.
They are more likely to take
risks.
- the dot-com boom of the late
1990’s resulted when early
millennials shared a common
mentality: “If this doesn’t work
out, we’ll try again.”
- some found wealth as a result
; others tried and tried again.
Their parents do not think this
way and are not as likely to
take repeated and similar risks.
They value time off because they
view life as uncertain.
- they have events like shooting massacre,
terrorists attacks on FB live. As a result of
these tragedies, they view life differently.
- They observe their parents working hard
in anticipation of earning a certain status or
achievement level before taking a break.
- They want their own time – and when it
is free – to be dictated according to their
own terms.
 Diligent Worker?!
Recent studies [Corget,et.al] have shown that despite crucially needing
the creative talent of millenials organizations have been reluctant to hire
young workers because of their supposed diligence.
 Millenial Perspective on Work

01 02
Preference for flat corporate culture Work life Balance

03
Social Consciousness
 Positive Work-related Qualities

Can Work well with Motivated to have an Favor Open

teams Impact Communication
 Work Engagement

• Average of about 3 years Will work up to 17 different Managers need to focus on Effective
• 4 months in a job employers in their lives Recruitment and how to stay engaged
with them through their careers.
Creating a Positive Culture
The Top 1. I feel I am valued in the organization
5 Drivers 2. I have confidence in the leadership
of this organization
Millenial 3. I like the type of work that I do
Employee 4. Most days, I feel I have made a
progress at work
Engagement 5.This organization treats me like a
person, not a number
 1. I feel I am valued in the 1. Sense of belonging

Millenials’ organization
2. I have confidence in 2. A boss and co-

Motivations the leadership of this

organization
workers they like

3. I like the type of work 3. Challenging work that

that I do pushes them to grow
4. Most days, I feel I 4. A mission or purpose
have made a progress they believe in or want
at work to support
5. This organization 5. Compensation and
treats me like a person, benefits
not a number
Recruitment

What Matters Most

at Work?
- Ability to make impact : 23%
- A clear path for advancement : 20%
- Income : 13 %

Source: http://kornferry.com
 Non-Monetary Rewards:
Work-life balance/flexibility
Millennial workers are interested in flexible career
paths because their priority is work-life balance.
The Deloitte Millennial Survey found that flexible
hours within a permanent working schedule was
key to retaining and engaging workers
Corporate Social Responsibility
& Values Alignment

64% of Millennials
would take a 60%
pay cut to pursue
a career path
aligned with their
passions.
Culture: Teamwork & Collaboration

Millennials want to be able to work in the way that suits them best. Extensive
technology use means that the line between work and home is blurred, although many
would still prefer to work in an office than alone.

Include more group-based learning and project groups experienced in school and
because they often socialize in groups as well.
 Training and Development:
Opportunities for Progress

Millennials have specific expectations when it comes to learning and career

development. Career progression is their top priority. Many also respond well to
mentoring by older employees and they would like to see their boss as a coach who
supports them in their personal development.
Their
Definition
of
Success
They like
to
Travel a
lot!
♦️ Coping up with their Culture
Top
Interests
5. Some Millennials will not pursue post-
secondary education
- When formal education is not of interest, they move into career clusters which provide skills
education, rather than academics.
- Must set clear,
realistic,
attainable
expectations
for success.

- For clarity –
provide rubrics
In the classroom, allow students to
complete portions of assignments
and submit them for review.

Give them opportunities to correct

work and resubmit it.

Be patient with their attempts,

allowing students to learn from their
mistakes and try again.
- Physically arrange
classrooms to allow for
collaboration and idea
sharing.

- Assign tasks and

evaluate students as
groups.
- Students need to
understand where they
are on the pathway
toward their goal and
must be able to see the
big picture.
- Show how specific skills
are relevant to jobs.
- Immediately see the impacts of their actions.
- Provide immediate, useful feedback and
meaningful assessments
- Help students value their learning and how it
impacts their environment
- Allow students to
perform as different
characters or roles.
- Give them opportunities
to explore and move
out of their comfort
zones.
Learning to identify patterns to
solve problems and make logical
decisions helps students cultivate
higher-level thinking skills.
Requirements Video-game Design
Well-defined goals Players must understand the desired
outcome of a game and how to play.
Patience Players may perform tasks repeatedly if
necessary.
Tracking Games are organized in levels and point
values of accomplishments are known.
Change Games keep moving, and players keep
progressing.
Personalization Players customize each game experience by
playing as different characters; they enjoy a
different experience every time they play.
Learning Design
Learning objectives are clear.
Students may redo assignments repeatedly if necessary.
Students see progress at every level and as a whole.
Students divide large tasks to learn time management
and to progress toward goal achievement.
Students explore different roles, which are shaped by
their interests, to discover strengths and achieve goals.

Immediate Players see impacts of actions immediately. Teachers provide immediate/useful feedback and
consequences meaningful, formative and diagnostic assessments.
Patterns Players experience success because the The learning environment makes sense.
game is predictable.
May Rose C. Imperial, Ph.D., PECE, ASEAN Eng, ACPE
Chair, CHED TC ECE
Member, PRC CPD Council for ECE
Secretary, PTC Women Engineers Network

Senior Director for Academic Services

FEU Institute of Technology
mrcimperial.iecep@gmail.com

Thank you!
 Sources:
10 Tips for Millennial Marketing. (n.d.) Retrieved from https://www.entrepreneur.com/article/287905

Corget, B., Gonzalez, R., Mateo, R. 2015. Cognitive Reflection and the Diligent Worker: An Experimental Study of Millennials.D
OI:10.1371/journal.pone.0141243

Xuanfang Hou. 2017.Multilevel Influence of Destructive Leadership on Millennial Generation Employees Innovative Behavior. S
ocial Behavior and Personality. Scientific Journal Publishers Limited. https://doi.org/10.2224/sbp.6117

Cristina Calvo-Porral, Rogeio Pesqueira-Sanchez, Andrés Faiña Medin (2018): A Clustered-Based Categorozation of Millenials i
n their Technology Behavior, International Journal of Human-Computer Interaction, DOI:10.1080/10447318.1451429

http://kornferry.com

Philippine Statistics Authority: Annual Labor & Employment Estimates for 2018 & 2017

Rappler Online Survey on Millennials 2016