Aderant kicked off a graduate program five years ago. William Davis, head of NZ operations for the legal software provider, talks about lessons learned on how both sides – the graduates and the enterprise – benefit from the program.
Ensure the CIO plays a critical role in each, says Manoj Menon of Frost & Sullivan.
Generation Y is a complicated bunch. Many millennials are over-educated, under-employed and carry debt greater than their annual salaries -- yet your future hinges on them. Whether you need to hire them or sell to them, this infographic looks at common traits of millennials as both employees and consumers.
If your company's video technology strategy isn't up to par, you could be losing out on top talent, especially as the next generation of executives comes into their own.
Let's get something straight: Gen-Y wants to work with you, not for you. Yes, its members have short attention spans, their attention to detail is poor, and they expect instant access to any level of the organisation. But they also have abundant energy, they are IT savvy, and they want to work for organisations that are ethical. One final thing: they are ambitious.
If you're the type of manager who can't deal with such mercurial types then there are rough days ahead.
More and more employees wish their companies would give them Macs. After all, Macs are powerful, sleek-looking machines that also run iTunes and Guitar Hero.
Yet Macs at work have their own quirks. Just ask Tom Kelly of Healthcare IP Partners, a 60-employee technology service provider for hospitals. He led a sweeping effort to bring Macs into a Windows-only enterprise a couple of years ago.
Collaboration is a very human characteristic. Many groups have a natural preference for defining themselves by working together peer-to-peer, rather than acting solely on commands from a higher level in a hierarchy. It is hardly surprising that the tendency should be reflected in the commercial (or public good) enterprise, when a collaborative structure is feasible.
In collaboration, it can be argued, the talents of each member of the group are more easily released to complement one another for the common good, rather than suppressed by their being treated as interchangeable drones in the hive, limited by their job description.
Toothless enforcement of IT usage policies leave CIOs two choices: Prepare for Gen Y to ignore the rules or show them some tough love, according to a report from IT World Canada and Harris/Decima.
The fallout from ignoring the CIO isn't great, according to Freedom to Compute: The Empowerment of Generation Y, which says 90 per cent of Gen Y workers have suffered any consequences for bypassing policies. None of them have been fired for it. Seven per cent said they didn't know if repercussions even exist. "
You'd think Generation Y professionals would be the least equipped to weather a recession and layoffs. After all, this is the generation whose "helicopter parents" hovered over their every move, catered to their every caprice and taught them that they were all winners.
A new wave of consumers from the millennial generation - consumers born between 1982 and 2001 - is causing a stir among companies. Most enterprises are struggling with how to adapt their businesses to serve these younger customers, according to a new global survey.
The survey was done by the Economist Intelligence Unit (EIU) and Genesys, an Alcatel-Lucent company. EIU is the business-to-business arm of The Economist Group, which publishes The Economist newspaper.
People are spending more time with their mobile phones than ever before and it's eating into personal lives.
More people are also downloading adult entertainment to the palm of their hand.
Envious of younger colleagues able to carry on a conversation while tapping out an email and listening to their iPod?
Don't be. Scientists now think humans cannot really multitask. Your colleague is actually switching his or her attention between you, the computer screen and the iPod. And recent brain-scanning experiments suggest this rapid switching may come at a cost.
Most people have an image in their minds of the ideal work environment, tailored to meet their financial, intellectual and social needs, but a majority of people probably don't leave their homes every day expecting to work in that fantasy realm. Yet recent survey results suggest that young IT workers might not be able to distinguish reality from fantasy when they enter the workplace.
Recently a staffing firm revealed that a majority of IT managers cited employees between the ages of 18 and 31 as the biggest challenge in terms of retention. The topic raised the question: Is IT behind the times in its expectations of young talent? Or as the survey suggests: Are workers just entering the workforce disillusioned about the reality of today's IT-related employment options?