SYRACUSE — Millennial employees are “high energy” and provide “many diverse viewpoints and ideas,” says Adam Marinelli, professional-development coordinator at Terakeet. The firm describes itself as a company focused on “engagement marketing technologies,” located at 318 S. Clinton St. in the Neal & Hyde Building in Syracuse’s Armory Square. Terakeet’s clients include Atlanta–based Coca-Cola Company […]
SYRACUSE — Millennial employees are “high energy” and provide “many diverse viewpoints and ideas,” says Adam Marinelli, professional-development coordinator at Terakeet.
The firm describes itself as a company focused on “engagement marketing technologies,” located at 318 S. Clinton St. in the Neal & Hyde Building in Syracuse’s Armory Square.
Terakeet’s clients include Atlanta–based Coca-Cola Company (NYSE: KO) and New York City–based NBCUniversal, according to its website.
Marinelli was part of a roundtable discussion on millennials in the workplace held at CenterState CEO on March 24.
The discussion focused on the challenges and benefits of hiring and retaining millennials in the workplace.
Millennials are “so willing to learn and dig in,” says Marinelli. And with the aid of technology, he contends Terakeet is “breeding a lot of entrepreneurs that develop new ways of doing things.”
When asked about the challenges involved, he noted that any company wants to incorporate its employees’ viewpoints.
“… make sure that they impact the company’s growth in the best way possible,” he adds.
Terakeet employs about 155 people, the majority of whom work in its Syracuse office. Marinelli classifies the “majority” of the Terakeet workforce as millennials, with an average age in the mid-to-late 20s.
Workforce impact
Millennials now make up “more than half the workforce,” according to the Deloitte report “2016 Global Human Capital Trends.”
“…and they bring high expectations for a rewarding, purposeful work experience, constant learning and development opportunities, and dynamic career progression,” according to the report.
They’re part of the “demographic upheaval” that’s among the forces driving the “demand to reorganize and redesign institutions around the world.”
Deloitte based its report on more than 7,000 responses to a survey it conducted in more than 130 countries around the world.
The theme of this year’s report, “The new organization: Different by design,” reflects a “major” finding.
“After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organization itself, with 92 percent of survey participants rating this as a critical priority. The ‘new organization,’ as we call it, is built around highly empowered teams, driven by a new model of management, and led by a breed of younger, more globally diverse leaders,” Deloitte said in the report.
To lead this “shift toward the new organization,” Deloitte said CEOs and HR leaders are focused on “understanding and creating a shared culture, designing a work environment that engages people, and constructing a new model of leadership and career development.”
The report also went on to conclude that executives are “embracing” digital technologies to “reinvent the workplace,” focusing on diversity and inclusion as a business strategy, and “realizing that, without a strong learning culture, they will not succeed,” the report said.
Contact Reinhardt at ereinhardt@cnybj.com
