Elder Millenials Are The Most Resilient Generation
Technically, I’m a Millennial. According to the Pew Research Center, anyone born between 1981 and 1996 is a Millennial, and I was born during those years …but on the early side. So close to the early side, in fact, that in some descriptions of Millennial birth years, my year isn’t included, which would make me part of Gen X.
I prefer to think of myself, and the millions of others born in the very late 1970s and very early 1980s, as an Elder Millennial, a term I first heard on a Netflix special by comedian Iliza Shlesinger aptly titled, Elder Millennial. Because yes, I love a good slice of avocado toast, but I know the pure frustration of being kicked off AOL Instant Messenger because someone in my house picked up the landline (yes, a landline!). I stream music and have no patience if something takes more than four seconds to load, but somewhere in a box I have tapes with songs painstakingly recorded from the radio and burned CDs titled “Best Road Trip Mix Ever 12.”
Every generation is shaped by a significant event and then defined by that shaping event, whether fairly or not. The Baby Boomers grew up in the era of Post World War II optimism, while the Gen X-ers became adults alongside the rise of personal computing and Millenials came of age with a phone in their hands…
4 ways to build organisational resilience
In order to prepare for the unforeseen, the military branches have developed highly trained, distributed teams that are enabled and empowered by coordination and data. We need to consider such a model in HR.
Traditional HR was seen as a low-cost, high-value service function—one that responded to employee needs and delivered services at scale. This is not the optimum model in a crisis. We need to distribute authority fast, make sure teams have the capabilities needed and coordinate the response.
Early this year, the senior executives of a global retailer heard from HR leaders in Italy and China that they were letting employees go because customers were not patronizing the stores. The company empowered local teams to shut down operations and quickly shared this firsthand information so others could act…