Issue link: https://read.dmtmag.com/i/737157
Most vocational tech programs welcome mentors from the construction and trucking industry and many companies extend their outreach to high school age students. Scott Hughes, president of Lakeview Rock Products in North Salt Lake, Utah, is particu- larly involved in recruiting students through appearances at local high schools and colleges. "We're trying to show young people that the successful pathway to construction or trucking is not always mud and dirt and hard labor," Hughes says. "In today's world, trying to manage time, materials and labor is as much a part of the solution for a building proj- ect as being able pound nails and pour con- crete," he says. He believes in offering kids who many not be college-bound the opportu- nity to at least hear the choices available. As the story of crippling college debt con- tinues to worry students and parents, the vocational options are gaining new respect. Inclusive workforce Diversity rates are extremely high with millen- nials and is something they factor into their decisions about where to work. An inclusive environment is a must because they want to work in a place where employees are respected regardless of their age, gender, ethnicity, religion, sexual orientation, etc. And there's an additional bonus for you. Studies have shown a diverse workforce results in economic growth and lower employee turnover. McKinsey & Company, a global management-consulting fi rm, found companies in the top quartile for both gen- der and ethnic diversity are 35 percent more likely to have above-average fi nancial returns. At the Truckload Carriers Association's WorkForce Builders Conference, Jane Jazrawy, CEO of CarriersEdge, a provider of online safety and compliance training, dis- cussed the attributes of "Best Fleets," as determined through a survey by TCA and CarriersEdge. Bulk Transporter reported her comments: "Some of the Best Fleets have bilingual staff that includes driver supervisors, recruiters and trainers, as well as payroll and safety personnel. They also work with drivers to make accommodations for particular reli- gious beliefs, for instance allowing drivers to be home on certain days or not handling products like alcohol or pork." Corporate values and community service This all plays into the type of culture you proj- ect to prospective employees. Millennials look for workplaces with cultures they approve of and will fi t into. Share your corpo- rate values, especially in the areas of employee participation in decision-making, opportunities for employees to express them- selves, ways employees are recognized and rewarded, possible career paths and your company's community involvement. Giving back and being part of some greater good is high on millennials' wish lists. In fact, more than half of millennials surveyed by Achieve Consulting Inc., an HR solutions pro- vider, said a company's charitable work infl u- enced their decision to accept a job offer. However, only 39 percent said the company discussed its charitable work during the interview. "Companies need to be much more forth- coming about those initiatives by using social networks as well as the company website," says Derrick Feldman, president of Achieve Consulting. The report also found 47 percent of millen- nials had independently volunteered with a nonprofi t in the past month and 57 percent want their employers to offer more company- wide service days. Volunteerism ranked third behind an organization's primary purpose and workplace culture in terms of importance to millennial workers. 1 0 | BULLDOG | 2 0 1 6 V 2 COVER STORY Quick Facts About Millennials 56% won't accept a job where social media is banned 89% prefer to choose when and where they work rather than being placed in a 9-to-5 job 64% ask about social- media policies during the job interview 45% choose workplace fl exibility over pay 38% are bilingual 43% are nonwhite 80% prefer feedback in real time 65% say personal development is a major factor in choosing a job Source: Onward Search and North Carolina Kenan-Flagler Business School research