Here are the top news stories in talent & organization from this week.

Talent management in the millennial era

With the rising number of millennials in the workforce, traditional training concepts are becoming increasingly obsolete, argues Karthik Nagendra. “In the millennial era, the old-school approach of training using presentation slides has given way to life-long experiential learning and coaching,” he writes in a People Matters blog post. “Coaching millennials through role play, gamification, behavioral therapy, and social learning not only improves engagement and knowledge retention but also bolsters creativity and innovation.” Nagendra claims the best way to coach millennial workers is one that is interspersed with experiential learning to facilitate introspection and collaboration. “Executive coaching is increasingly emerging as a comprehensive and robust approach to ensure executives are adequately groomed to transform their millennial staff and boost productivity in the workplace,” he writes. “As the learning and development function becomes increasingly personalized, one can expect organizations to bring in scientifically trained external coaches to help employees chart their learning journeys and objectively provide sensitive feedback.”

Shared responsibility in the workplace

From taking notes at meetings to planning holiday and birthday celebrations at the office, women are 48 percent more likely than men to volunteer for thankless office tasks, which should be a lesson for encouraging shared responsibility in the workplace, according to Jim Ludema and Amber Johnson. “These sorts of responsibilities are called non-promotable tasks,” they write in Forbes. “Leaders don’t move up a rung on the ladder because they take good meeting notes, remember to unload the dishwasher in the break room, or keep the paper stocked in the copy machine.” The authors derive three lessons from this grim picture: 1. Men need to do their fair share. 2. Leaders need to create a fair process. 3. Leaders need to build a culture of shared responsibility. “Rather than taking advantage of the kindness of a few teammates, a culture of shared responsibility says it is everyone’s job to serve the team,” they write. “That is about more than just getting the break room refrigerator cleaned out; it’s about having each other’s back, sharing each other’s burdens, and moving the organization forward faster, together.”

Micro-internships can solve hiring problems

Micro-internships are a natural extension of the gig economy and can solve a myriad of hiring and recruiting problems for candidates and employers alike, claims Jeff Haden. “Unlike a traditional internship, a micro-internship is like a freelance project: The average ranges from 5 to 40 hours of work with a timeline of a week to a month,” he writes in this Inc. blog post. “The model basically layers the gig economy into hiring and recruiting, not only broadening the pool of candidates but giving companies a way to evaluate the skills, reliability, and work ethic of potential full-time employees.” Haden believes that in the best-case scenario, a student will do 10 to 30 micro-internships while they’re in college so they can home in on their passion and develop a portfolio that demonstrates complexity and competency. Further, he argues that it would help a candidate not only convey their skills but also demonstrate why they’re confident the job is the right role for them. “Which means they’re much less likely to leave after six months,” he writes. “Micro-internships are a perfect way (for companies) to connect with the kids with the skills they need—and for kids to connect with companies that may not otherwise have ever met them.”

Employees as marketing assets for banks of all sizes

While the debate on the fate of local bank branches continues, Dave Martin advises banks to step up their internal marketing efforts. “Banks of all sizes, but especially smaller operations, need to help their team members realize and/or remember what makes them a uniquely better banking choice in their markets,” he writes in American Banker. “This must go beyond simply redistributing the mission statement. In many ways, a bank’s own employees are its most important target market.” For Martin, it’s a healthy reality check. “If a bank’s leadership cannot clearly explain to its own team what makes their bank the best choice in their markets, it’s hard to expect teams to be able to make the case to others,” he writes. “The goal is not to pretend that new or bigger competitors aren’t a threat. Denial isn’t a strategy. It’s also not about pretending to be something you are not.”

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