Women in Business, Part I

Women in Business Part 1
By Cherie Shepard, Director of Packaging & Material Handling, DRI

Direct Recruiters and Direct Consulting Associates recently created a Women’s Organization. While the idea of establishing a women’s group may sound very 1970’s; beginning our Women’s Group is far from exchanging recipes, diets or “how to’s” of child rearing. We didn’t begin this organization to divide ourselves from the men in our company (no they are not included). We did it to give us a chance to bond and grow personally and professionally. We want to encourage our employees to feel a part of our company and to develop the skills to speak in a public open format which can be a short fall of women in business. We each bring a unique set of skills, life events and experiences that offer new ideas and discussions.

When starting a women’s group it is important to establish some ground rules and plans of action to make it successful.

1) Have a plan of action at each meeting

We are extremely fortunate. We have a culture where there is a good deal of comradery together with a lot of fun. For this reason we know we had to have an agenda for our meetings. We want to make sure we stay on task and on time. Let’s face it we all have jobs to do and having a meeting where we just keep circling around no specific idea is a time stealer. Prior to our meeting we send an article, video or podcast to the group to be viewed ahead of time. This gives us a poignant conversation piece to bring to the discussion.

2) Meetings are not an open forum to complain about your company or management

Any time a group of employees gets together, whether it is over lunch or drinks, the topic of conversation can move toward the negative. Our goal is if there is a situation that is frustrating for one or more of us we discuss it; having our conversations become negative is counterproductive to the success of our organization. Situations that arise can produce suggestions to fix a problem; they also open a non-judgmental forum and help bring clarity to an experience.

3) Make it fun

Just because we are at work and we are professionals we still want to enjoy ourselves. Most of us are not golfers or basketball players. Shocking but true. So we don’t have the same bonding times that these activities offer. So we try to schedule our meetings around other things. Some ideas are a picnic, a wine tasting and a painting party for starters. Even something as simple as walking during our lunch break for some physical activity enables us to get together and connect.

What ideas do you have for a group like this in your organization?

(Stay tuned for Part 2 on how this type of group can benefit your company)

Knowledge to Build On by Guest Blogger, Alex Goodman, Freshman at University of Wisconsin

Doing my high school senior project at Direct Recruiters Incorporated, or DRI, I wasn’t quite sure what to expect. Sure, I had an elementary concept of the recruiting. However, walking in on the first day I was determined to find out more. My sponsor, David Peterson, Managing Partner, made sure I did just that. After picking his brain, I learned how complex and difficult recruiting really is. Essentially, there is a set process of finding, calling, and acquiring passive candidates. The complexity arises in the fact that DRI’s candidates are basically their “products” to client companies, and in this industry the “products” can say no to job opportunities or say yes at first only to change their minds later. It is up to the recruiters to think on their feet, have their best interests at heart, be empathetic, and personable all in an effort to move a well-settled candidate into a new job.

After having this long and interesting talk with David, I shadowed and listened in on his current projects along with his team.  I did this nearly every day that I came into the office and was impressed. The skills that he explained to me in the initial conversation were demonstrated in real life and in real-time. Not only that, but I felt the personable vibe of the conversation along with the necessary business vibe just by being in the same room.

As the days went on, I decided that it was time to put my knowledge to the test. After discussing possible phone projects with David, he and his other co-workers came up with some ideas. They gave me a list of people, a phone, and a script with basic questions to ask potential candidates. Without hesitation, I dialed a number and tried to read the script to a real person; I froze immediately. I was nervous, robotic, and lost for words when dealing with these people. The workers at DRI truly made it look easy. However, they assured me it was totally normal considering I had no formal training and had me call more people. By the end of the two weeks of the project, I was flowing through the script and even was able to make small talk to these total strangers.

Lastly, the aura of DRI’s office was nothing short of friendly. When I arrived, David took me on a tour of the office and had me greet most of the employees. Every time, I was given a firm handshake and a warm hello. And every day after that, the people I passed in the office continued that homey vibe. On occasion, I was even able to sit down and have a casual conversation with other workers. Also, I had the privilege to sit down with the President and Marketing Manager separately. These two were extremely knowledgeable and were able to answer every single business, and even life question, I asked.

My experience at DRI can be summed up in one word: Valuable. I learned more about business than I ever could in a textbook, participated in recruiting, and even networking. From the work I did, to the lessons learned, I enjoyed every day of my senior project. I was not only exposed to the dynamic world of recruiting, but also to a vital base of knowledge that I can only build on.

5 Reasons Social Media is a Must When Job Hunting

By Matthew Cohen, Energy Management Practice Leader, DRI

Everyone knows the traditional ways of looking for career opportunities including career websites, job boards, job fairs, and cold calling hiring authorities. These have been the accepted practices in job hunting for years.  However, in recent times, social media has become an increasingly valuable tool for candidates looking for new opportunities as well as hiring authorities and companies looking for top talent.

With that in mind, here are 5 big reasons why social media is a must when making a career move:

  1. Creating a Digital Footprint- Just like paying your credit card on time helps you build financial credit, having a track record on social media can be valuable when prospective employers perform due diligence on prospective hires.  Your Facebook and Twitter are not just for vacation pictures, but are areas where you can post content that you are passionate about and can also relate to your chosen profession.  Use LinkedIn to find out information about people before you meet them as well as grow your network.
  1. Companies Respond on Social Media- Organizations that market themselves to the masses are more than ever relying on social media as a marketing and hiring tool. Hiring authorities and corporate recruiters are more likely to respond to direct messages on Facebook, Twitter, and LinkedIn than traditional ways of reaching out to prospective hires.
  1. Job Posts on Social Media- Companies not only use social media to brand themselves, but increasingly use many social media platforms to post in-demand jobs. If you follow organizations that you may be interested in working for, you are more likely to discover open positions and they’re more likely to discover you. Companies have found that social media recruitment allows them to cast a wider net.
  1. Demonstrates Tech Savviness- Employers are putting a greater emphasis on the use of technology. Having experience on social media shows prospective employers a candidate is aware of the latest trends in technology and is tech-savvy. Therefore, you need to stay on top of relevant technology and social media platforms or you will be considered a dinosaur.
  1. Networking Opportunities- Even when not actively looking for a job, networking with professionals on social media can be a valuable investment in your future. Following executives on Twitter, LinkedIn and Facebook can pay dividends when the time comes to discuss your next opportunity. In addition, utilizing social media provides you with the opportunity to stay in touch with colleagues who can lead you to their connections and possible career openings.

I would like to hear from you on how social media played a role in your recent job search. Please post your comments below.

Critical Tactics for Job Hopping

By Barb Miller, Marketing Manager, DRI & DCA

Job hopping is becoming more readily accepted in today’s workforce. The stigma of not staying in one position or at one company for very long, is fading away.  According to Mashable, 18 months is now the socially accepted minimum for staying at a job. In the past, staying for only 18 months would trigger a negative reaction and employers would ask for a reasonable explanation such as a company layoff or plant closing.

In May 2014, Career Builder surveyed 2,138 hiring managers and HR professionals and 55% have hired job hoppers and nearly one-third have come to expect workers to job hop. In fact, the stats show that by the age of 35, 25% of workers have held five jobs or more. For workers ages 55 and older, 20% have held ten jobs or more.

As you map out your career strategy that includes stops at several employers, there are a few critical tactics you should think about:

Have a large, resourceful network. Social and professional networks are more active, wide-reaching, and influential than ever before. Networking is vital in today’s competitive market.

Keep your range of skills honed. With each new position comes a new set of challenges. Take full advantage of development opportunities and be willing to learn from other respected professionals in your industry.

Know what you want to get out of every job change. Before making a move, have an explicit understanding of what the new position will add to your experience base, mastery, and personal maturity and satisfaction.

Your next move must be rational. Have a plausible explanation for each move you make. Employers will want to know why you are making a job change. Stay away from saying things like “it sounded like a good idea at the time” or you’ll raise eyebrows.

Be prepared to stay in each job long enough to learn something. This is where 18 months comes into play again. Staying 18 months is considered acceptable and usually the point at which you develop new skills, receive your first formal employee review, and possibly a salary increase.

You are what you were last.  Your most recent job and resume reflects your career path and what you want to do with your life.  When meeting a potential new employer, don’t veer from your story. Your resume and how you answer interview questions, should be in sync.

If you would like to mention another critical tactic when job hopping, please comment below.

A Look Back at HIMSS 2015 by Norman Volsky, Director of Mobile IT Practice, DRI

BLM999_NORM VOLSKI_B_4X5Last week I attended the annual HIMSS conference in Chicago. It was an exceptional event with world class speakers, the latest in HIT products and services and great networking opportunities.

While there, I met with executives at numerous Healthcare IT companies. Below are specific companies I met with that were doing some very unique and innovative things that I felt were noteworthy:


Mobile platform designed to help patients follow their customized care plan. Healarium has 15 ready-to-use condition based care plans (30,000 completed by patients).


Patient Engagement solution specifically geared towards Surgery. The platform delivers customized clinical programs for pre-op and post-op patient engagement, data collection and monitoring across surgical episodes of care.


Cloud-based system that is an open ecosystem for medical devices and applications, enabling end-to-end wireless connectivity allowing medical device users and their   physicians/caregivers to easily access biometric data. This platform is a turnkey solution to monitor high risk patients in a home setting. During the Keynote address, Walgreens announced their partnership with Qualcomm Life. Qualcomm also recently announced a strategic relationship with Cerner.


Visual Clinical Decision Support tool that allows physicians to enter a patient’s symptoms and information to help them diagnose rare diseases. VisualDx has been getting a lot of interest from EMR vendors from an integration standpoint due to new Smart on FHIR API Integration capabilities. Here is a great article that was written about the company recently: http://www.wired.com/2015/04/visualdx/


“Automates Fantastic” is the company’s slogan in regards to its high touch cloud-based Patient Engagement platform. Healthloop strives to help Health Systems, IDN’s and Practices provide quality care to its patients and improve the overall patient experience. Healthloop has recently earned a Net Promoter score as good or better than Apple which shows how much its users like and adopt its second-to-none design.


Focused on Prescriptive Digital Health by providing access to over 100,000 apps and helping Providers, Employers and Payers prescribe the appropriate apps to the consumer based on their condition. Helps facilitate communication between consumers and their healthcare sponsors at the point of care. SocialWellth announced a new “Wellth Chips” program at HIMSS to incentivize consumers to use its platform.


Behavior based software solution that detects and eliminates prescription errors. Similar to fraud detection in the credit card industry, MedAware takes EMR data, builds a mathematical model which represents real-world treatment patterns and detects when a prescription largely deviates from the standard treatment spectrum.


Nurse Call system that does not need middleware to be able to function. Combines Secure Messaging, RTLS, Real Time Dashboards and Reporting and Clinical Workflow Escalations to allow hospitals to improve patient satisfaction, enhance outcomes and drive down costs.


Communication platform that allows two-way message, call and video chat (both patient-to-physician and physician-to-physician). PingMD helps build a “professional dynamic network” so that physicians can give effective referrals. PingMD helps care teams manage a patient’s treatment.


Alarm Management vendor that has built a next generation mobile platform that has been getting significant traction recently. Its open architecture allows seamless interoperability. Extension manages alarms, alerts and secure texting all under one umbrella to reduce alarm and interruption fatigue to improve workflow, response time and patient satisfaction.


mHealth prescribing platform trying to make sense of over 125K health apps and 1000’s of wearables and clinical devices. IMS’s goal is to help doctors know which apps will provide the best clinical outcomes for specific conditions allowing Providers and Health Plans to better manage their populations.


Mobile Interoperability platform that allows live remote monitoring enabling clinicians to access critical patient data whether they are inside or outside of the hospital. This innovative tool enables care collaboration and single workflow visualization to improve decision making. Airstrip’s goal is to provide clinicians with less overall data to quiet the “noise” but more actionable data to help treat patients effectively.


Real-Time Operational Intelligence vendor that focuses on RTLS/RFID, Asset Management, Workflow Management, Environmental Monitoring, Patient Safety and Infection Control. Having both a mobile and desktop platform, Intelligent InSites provides its customers with second to none analytics and dashboards to improve financial and operational efficiency, quality, regulatory compliance and patient satisfaction.

Overall the conference displayed state-of-the-art healthcare technology. The emerging solutions that the companies I met with have developed will undoubtedly change the way healthcare is provided. Most impressive, was the incredible passion of the people I met with for what their companies are doing to improve healthcare delivery. I feel so lucky to work in an industry where people are so passionate for what they are doing and truthfully, it is what drives me to wake up and come to work to talk to so many interesting people every day!

For more information about HIMSS 2015, contact Norman Volsky 440-996-0059 or nvolsky@directrecruiters.com

Matthew Cohen Interview Michael Best, VP of Software Operations at SClengery

Matthew Cohen, Energy Management Practice Leader with DRI, intervbest-michael-smiews Michael Best, VP of Software Operations at SCIenergy, who shares his insights on how best to overcome the many obstacles in the energy analytics space.best-michael-sm

The following interview was also featured on EnergyManagerToday.com. Click here to see the original article.

Overcoming Obstacles in the Energy Analytics Industry

The energy management software industry has transformed itself from a novelty to a necessity for building owners and managers in the last few years. The energy management software industry is thriving. It is moving quickly to adapt to a market that is experiencing exponential growth and building owners whose need for performance data has increased tenfold. I asked Michael Best, vice president of software operations for SCIenergy to share his insights on how best to overcome the many obstacles in the energy analytics space.

Matthew Cohen: How can an energy analytics company differentiate itself from its competitors in the current market?

Michael Best: Energy analytics on their own don’t actually change anything; they only give the information to change. End users that pay the fees to get analytics installed and configured need to be committed to make change. Energy analytics companies get the best results when they become the active energy managers for the end users and guide their customers with the help of the analytics to fix the most important things first and hold them accountable with constant communication and reports of their efforts. Once they see the success of their actions, they are much more likely to make policy change from that point forward. The value of an energy analytics company is its outcome, not just its software.

Matthew Cohen: What type of buildings are being underserved by energy intelligence software, and what can the industry do to change that?

Michael Best:
There are probably 80 percent of commercial real estate buildings in the market that do not have energy intelligence in them. The reasons could be…

  • There is no building management system (BMS) installed.
  • The value of the results of energy intelligence does not get acted upon.
  • There is no budget to do energy intelligence, fixes or retrofitting.

All of these problems can be overcome.

There are many ways to collect data from a building, such as a simple BMS system that provides scheduling, data collection and control. There are impressive documented savings for a building with a BMS versus those without a BMS.

The value in currency and in kWh from the data is vitally important to prioritize fixes, to show improvement and to measure and verify results.

If real-time miles per gallon is displayed in our vehicles, we change how aggressively we drive because we know it is hurting us in our pocket. This takes behavioral change and accountability. Likewise, if results are shown from energy intelligence and we do nothing, we will save nothing. Results need to be acted upon.

Matthew Cohen: As VP and a team leader, how do you attract and retain top-performing talent in the energy analytics space?

Michael Best:
HVAC is moving from being an old-school, manual industry to a “cool” big data industry and is starting to attract younger more technology driven industry.

The younger generation see energy big data analytics as a game changer for the environment, and that is driving the hiring process. The data side is also driving salaries a little higher, which helps retain talent. The sustainability side of buildings is attracting women to a traditionally male career, which is exciting as well.

Matthew Cohen:
What do you see as the next frontier for energy analytics?

Michael Best:
Integration to preventative maintenance or other CMMS systems via software application programming interfaces (API’s) is imperative and can bring additional checks and balances to help drive the behavioral changes needed.

The addition of the “Internet of Things” excites me immensely. Having the ability to add extra sensor data to analytics brings even more value. Being able to bring lighting, occupancy, plug loads, data center data, security, elevators, audio visual, parking, water management and irrigation, look up pricing, ADR and the smart grid using dashboards and digital signage to display the results in a meaningful non-confusing manner is the next frontier.

Doing all of this and not exposing the building to a security risk is of utmost importance, and one-way communication for the data outbound only is important. There should be no need to reach into a building to get the data, the building needs to send the data only; the rest is done in secure servers.

Matthew Cohen: As a leader in the industry, what is your biggest challenge in keeping pace with changes in technology?

Michael Best: We have only begun the big data analytics revolution, especially with all the additional potential sensors. I believe energy analytics companies can give time back to people running buildings by using technology, analytics and insight to drive savings and be their trusted technology advisors.

There are so many new technologies, new sensors, and communication protocols that they have no time to start to understand it. Let your analytics company do that for you and stay abreast with the growth explosion.

There are multiple barriers to adoption of new technologies — trust, privacy, security, protocols, value propositions and standards — but the opportunities for solutions and outcome services are endless.

matthew-cohen-square-web-shotMatthew Cohen
Energy Management Practice Leader
Direct Recruiters, Inc.

5 Qualities Candidates Look for in a Company

By Sydney Arnett, Marketing Specialist, DRI & DCA

Last month, Glassdoor.com announced its seventh annual Employees’ Choice Awards, honoring the Best Places to Work across the United States. Companies on the list exemplify those with a strong company culture and happy employees, as well as an engaged work.

While these two things are great for improving morale and productivity, they’re also incredibly powerful tools for recruitment marketing and attracting new talent. According to Glassdoor Career Trends Analyst Scott Dobroski, “Company culture is among the top five factors people consider” when weighing a job offer.

To attain the best candidates in today’s rebounding job market you need to be able to market your employer brand and attract job seekers. So what are common traits of companies with an engaged workforce and strong company culture, and how can you make sure your company is a “Best Place to Work?”

  1. Continuous training and professional development – A 2014 Deloitte study found that, in the last year alone, corporate budgets for training and development have risen by 15 percent. To begin, try implementing a weekly training meeting, send some employees to a conference, or organize a mentoring program.
  2. Recognition of personal accomplishments and milestones – Another key component of engagement is employee recognition. Make employees feel valued and appreciated for all of their hard work and contributions to the organization as most employees want to be recognized by their managers for their hard efforts. Companies that fail to implement reward systems do their employees and their culture a disservice.
  3. A fun environment – For many employees, engagement means having a little fun at the office once in a while. Creating a positive work environment that includes fun ways for employees to interact will go a long way in engaging employees. Whether this means having an occasional birthday or holiday celebration in the office, or a more formal annual retreat, employees will have something to look forward to other than the daily grind.
  4. Value employees’ opinions – Employees want to feel valued and respected. Make employees feel involved and empowered to make a difference in the organization.
  5. Offer some flexibility – Employees appreciate having a say over when they work. Allow employees to work from home on an as-needed basis and/or permit flexible work hours for employees to deal with personal matters when they come up.

Post any other qualities you look for in a company when job hunting.

Takeaways from NPE 2015 by Rachel Gulko, Lead Recruiter, DRI Plastics

NPE2015It was definitely worth waiting 3 years for NPE 2015 in Orlando, Florida! We found it to be a great venue to learn about the latest technology, trends in the industry, and the strong need for young up and comers. After walking miles of aisles in the West and South Hall, David Peterson, Jason Toth, and I were amazed by what we saw and all indicators pointed to the boom happening in the Plastics industry. As executive search recruiters, we were excited to know that the present and future of the recruiting business is alive and well within the plastics industry. Now that it’s been a couple of weeks after the show and we’ve let it all sink in, we came up with few key takeaways… David Peterson, Practice Leader for the Plastics Practice, DRI Inc.:

  • After talking with many individuals at different booths such as Davis Standard and Milacron at the show, it seemed the overall tone was very positive and the plastics business is very strong right now. With a record-breaking number of around 65,000 attendees, business seemed to be thriving and the evidence of an increasingly high hiring rate was found in the number of new searches our firm received.
  • The buzz around the industry is that there is a need, especially in the machinery sector, to hire younger workers and begin developing future leaders within plastics. Organizations such as SPI (Society of the Plastics Industry) and SPE (Society of Plastics Engineers), were sponsors and encouraged internships and mentorships in order to build a strong new generation of plastics professionals.
  • Additionally, another apparent increasing trend was the desire of companies to recruit sales talent with a technical background. Quite a few hiring managers expressed interest in individuals with a chemical engineering degree or sales engineer background to fill a territory where they required a new regional sales manager.

Jason Toth, Executive Recruiter in the Plastics Practice, DRI Inc.:

  • COMPANIES ARE HIRING!  There are a lot of open positions.  How do I know? Well, because I asked.  So what does this mean? It means we are very much in a candidate driven market and companies have to provide more compelling reasons why they are the best to work for.  Remember in times of growth like these, candidates will be interviewing you as much as you are interviewing them.
  • There is great potential for young professionals in this industry.  They are a hot commodity.  Nearly every hiring manager I talked to discussed the challenges they are facing as they focus on the future of their company.  It was very encouraging to see SPI create a group like FLIP (Future Leaders in Plastics), providing a great environment and atmosphere that welcomed the up and comers.

Rachel Gulko, Executive Recruiter for the Plastics Practice, DRI Inc.:

  • Strides in plastics industry since NPE 2012, are impressive. Just imagine the innovation that we’ll see over the next few years. Having the ability to see the technology in the plastics industry up close and personal is priceless.  It is one thing to have a Sumitomo Demag injection molding machine or a Macchi blow molding machine described over the phone by someone that works at the company but to see them in action in a whole other experience.
  • My perception of the plastics machinery is that of one big family.  Even though everyone is technically competing, at the same time a lot of the companies rely on pieces and parts and sometimes whole systems from each other complete their product(s). That was so evident when entering the South hall where all the materials companies were.  That’s we found all of the machines. Davis Standard, Wittman Battenfeld, and Arburg were just a few of the many used by all these material companies.

Fortunately, everyone gets the opportunity to once again experience all the innovation and excitement of the plastics industry at NPE 2018, hosted again in Orlando!  We are looking forward to future positive hiring trends within plastics machinery and materials and what new technology is in store.  It’s a great time for this industry and Direct Recruiters, Inc. Plastics Team who feel privileged and energized to be a part of it all.

What Today’s Employers Expect From Employees

By Barb Miller, Marketing Manager, DRI

These days, employers look for skills beyond the ‘academic qualifications’ of candidates. Many of them believe that academic qualifications and experience are something that can easily be found but the right combination of characteristics that help a company make money or save money, are hard to find.

With that in mind, here are 6 of the most desirable characteristics that employers expect from employees:

Taking Initiative. Initiative is all about taking charge. It’s having the motivation to accomplish tasks on your own. If you want to be great at what you do and be considered for a leadership position, you need to show that you are ready, able, and willing to get things done without being asked.

Positive Attitude. Many employers believe that having a positive attitude is more important than the knowledge an employee brings to the table. A positive attitude is infectious. It spreads to all others in the workplace. Also, if you’re a positive person, you tend to be more curious about things. As a result, your job performance is usually better than a negative person because you are always looking for new ideas that yield higher productivity levels.

Entrepreneurial Spirit. Entrepreneurs are innovators. They are always trying to figure out new ways to accomplish tasks. Entrepreneurs like change because change often brings a plethora of opportunities. The essence of the entrepreneurial attitude is that you are able to anticipate change and formulate innovative responses to change that will result in success.

Results-Oriented. Results-oriented individuals are focused on making things happen no matter the challenges or road blocks. This means you dig through projects and figure out how to obtain the desired result(s). In addition, you stay resolute and focused on each project, meet deadlines, and deliver value to the organization.

Team Player. Employers know that their employees are more productive and tend to be more loyal and committed to the organization when they see themselves as an integral part of a team.  Team players show a willingness to collaborate with others in order to execute work assignments and accomplish goals.

Dependable and Responsible. Being dependable means that you do what you say you will do. Employers value employees who come to work on time and take responsibility for their actions and behaviors. In addition, employers know that dependable and responsible employees value their job, job expectations, and their performance level.

Desire for Continued Learning. Continual learning enables employees to increase the contribution they make to the company. If you show a willingness to take advantage of training programs offered at work, attend seminars, read relevant books etc. you become more valuable to every assignment and ultimately the organization. Also, don’t forget to ask for advice from your team and manager on things you need to learn in order to progress.

If you are a hiring manager, are there any other characteristics that you consider to be “must haves” in your workplace?  Please share your comments below.

How Millennials are Changing the Workplace

By John Yurkschatt, IT Director of Sister Company DCA

In 2014, Millennials comprised 36% of the workforce. By 2025, they will make up 75% of the workforce. Compared to Baby Boomers and Gen Xers, the Millennials have a very different view of what the workplace landscape should look like and therefore, come into the workforce with different expectations. We’re already seeing some companies, including our own, that have adopted new techniques for hiring, motivating, managing, and retaining this young talent. Eventually all companies will need to adjust and prepare for this emerging demographic and shift.

On the whole, millennials are hard workers. But what do they really want in the workplace? Here’s our list of the 7 ways they will reshape the future of work:

Emphasis on Technology.  As the most technologically literate generation, millennials find it important that employers keep them connected with the latest and best technology including mobile platforms. In fact, many companies now offer online pre-interview questionnaires and video interviews. Not only is the video interview process a cost-effective and convenient way to screen candidates, it also highlights the company’s use of technology and can help draw in top talent.

Corporate Culture and Meaningful Work are Paramount. Millennials say that meaningful work is a key factor when accepting a job. They want to know that their work will have a positive impact on their co-workers, manager, and on the company at large. In addition, millennials are especially fond of volunteering whether for skills-based volunteering or company volunteering days.

Leadership Must be Transparent and Authentic. Transparency is one of the top four qualities that millennials look for in leaders so it’s no surprise that when they become leaders it is something they will make a priority. Also, this generation is able to smell phony and pretentiousness a mile away. They’re fed up with politicians and business leaders who don’t keep promises and are more concerned about personal gain than serving others. They want leaders with integrity.

Working from Home Will Become the Norm.  The Census Bureau reported that 13.4 million people work from home in America. That number will only continue to rise as more Millennials enter the workforce. They like the idea of remote connectivity and dislike the idea of being confined in an office from 9 to 5. They value a work/life balance but expect to stay highly connected and engaged with their employer and team.

Rewards and Instant Gratification Expected.  Millennial expectations for rewards and instant gratification are due to their emphasis on connectedness and communication. Technology has cultivated an expectation of quick responses and immediate appreciation for a job well done. However, this appreciation is not necessarily monetary. Instead, millennials want their ideas to be considered, appreciated and implemented.

Annual Performance Reviews Eliminated. Millennials want feedback in real-time or at the very least, on a regular basis. They aren’t willing to wait until an annual review to improve. In addition, they want to know what’s expected of them from the start.

Leadership Development a Must. Millennials have a strong opinion about how they will learn and develop leadership skills. Career coaching, mentorship programs, and rotational assignments are the most desired types of leadership training. Less important are the traditional types of training including e-learning, university courses and instructor-led classes. Millennials want to learn through experiences, rather than traditional training.

If you’re a Millennial, what other changes do you see coming in the workplace? Please post below.