millennials count - stanton chase · 2018-02-26 · “millennials are the first generation who...

MILLENNIALS COUNT

MILLENNIALS COUNT

AuthorsJelisaveta Đurković

Dušan JovanovićSara KovačevićJovana Lučanin

Maja Manojlović AnđelkovićTijana Mihaljica

Marina PetruševskiJasmina Stefanović

Miloš Tucaković

Translated byKatarina Žunić

Published byStanton Chase International d.o.o., Belgrade

PrintingNew Assist, Belgrade

Volume and format50, B5

ISBN 978-86-920451-1-0

Millennials Count

They said about the Millennials...

“I believe that for Millennials the possibility for professional development, versatility, creativity, positive working environment, social responsible companies is the most important. As they become more experienced their priorities will change due to increased responsibilities in private and business life.”

Nataša SekulićCountry Leader for Serbia, Macedonia,

Montenegro and Albania, IBM

“In their value system Millennial generation appreciate highly the freedom of decision making, successful work and life balance and possibilities for improvement. A half of employees in Coca-Cola HBC belong to Millennial generation so we’ve adapted our culture to these needs. Due to the flexible working hours and possibility to work outside the company’s office, employees are able to manage their professional duties in a responsible manner, successfully aligning them with personal needs. Following the needs for continuous improvement, the company also provides a numerous educational programs, designed to support fast-track career development of young and talented people. Millennial generations is committed to environmental improvement, which are also Coca-Cola Hellenic values – to create values for everybody it cooperates with, including local communities.

Every generation brings changes. At first sight the changes brought by the Millennium generation may seem more significant or with bigger influence on business, but they are just more clearly articulated. As a matter of fact, to companies like Coca-Cola Hellenic, that are striving for successful future, this allows to prepare themselves timely for the new era and new business leaders.”

Aleksandar RuževićGeneral Manager, Coca-Cola HBC Serbia and Montenegro

“If it is possible to generalise, Millenials (generation Y) want and look for dynamism at work and in private life. It is the main motivation for them and in certain situations it has the priority over material things or stability. While dynamism at work is necessary because of significant technological development, dynamism in personal plans can be challenging and raises the question of long-term goals of this generation.”

Boris MiloševićPartner, KPMG

“Millennial’s role in the modern society is very significant, not only because of their age but because of their knowledge and competency. We can hear more often that they are “the children of digital age” and their interests and knowledge are shaped by fast technological and technical development. Considering big importance of modern technology in business and society it is clear that these young people are future leaders. If I should describe this generation in just a few words it would be: interests and improvement in new technologies, permanent presence at social networks, mobile phones dependence, capability of global connecting, great expectations of the future and desire for permanent learning and going forward.”

Zoran PetrovićChairman of the Managing Board, Raiffeisen bank and President of

Board of Directors at American Chamber of Commerce in Serbia (AmCham)

“Millennials are the first generation who grew up with modern technology. They are very self-confident and want everything, here and now. They are aware that the market is changing and invest a lot in education to keep up with the changes. For them the way and quality of communication are very important. They prefer team work because they consider they can give much better results in a team and bring more values to the company. It is important to keep them motivated and to give them new challenges constantly, so they can enlarge their capabilities. They are looking for continuous

feedback about performances and will appreciate benefits like flexible working hours or work from home. For organisations it is important to keep up with the times and to define how to retain employees who belong to this generation. It will help them in saving the most important resource for the achievement of long-term corporate objectives.”

Milan BukumirovićCFO, Swarovski and President of CFO Association in Serbia

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CONTENT:

1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2. General overview of the research results . . . . . . . . . . . . . 112.1. Demographic characteristics of the sample . . . . . . . . . . . . . 112.2. Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .122.3. Current status. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .152.4. Job characteristics and required skills . . . . . . . . . . . . . . . . .172.5. Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242.6. Ambition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262.7. Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292.8. Role Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 302.9. View into the future. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31

3. Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333.1. Relation – Acquired level of education and professional work . 333.2. Relation – Professional work and view on the applicability

of knowledge gained through formal education . . . . . . . . 343.3. Relation – View on the best ways to develop knowledge

and on the applicability of knowledge gained through formal education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

3.4. Relation – Preferred choice – domestic or multinational company and required skills . . . . . . . . . . . . . . . . . . . . . . . . . 38

3.5. Relation – Preferred choice – leader’s or innovator’s role and required skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

4. Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 414.1. Socio demographic characteristics by groups . . . . . . . . . . . . 41

4.1.1. Students . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 414.1.2. Employed students. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 424.1.3. Employed. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 444.1.4. Unemployed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

4.2. Comparative review by groups . . . . . . . . . . . . . . . . . . . . . . . 47

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5. Millennials’ profiles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

6. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

7. About Stanton Chase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

8. About Career Development Center Belgrade’s University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71

9. Literature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

10. Appendix: Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . 81

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1. INTRODUCTION

The search for talent, for the best in the market, inspired us to think about the generation that is coming and that soon will become the majority of the workforce – the Generation of the Millennials, also known as Generation Y. How do they think? What do they expect from employers? How do they want to develop? These are just some of the questions we were interested in. The answers to those questions could influence the creation of a strategy when the Millennials become our target. Our goal is to help companies in our market, giving them ideas on how to attract, retain and develop the Millennials.

The key role of the Career Development and Consulting Center for students of Belgrade University is to help students develop their knowledge and gain practical skills that will enable them to enter the business world. The Career Development and Consulting Center was a logical choice to begin this research endeavor, as it houses a database of thousands of students and alumni, as well as collaborates with other universities in Serbia.

A part of this sample includes individuals who are currently employed. With the help of our database and the support of companies who currently employ Millenials, we contacted these individuals. The response was overwhelming and made us realize the importance and relevance of this topic. The entire labor market is interested in learning about the changes that this new generation brings.

The research was conducted between February and June 2016, with approximately 1,000 respondents, representatives of the Millennial generation. For the purposes of this research we defined Millennial as a person born between 1986 and 1992. Through an online survey, respondents answered 26 questions related to their attitudes and expectations about their present and future career.

The following section presents the results of the research and its interpretation, as well as the review of some of the international researches on the same topic.

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● Results section is divided into the following chapters:● Demographic characteristics of the sample● General overview of the research results● Relations● Results review by groups of respondents● Millennials’ profile● Conclusion

We hope that reading our survey will be useful and inspirational, offering you valuable insight on how to position yourself with regard to the generation that is coming.

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2. GENERAL OVERVIEW OF THE RESEARCH RESULTS

2.1. Demographic characteristics of the sample

Gender:

The research includes students from several universities in Serbia, employed and unemployed representatives of the Millennial generation. The study participants included 73.3% women and 26.7% men. It is notable that we did not aim for an equal gender balance; women represent a larger percentage of Serbia’s population, and they are also more open an accessible for questioning (Republički zavod za statistiku, Struktura stanovništva po polu i starosti, 2014:11).

Year of birth:

As it is shown in the table, respondents of all ages were equally involved.

73.3%

26.7%

Men Women

1986

1987 1988

1989

199019911992

11.7%

12.2%15.1%

14.6%15.1%16.4%14.9%

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2.2. Education

Acquired level of education:

Educational structure of the sample consists of respondents with secondary school education (high school and vocational school) – 21.7%, College diploma – 2.9%, and with University degrees (Bachelor / Master / PhD) – 75.3%. It can be noticed that the majority of respondents are highly educated, which is in line with the general trend in the country – as of 2007 the number of graduates has been growing every year (Republički zavod za statistiku, Struktura stanovništva prema obrazovanju, 2013).

In which city did you finish the last level of education?

Most of the respondents completed their last level of education in Belgrade (64.4%), followed by Novi Sad (17.4%) and other cities (18.2%).

This data speaks in favor of the current issue of centralization, where many perceive that all opportunities (educational, business and cultural) are concentrated in Belgrade and the most attention is paid to the capital, while most of the smaller towns are neglected.

Subotica 0.5%Novi Sad 17.4%Beograd 64.4%Kragujevac 2.8%Niš 1.2%Some other town 13.8%

8.5%

13.2%

41.2%

33.4%

Secondary school education – grammar school Secondary school education – vocational school College education – Professional degree University education – Bachelor degreeUniversity education – Master degree University education – PhD degree

2.9%

0.7%

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Millennials Count

To what extent is the knowledge you acquired through formal education applicable in practice?

When we talk about the applicability of knowledge gained during formal education, most respondents believe it is partially applicable in practice.

Comments:• At University, I gained good basics, I use this knowledge as a guide.• Knowledge and experience constantly upgrade in life. Formal education

is only a start.• I think that theory alone acquired through formal education is not

enough and it is necessary to have more practice.• We are very much behind other developed countries that stopped using

some forms of learning long time ago.• There are learned things that can be applied, but there is a lot of useless

knowledge that can be reduced or replaced by a useful and practical one.

Fully9.1%

Partially53.1%Insufficiently

34.1%

Not at all3.7%Secondary school education –

grammar school Secondary school education – vocational school College education – Professional degree University education – Bachelor degreeUniversity education – Master degree University education – PhD degree

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To what extent does your current formal education provide an opportunity to build your desired career?

Also, Millennials have the same attitude when it comes to building the desired career and more than half of them believe that their formal education partially provides that opportunity.

Comments:• I think the problem is that companies expect that students have work

experience before graduation – in order to achieve this it is necessary to have an additional pre – work experience, of course! And so the vicious circle starts. If there were more companies that would engage and perhaps get involved in the education process (in final years) I think it would be a lot more students who could respond positively to this question.

• Diploma serves just for CV, presents the possibility to deal with some subject in practice.

• University diploma now is taken for granted. It does not provide any benefits while applying for the job. Far from guarantee you will get a job. What actually provides an opportunity for employment, creation and improvement of the career are courses (certificates) which you attend individually and at your own expenses, regardless of formal education and the institution where you study.

12.5%

51.8%

30.0%

Fully

PartiallyInsufficiently

Not at all5.7%

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Millennials Count

2.3. Current status

Current status:

In the sample 42.9% are employed individuals, 41.3% students (students and employed students) and 15.8% unemployed individuals. The hardest was to get to the unemployed respondents who were open to talk about their career and the situation in the labor market. We assume this is due to the dissatisfaction with their current status, and their continued hope that their status will soon be positively changed to employed.

In which city do you work?

Subotica 0.3%Novi Sad 5.3%Beograd 40.2%Kragujevac 1%Niš 0.3%Some other town 5.3%I am unemployed 47.5%

In our sample, the majority of employed respondents work in Belgrade – 40.2%, while the remaining 12.2% work in another town in Serbia.

EmployedEmployed – studentStudentUnemployed

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Do you work in a field related to your educational background?

While most of the respondents (39.2%) are employed in a f ie ld re lated to their educational background, 33.9% say they are not. However, here we find some discrepancies regarding the answer “not applicable”, because that response was intended for students and unemployed respondents. We assume that some respondents from those two groups chose “No” instead of “Not applicable”. Based on this assumption, we conclude that less than 33.9% of respondents are educated in the field in which they work.

Would you move from a bigger to a smaller town because of the job?

When asked whether they would move from a bigger to a smaller town because of job, more than half of respondents, exactly 63.7% of them, answered that it depends on the conditions; 24% would move to another city, while 12.3% wouldn’t consider that option.

Comments:• Of course, depends on the conditions, I mean life standard, not only salary.• If it is a big company that offers good initial conditions and the

possibility of moving abroad, then very gladly.• I would move if that city was located approximately one hour drive

from my place of residence and if travel expenses were paid.• If the job is interesting, the size of the town is not important.• I had already moved and the change of the environment was not as

much of a problem as the poor conditions of the employer.

Yes (24.0%) Depends on conditions (63.7%) No (12.3%)

Yes39.2%

N033.9% Not

applicable26.9%

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Millennials Count

2.4. Job characteristics and required skillsTo what extent are the following job characteristics important: (1 = not important, 5 = very important)

1 2 3 4 5Fast progress 0.7% 6.5% 35.9% 39.3% 17.6%Problem solving and personal achievement

0.2% 2.2% 16.6% 39.5% 41.5%

Helping people 2.0% 4.9% 23.6% 37.9% 31.6%Continuous development and improvement

0% 0.5% 5.5% 22.4% 71.6%

Stability and work without stress 1.2% 6.3% 20.1% 30.6% 41.8%Teamwork 4.1% 10.4% 33.4% 35.7% 16.4%Simple and easy work 7.7% 23.1% 36.5% 21.2% 11.5%Creative and dynamic work 0.6% 2.9% 15.1% 39.7% 41.7%

What is interesting is that Millennials from our sample do not emphasize the importance of rapid progress, which is, generally speaking, perhaps the most important characteristic of this generation in other researches – they expect frequent promotion, which does not need to be necessarily in the vertical direction, based on the results and commitment, and if the same is missing, they are ready to leave the organization because their loyalty is not high (PriceWaterhouseCoopers, 2011: 4). For Millennials promotion is not associated with the age and time spent within the company, as it was the case for some previous generations. They give more importance to results, and sometimes they can get frustrated because of the time that takes to get promoted (PriceWaterhouseCoopers, 2016).

On the other hand, job characteristics which are pointed out by our respondents as the most important are: continuous development and improvement, creative and dynamic work, as well as problem solving and personal achievement. Development and improvement are also the first choice of the Millennials in the world (PriceWaterhouseCoopers, 2011: 14).

The fact that may be surprising is that the “stability and job without stress” are relatively highly ranked by our respondents. Globally, the situation is not much different. This generation is aware of the crisis and its impact on employment and the survival of companies in a tough market conditions, and therefore Millennials recognize the importance of stability and long-term business as well as job security (Deloitte, 2016: 14). Simple and easy work is not of greater importance for the Millennials.

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Would you prefer to have a small team with a limited budget and full autonomy, or a big team, a good budget, but more complex decision-making process?

A small team with a limited budget and a full autonomy is the choice of the majority. The question is why most of them chose this answer – whether due to the lack of experience in managing teams and finances or because of a simpler decision-making process and greater autonomy. If we look for the answer to this question in global researches, the situation is very clear – 65% of Millennials say that rigid organizational structure and outdated management styles are features that reject them, making such organizations unattractive (PriceWaterhouseCoopers, 2011: 20). The situation is similar in our research as well – through analysis of comments, perhaps not surprisingly, we came to the conclusion that, although aware of the benefits of a big team and a larger budget, freedom in decision-making process is definitely crucial to Millennials and for that reason the majority chose this option. Millennials would rather choose the employer characterized by more flexible organizational structure and well defined / presented goals, but would, at the same time, like to have the freedom to decide how to achieve what is expected of them.

A small team with a limited budget and full

autonomy (58.0%)

A big team, a good budget and more complex decision-making

process (42.0%)

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Millennials Count

Comments:• A small team is able to adapt better to changes in the market or in the

industry, better to recognize and respond to a new “niche” in the market and quicker to apply technological innovations, opposed to a larger companies which are limited by the size and appropriate bureaucracy when reacting... So it depends which country the team is in.

• People are more creative, productive, resourceful when the budget is limited and when they are sentenced to navigate.

• For now, a small team, and later when everything becomes routine I will not care if it’s a small or big team.

• Procedures are the worst creation of large organizations and thus they make the decision process much more complicated.

• Since I am only at the beginning of my career, it would be better to have someone to learn from, and to have more opportunities to try out.

• It is easier to make a deal with less people, and it is more likely that sense of belonging to the team will easily form in these conditions, and I think that people work together much better if they trust each other and if there is a good energy among them (general atmosphere of joy, fun and optimism).

• A small team is easier to organize, it is more productive and each of its members more easily realizes its contribution and place in the team.

• It is always better to have a big team, because it is also a big workforce and a large number of new ideas.

What are the most important characteristics of the (future) employer for you? (1 = not important, 5 = very important)

1 2 3 4 5Good salary 0.2% 0.8% 12.3% 48.6% 38.1%Personal development 0.2% 0.4% 3.6% 22.4% 73.4%Opportunities for progress 0.6% 5.7% 29.4% 43.2% 21.1%Possibility to work abroad 7.9% 14.6% 28.8% 27.7% 21.0%Ethics 0.9% 2.2% 11.7% 30.1% 55.1%Clearly defined corporate culture 2.6% 4.6% 24.4% 38.2% 30.2%

Freedom of thinking 0.4% 0.7% 8.7% 36.1% 54.1%Freedom in decision-making in the area of my responsibility 0.2% 0.8% 9.3% 39.1% 50.6%

Flexible working hours 6.2% 13.0% 30.8% 30.0% 20.0%

Personal development, freedom in thinking and decision-making, good wages and ethics are very important characteristics of (future)

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employer for this generation. Once again, freedom in decision-making singled out as an extremely important characteristic, so we can conclude that Millennials very much appreciate autonomy and independence. Pyramidal organizations and too many rules and procedures that can reduce their autonomy can make them start exploring other job options (Klass and Lindenberger, 2016).

When we talk about the characteristics of work in the US, earnings are still certainly in the first place, but it is not a decisive factor when choosing an employer. Culture and atmosphere, job satisfaction and opportunities for development are very important to Millennials, so employers in the US can not expect to attract Millennials if they simply offer them an attractive financial package– for them the essential is meaningful work and match of the personal values with the employer’s values (Regan, 2014). Generally speaking, earnings are still very important, but are ranked differently according to various studies – from the first to the third place. What also makes the organization an attractive employer for Millennials is the opportunity for progress and personal development (PriceWaterhouseCoopers, 2011: 10). What prevails when it comes to choosing an employer is also a job with a strong sense of purpose – they will longer stay loyal to a company whose values they can connect with (Deloitte, 2016: 18). Representatives of this generation often refuse certain tasks because they conflict with their personal beliefs (Deloitte, 2016: 2), and from Millennials as leaders it can be expected that they make decisions equally in accordance with their personal values on one hand, and on the other in accordance with specific business goals (Deloitte, 2016: 12).

Surprisingly, our respondents were least likely to choose flexible working hours – globally, flexible working hours take high second place when it comes to the most important job characteristics (PriceWaterhouseCoopers, 2011: 14).

Also, although in the answers to previous questions going abroad seemed like a tempting option, as the important characteristic of an attractive employer this is not highly ranked and will not be the deciding factor when choosing a (future) employer – only one-fifth of respondents assessed this as the most important characteristic. This

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Millennials Count

can be explained by the fact that our diplomas are difficult to validate abroad, and that it is almost always necessary to re-enter the formal education system before starting to work. Also, the gap between our culture and the one in developed countries can be an obstacle.

Unlike them, Millennials in the world gladly opt to continue their career abroad and as the most desirable countries they listed USA, UK and Australia (PriceWaterhouseCoopers, 2011: 19).

Would you prefer to work in a well-known multinational company or a small local firm that you could develop?

When it comes to the choice between domestic and multinational companies Millennials opinion is divided – slightly more than half opted for work in a multinational company. By analyzing the comments of respondents we came to certain conclusions. The industry in which a company operates and positions itself are crucial factors for a part of participants, while the nature of ownership is not so important to them. On the other hand, a part of the respondents find multinational company more attractive for the reasons such as modern programs usage, financial conditions and more opportunities for learning and development. Respondents who prefer domestic companies, find them more attractive for the acquisition of broader knowledge, chance to be recognized or distinguished more easily (“not being part of a large system”) and the pleasant atmosphere at work.

A multinational company

55.3%

A domestic company

44.7%

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What is for you the ideal place to work?

It is generally known that Millennials prefer a flexible and relaxed working environment, which allows them certain informality (Regan, 2014). Despite this, almost half of our respondents opted for traditional office as an ideal place to work, while by far the smallest number chose work from home and virtual office as a favorable work place. This distribution of responses is expected having in mind that respondents do not consider flexible working hours as an important characteristic of work. Therefore, different ways of working not involving traditional office as a working place are not attractive to them.

Comments:• The combination of office work and a field work would be ideal.• The possibility of choosing a place for work. When there is a need to be

in the company – working in an office with a maximum of 20 people, when there is no need – the possibility to work from home, café, friend’s office or any other workspace.

• Traditional office, because it is a place with working atmosphere, colleagues are in one place, problems can be solved easier, and you can develop relationships with colleagues. Of course, everything depends on the individual. Working from home or virtual office sounds attractive, but there are no scheduled working hours, you are always available, you can always be distracted by people from your private life and you need to have high self-discipline.

• I have the opportunity to work in a traditional office, in the space I share with many people and also from home. Traditional office has the most advantages and it is easiest to concentrate there, organize your time, but also to have time for teamwork and meetings and to fit the job at a reasonable working hours.

Open space office (29.0%)Traditional office (41.5%)Virtual office (22.5%)Work from home (7.0%)

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Millennials Count

In your opinion what are the qualities / skills that every employee should possess?

Determination 56.7%Tactfulness 31.4%Integrity 24.9%Consistency 44.0%Honesty 39.8%Discipline 66.3%Creativity 52.5%Visionary spirit 26.2%Expertise 73.3%Planning and organizing skills 65.3%Flexibility 66.1%Interpersonal skills 67.8%Presentation skills and public speach 36.2%Something else 4.1%

Millennials definitely recognize importance of all of the above traits / skills for work in the modern business systems. However, they give advantage to the expertise, interpersonal skills, flexibility, discipline, planning and organizing skills and determination. On the other hand, the least represented are integrity, visionary spirit and tactfulness.

Comments:• All of these are necessary skills and the higher position in the company,

the higher level of these skills is required.• Questioning any kind of authority.• I think he / she should possess (or build through time) a desire to push

forward even in difficult times, desire to work, learn and achieve progress.

• The constant desire for learning and improvement.• All skills can be, if a person wants, learned and improved. Integrity is

everything to me.

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2.5. Development

In your opinion what is the best way to expand / improve your skills?

Working in multi-functional / project teams in the country 21.5%

Working in multi-functional / project teams abroad 29.3%Training and seminars in the country 9.3%Training and seminars abroad with foreign lecturers 10.8%Working with a mentor in the organization 23.3%Further formal education (postgraduate studies, specialist courses) 4.5%

Not applicable 1.3%

When it comes to acquiring skills in the organization, Millennials are especially interested in working with experts from different fields, members of multifunctional teams and also working with mentors. Their desire to gain practical experience by learning from professionals in the organization is obvious, which is a general characteristic of this generation (PriceWaterhouseCoopers, 2011: 18). At the global level, the Millennials choose work with mentors and work on projects with colleagues from different departments as the two most important ways of learning and developing. Also, the role of “reverse mentoring” as they get autonomy and independence is getting bigger and bigger, so the importance of such programs should not be ignored when the knowledge transfer is in question – there are different topics, especially in the field of social networks, where the Millennials can teach their older colleagues / team members. Other studies shows as well that this generation values work with mentors. Deloitte’s research found that the Millennials are more loyal to the companies with mentoring programs (Deloitte, 2016: 17). Where mentoring exists, it has a positive impact and Millennials see this type of development as useful, because there is always someone they can ask for professional advice, someone to help them in developing their leadership skills and someone who gives them the feeling of real interest in their professional development. The same

25

Millennials Count

study shows that it is twice as likely that those with mentors want to stay within the same organization over the next five years (Deloitte, 2016: 18). The induction of mentoring programs certainly increases the attractiveness of employers in the eyes of the Millennials, but one should be careful in creating them – this generation wants to learn from their mentors, but at the same time expects freedom and autonomy. Going abroad is still a current trend among young people, some of them would like to try to work in the multi-functional / project teams, while others prefer training and seminars abroad with foreign lecturers. However, globally, the trend of going abroad is much higher among Millennials – even 71% of them desire that at some point of their lives, continue their career abroad (PriceWaterhouseCoopers, 2011: 18). In our sample, the percentage is lower (29.3%), which is good news, showing that Millennials in Serbia have a desire to build a career in their country and achieve significant results right here. Millennials expect to continue with learning and developing in the workplace and at the global level they prefer employers with well set training and development programs. In defining informal ways of development for this generation, we should consider digital literacy of its representatives and their use of technology in everyday life. With this in mind, employers are encouraged to adapt informal ways of training for Millennials and to use online learning modules, webinars or interactive role plays. However, companies should not neglect the traditional methods of training (PriceWaterhouseCoopers, 2011: 18).

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2.6. Ambition

Would you rather be a researcher / innovator or a leader?

Although the majority of Millennials said they would rather be researchers / innovators than leaders, from the comments we can see that most of them believe these roles are complementary and not mutually exclusive.

Comments:• How can you be a leader if you are not an innovator?• The best is a combination, always to work on new things, on improvement,

but that you can make decisions so others don’t decide for you.• In my case, these are two features that go hand in hand with each other.• A leader implements innovations, these two categories overlap a lot.

Do you think there are unsolvable business situations?

It is nice to see that Millennials are optimistic and for them there are no unsolvable business situations.

Yes (9.0%)No (75.2%)No opinion (15.8%)

The researcher / innovator

59.6%Leader40.4%

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Millennials Count

Comments:• Every situation is manageable, if it’s considered from several aspects

and if more people are involved in the process of solutions evaluation and decision-making.

• If you are ambitious and you want to advance, you need to face the challenges.

• Maybe the solution won’t be right, but I think it’s always possible to find a good alternative to resolve business situation. In any case, better a good alternative than not finding a solution at all.

• Every problem has a solution, I deeply believe in that and so the experience has shown me.

• There are big challenges, but every decision leads to a good solution or a new lesson to learn.

If you could choose would you:

Start your own business 22.9%Work in a strong domestic company 12.4%Work in a multinational company 22.2%Live and work abroad 9.6%Specialize abroad and continue career there 18.2%Specialize abroad and then return to Serbia 14.7%

The third of respondents would gladly choose further development, in country or abroad. Other respondents would try to find appropriate employment and gain practical experience, preferring to either start their own business or work in a multinational company. In the United States, similar studies shows that it is more likely for members of this generation to choose to start their own business. It is assumed that this choice may be due to the fact that the Millennials, faced with more serious crisis and greater difficulties to find employment than previous generations, see starting private business as a more secure option (White, 2015). Of course, the expansion and growth of IT companies which have made outstanding financial results in a short period of time must be taken into account as additional encouragement for this generation to try to solve their economic situation on their own.

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Comments:• I think it is possible to work in a multinational company, go abroad as

their employee and at the same time work on your professional development.

• I would go abroad for specialization and continue my career there, and later (in 5-10 years) I would launch my own business, let’s say some form of manufacture which would not be associated with my profession. I would then launch the second business that is not associated either with the profession or with the first business, then the third and so on. The plan is to build more income sources where each of them is not even closely related to the others. They should be in different industries.

• If I had more financial possibilities, I’d go abroad to expand and improve my expertise in the field for which there is no formal or informal education here. I would then return to Serbia in order to start my private practice with the knowledge and skills gained abroad.

• I wish that Serbia had strong domestic industry which takes in young people. I’d like to study abroad and work in a multinational company. The multinational company has its challenges and it is attractive because of the possibilities for advancement and income level.

How do you imagine yourself in 10-15 years?

The majority of respondents in the future see themselves as recognized experts in their field. Knowledge and the status of a recognized expert are far more important than a position itself, so a smaller percentage of them see themselves as managers of their own business and even fewer as directors in a multinational company / public sector.

As a recognized expert in his field (57.6%)As a director of a large company (6.9%)As an owner of a company (20.0%)On a high position in the public sector (7.4%) As a celebrity (1.4%)Something else (6.7%)

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Millennials Count

2.7. Communication

Which Internet services do you use most often to get informed?

Facebook 78.2%Twitter 13.7%Pinterest 10.6%On Line news 24.4%YouTube 53.6%Instagram 25.2%Reddit 2.3%Tumblr 2.2%LinkedIn 44.3%Something else 11.0%

Facebook is definitely a medium which the Millennials use most when they need to get informed. However, highly quoted are also networks with the business topics.

How do you communicate most often with colleagues / friends?

SMS 59.5%WhatsApp / Viber 69.1%Facebook 53.4%Twitter 1.3%Talking over mobile phone 72.8%Meeting in person 72.3%E-mail 44.3%LinkedIn 6.2%Instagram 8.6%Something else 1.7%

When we talk about communication, Millennials prefer talking over a mobile phone and meeting in person, but not far behind are known applications like WhatsApp and Viber. The situation in the world is following – 41% Millennials prefer communicating electronically to meeting in person or chatting over mobile phone (PriceWaterhouseCoopers, 2011: 10). We are delighted with a fact that our Millennials are still not fully

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facing the modern and advanced technologies, although it seems that our society is increasingly going in that direction. We also can not ignore the fact that socializing and companionship is much appreciated and valued in our culture, being a way of living in Serbia. Working day or not, bars and restaurants are full of people of all generations and we can say that social gathering is an important part of our culture.

2.8. Role models

The fields where your role models are:

Science, business and art are the fields that the Millennials singled out as the ones where they find their role models. Reading the comments, Millennials mentioned scientists from different fields, but when it comes to role models in sports they were very united – Novak Đoković is seen as a role model for young people. Besides him, the Millennials singled out Mihajlo Pupin, Nikola Tesla and Steve Jobs.

Comments:• Every domestic scientist, athlete, artist ... a man who achieved outstanding

results with his knowledge, dedication, persistence in any field!• My grandpa, a man who had no primary school, but who was applying

the principles promoted today by motivational speakers.

Sport30.5%

Entertainment1.0%

Politics9.0%

Science63.7%

Business48.8%

Art36.3%

History27.7%

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• I do not have role model. Everyone has something specific in itself. When I recognize in someone the feature I like and which fits with my personality, then I am trying to develop it in myself.

• Mihailo Pupin• Novak Djokovic, Mihajlo Pupin, Mileva Maric, Desanka Maksimovic• Stephen Hawking, Howard Schultz• Every man and woman who wanted to fix something or do it better with

their intellect, effort, courage and desire, and who managed it leaving their mark on generations after them.

• From the IT sector, mainly inventors / innovators such as Mark Zukenberg, Steve Jobs and others.

• Nikola Tesla

2.9. View into the future

What is your biggest concern when it comes to your professional future?

Will I be able to find / keep a job I want 39.1%Will I be adequately rewarded for my efforts at work 15.6%Will I fit in with an existing team 1.0%Will I be able to grow in my profession 20.6%Will I be able to make the right decisions 9.3%Will the work bore me quickly 7.4%Will I progress rapidly 4.0%Something else 3.0%

What concerns representatives of this generation is whether they’ll be able to find / keep a job they want, progress in their profession, and be adequately rewarded for their efforts at work. Perhaps unexpectedly, job security is very important to Millennials, assuming that it can be attributed to the labor market in Serbia and the long transition period. Also, a negligible percentage of the Millennials is concerned when it comes to their adaptation to the team in the workplace.

In the U.S. the Millennials are mostly concerned about whether they will make enough money, but as well as subjects from our sample, they are worried whether they will develop and learn new skills (White, 2015).

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Comments:• Will I have time for my family?• Will I work in an environment with people / colleagues / mentors from

whom I can learn something new?• I’m concerned whether my talent will be recognized. The current HR

sectors are not too creative and they too much administrative, perceiving everything as black and white. I think that is a huge gap. They maybe won’t recognize good and capable staff with a real talent...

What do you view as the most prospective industry in Serbia in the next 10 years?

IT 69.9%Agriculture 9.4%Telecommunication 5.8%Transportation 1.0%Media 1.4%Finance 2.1%Manufacture 6.3%Something else 4.1%

According to the current trends in our market and the expansion of the Information Technology sector, the largest number of Millennials see this industry as the most promising in the future.

The majority of this generation in the United States also see technology as the most promising industry, followed by health care and energy sector (White, 2015).

Comments:• On-line education• Tourism• Blogging• Genetic engineering and artificial intelligence

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Millennials Count

3. RELATIONS

Considering our objective of making this research practically applicable, we wanted to examine some of the current topics we believe may be of a benefit to (future) employers. In regard to this, in the following section we present the relations between questions which provide insights into the way of thinking of the Millennials who participated in our survey.

3.1. Relation – Acquired level of education and working in a field of education

The acquired level of education / Work in the field of education Yes No Not

applicableSecondary school education – grammar school 5.8% 26.1% 68.1%

Secondary school education – vocational school 16.4% 32.7% 50.9%

College education – Professional degree 50.0% 33.3% 16.7%University education – Bachelor degree 41.0% 36.9% 22.1%University education – Master degree 51.9% 32.9% 15.2%University education – PhD degree 83.3% 16.7% 0.0%

Respondents with secondary school education (grammar school or vocational school diploma) make up around 20% of the sample – among them are less of those working in the field of education. Also, more than half of them cannot give an answer to this question, which can be interpreted by their inactive status in the labor market.

When it comes to respondents who have a university degree, more of them are employed in the field they’ve studied for compared to those who aren’t.

Among university graduates (bachelor, master and PhD degree) are also more of those who are employed in the field of their education. Among this group of respondents there are also those who cannot give an answer to this question, which probably can be explained by the fact that their studies are still in progress or they have not found a job yet.

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3.2. Relation – Work in the field of education and view on the applicability of knowledge gained through formal education

Work in the field of education / View on the applicability of knowledge gained through formal education

Fu

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Yes 13.6% 57.0% 27.5% 1.9%No 6.4% 52.1% 37.2% 4.3%Not applicable 6.8% 48.7% 38.6% 5.9%

Among those who currently work in the field of their education, 57% believe that the knowledge gained through formal education is partially applicable, while 13.6% of them think it is fully applicable. The fact that almost a third of the respondents (29.4%) believe that their knowledge is not sufficiently or not at all applicable, is disturbing.

The situation is similar with those who do not work in the field of their education. 52.1% of them opted for the answer “partially”, 41.5% for “insufficiently” and “not at all”, and only 6.4% think that their knowledge gained through formal education is fully applicable.

We can say that this distribution of answers is expected bearing in mind the relevance this topic has for some time now – how to make the knowledge acquired through the formal education more applicable, more precisely how to reform the educational system so that theoretical knowledge can be more applicable in practice.

In evaluation of the quality of education in Serbia the majority (45.6%) was partly satisfied while satisfied (27.7%) and dissatisfied (25.6%) are almost equally distributed (Tomanović and Stanojević, 2015: 28). General remarks that the young people have on the education system in Serbia is the mismatch of the labor market expectations and education, as well as lack of practice during in schools. Given that over a half of young people (57.1%) during their education didn’t have any professional practice, it is understandable that their most common

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Millennials Count

criticism of education refers to the lack of practice – no connection between the knowledge and the skills and activities of the profession they are educated for. Also, critical thinking and open-discussions are not encouraged (Ninamedia kliping, 2015: 11).

In addition to dissatisfaction with the knowledge obtained, young people find going to the educational institution very stressful. Everyday school life is more stressful for high school students and students than for postgraduates (Tomanović and Stanojević, 2015: 28).

Added to these two problems in our formal education system, there is another one – the inapplicability of the extensive knowledge – confirmed by various international tests. In the PISA* testing in 2003 and 2006 Serbia is below the OECD average in all four categories (Neophodni koraci u reformi obrazovanja u Srbiji, 2007: 2). Nearly 30% of students from Serbia were at the lowest level in a literacy test. Also, the fact that in our system of education nothing is changing and the results remain the same, is pretty upsetting (Neophodni koraci u reformi obrazovanja u Srbiji, 2007).

* PISA research or PISA tests (Programme for International Student Assessment) is an international research assessment of knowledge and skills of fifteen-year old students under the umbrella of the OECD. Their main goal is to evaluate the level of education among young people in major industrial countries.

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3.3. Relation – Viewpoint on the best ways to develop knowledge and on the applicability of knowledge gained through formal education

Viewpoint on the best ways to develop their knowledge / Viewpoint on the applicability of knowledge gained through formal education

Fu

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Par

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Insu

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Not

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Working in multi-functional / project teams in the country 9.7% 53.0% 32.4% 4.9%

Working in multi-functional / project teams abroad 12.4% 51.6% 32.0% 4.0%

Training and seminars in the country 3.8% 53.2% 41.8% 1.3%Training and seminars abroad with foreign lecturers 8.6% 62.4% 25.8% 3.2%

Working with a mentor in the organization 6.5% 48.7% 41.2% 3.5%

Further formal education (postgraduate studies, specialist courses)

7.7% 69.2% 20.5% 2.6%

Not applicable 18.2% 36.4% 36.3% 9.1%

Millennials are united when it comes to the ways for developing their knowledge, regardless of their view how much applicable in practice is the knowledge they gained through formal education. Most of them highlights the work in multifunctional / project teams as the most desirable form of development. However, working in such teams abroad is a more common choice of the respondents.

Working with mentors within the organization is the next most common choice and perhaps it can be explained by the desire of Millennials to use theoretical knowledge in practice with the help of an expert. We assume that work with mentors would be particularly useful to those who are at the beginning of their careers or don’t have hands-on experience – that’s the way for faster adoption of the initial knowledge and also easier socialization. A well-designed mentoring program is certainly a characteristic of the job that can attract

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Millennials Count

Millennials – yet, here special attention should be made to the ways of the program implementation, having in mind the importance the technology has in Millennials daily life.

Perhaps expected, further formal education is the least chosen form of development, even among those who believe that their knowledge gained through formal education is fully applicable in practice. The desire for acquiring practical experience was pointed out once again – Millennials claim that introducing practical teaching in secondary schools, colleges and universities would be a good idea.

These results are very much related to the above-mentioned researches about the needs of young people in the education field. It is clear that young people do not want to return to the education system that they perceive as very stressful and where they don’t gain practical and applicable knowledge.

By analyzing the comments of the respondents, we noted that in addition to Millennials’ opinion that practical teaching is not sufficiently represented in the formal education, they also see it as a potential barrier for employment. This may be the reason why even the group of respondents who considers their knowledge gained through formal education fully applicable, find other forms of development more attractive than further formal education.

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3.4. Relation – Preference between local and multinational companies and the necessary skills

Multinational or local companies / Necessary skills

In multinational company

In domestic company

Determination 55.5% 58.3%Tactfulness 30.3% 32.5%Integrity 22.5% 27.6%Consistency 47.3% 40.4%Honesty 39.8% 40.2%Discipline 66.9% 65.4%Creativity 49.4% 56.2%Visionary view 23.7% 28.4%Expertise 73.7% 73.0%Planning & Organizing skills 65.9% 65.3%Flexibility 65.9% 66.4%Inter personal skills 72.0% 62.7%Presentation skills and public speech 36.0% 36.5%

Something else 4.0% 3.7%

We assumed this will be an interesting relation, and that there will be differences in opinions when it comes to the selection of skills. However, Millennials are united when choosing the necessary skills that each employee should possess, whether he decides to work in a multinational or local company.

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Millennials Count

3.5. Relation – Preference between the role of a leader / innovator and necessary skills

The role of a leader / innovator and necessary skills Innovator Leader

Determination 52.5% 62.8%Tactfulness 32.2% 29.9% Integrity 24.9% 23.8%Consistency 44.4% 43.3%Honesty 41.8% 36.3%Discipline 65.8% 67.1%Creativity 57.8% 45.1%Visionary view 25.5% 26.7%Expertise 73.9% 72.1%Planning & Organizing skills 62.9% 68.3%Flexibility 64.8% 67.4%Inter personal skills 65.8% 70.6%Presentation skills and public speech 36.3% 35.2%

Something else 3.5% 4.6%

As previously mentioned, Millennials don’t make a significant difference between the role of a leader and an innovator but consider them as complementary roles. Accordingly, both groups of respondents (those who would rather be leaders and those who would rather be innovators) generally chose similar skills / features.

However, a slightly higher percentage of “innovators” opt for creativity and expertise, whilst “leaders’’ a bit more often choose dedication, planning & organizing skills and interpersonal skills, which completely suits expectations for these roles.

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Millennials Count

4. COMPARISON

We started from the assumption that the current status of the respondents (student / employed student / employed / unemployed) influences the choice of responses and that the observed differences will be useful and interesting for the (future) employers when creating strategies for attracting, developing and retaining Millennials.

In the following section the results of the questionnaire are presented by groups of respondents separately.

4.1. Socio-demographic characteristics by Group

4.1.1. Students

Gender:

Male 23.1%Female 76.9%

Among the students, as it is the case with other categories as well, female respondents prevail in number (76.9% female and 23.1% male students).

The acquired level of education:

Secondary school education – grammar school 22.3%Secondary school education – vocational school 30.0%College education – Professional degree 1.8%University education – Bachelor degree 36.3%University education – Master degree 9.5%University education – PhD degree 0.0%

As for the educational structure of this group, 52.3% of respondents are in the undergraduate studies (reason for selecting “grammar and vocational school” as answers), while 47.6% of them are in the higher degree university studies.

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In which city have you finished the last level of education?


Most of the students have completed the last level of education in Belgrade (53.5%), while slightly more than a quarter of them (27.4%) completed the last level of education in other towns.

4.1.2. Employed students

Gender:


In our sample we didn’t neglect the students who work. We assume that students decide to work while studying in order to become at least partly financially independent, earn extra pocket money or to pay the costs of studying and student life in general. In this category, as well as in the previous, more than 70% are women (72.3%), while men constitute a little more than a quarter of the group (27.7%).



As for the educational structure of students who work, most of them (69.5%) are in the higher levels of university studies.

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Millennials Count



Most of the respondents completed the last level of education in Belgrade (63.9%), 16.8% in the cities we did not offer as possible answer, whilst 14.5% of them finished their education in Novi Sad.



In our sample, the majority of employed students work in Belgrade (73.5%), followed by Novi Sad (12.1%), while the rest work in some other town (9.6%). We must note that in the sample there aren’t employed students who work in Niš and Subotica, while in the same sample, there is a small percentage of those who completed the last level of education in one of these two cities.

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Do you work in a field you are educated for?

Yes 72.3%No 27.7%

Maybe it was not expected, but most of the employed students work in the field they were educated for – 72.3% of them. We think this is good news. Only a third of them don’t work in their profession, so we assume that these are the students who work to become financially independent. On the other hand, such a large percentage of those who work in the field they studied can be associated with volunteer work and apprenticeship / internship.

4.1.3. Employed respondents

Gender:

Male 29.2% Female 70.8%

Among the employed respondents in our sample 70.8% are women and 29.2% are men.



By far, the majority of respondents hold a University Degree (Bachelor / Master / PhD) – 91.9% and 4.6% of the respondents have completed Secondary School (grammar or vocational school), whilst only 3.5% of respondents have a college degree.

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Millennials Count



Most of the respondents have completed the last level of education in Belgrade (70.5%), followed by Novi Sad (18.9%) and other cities (10.5%).



In our sample the majority of respondents work in Belgrade (73%), followed by Novi Sad (12.4%), whilst the rest work in some another city (14.6%).

Do you work in a field you are educated for?

Yes 65.8%N0 34.2%

The most of employed respondents work in the field they were educated for, 65.8% of them.

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4.1.4. Unemployed respondents

Gender:


Among the unemployed respondents in our sample there are 73.5% women and 26.5% men.



The largest number of unemployed respondents in our sample have a University Degree (Bachelor, Master or PhD degree) – 94.8% of them. There are over 3.7% of the respondents with a College degree, and 1.5% with secondary school education (grammar and vocational school).


Subotica 1.5% Novi Sad 19.1% Beograd 69.8% Kragujevac 4.4% Niš 0.7% Some other town 4.5%

Most of respondents from the unemployed group completed the last level of education in Belgrade – 69.8% of them. 19.1% of the unemployed respondents completed the last level of education in Novi Sad, 4.4%, in Kragujevac and 6.6% of them in some other city.

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Millennials Count

4.2. Comparative review by groups

Would you move from bigger to smaller town because of the job?

Current status Yes Depends on conditions No

Student 25.3% 63.0% 11.7%Employed – student 20.5% 62.6% 16.9% Employed 21.9% 65.4% 12.7% Unemployed 29.4% 61.0% 9.6%

When it comes to respondents’ willingness to change the place of residence because of the job, the significant differences between the groups are not noticeable, nor the differences compared to the general sample view – for most of them conditions are the key factor. In particular, we were interested to determine whether there are differences in opinions between employed and unemployed respondents when it comes to mobility in order to get a job. From all groups, the highest percentage of the unemployed respondents is ready for relocation. This did not surprise us, and we assume that the desire for employment makes them more willing to move to another city.

To what extent is your knowledge acquired through formal education applicable in practice?

Current status Fully Partially Inufficient Not at allStudent 5.1% 51.5% 39.0% 4.4% Employed – student 12.2% 63.4% 23.2% 1.2% Employed 10.3% 55.4% 30.5% 3.8% Unemployed 11.8% 43.8% 40.7% 3.7%

Similar to the previous question, Millennials are united when it comes to the applicability of the knowledge they gained through formal education.

We are delighted that the largest percentage of employed students believe that their knowledge gained through formal education is fully

48

and partially applicable in practice, given that about 70% of them work in their field.

Perhaps expected, unemployed respondents consider their formal education as the least applicable. This can be explained by the difficulties encountered when seeking employment or potential loss of the job due to discrepancy of their knowledge with the employer’s expectations. We assume that among the unemployed are those who have never been employed, so their dissatisfaction with the formal education as well as students’ dissatisfaction, can be explained by their modest working experience and lack of self assurance feeling that their practical knowledge is insufficient.

To what extent does your current formal education provide an opportunity to build your desired career?

Current status Fully Partially Inufficient Not at allStudent 7.7% 52.6% 34.9% 4.8% Employed – student 15.8% 53.7% 29.3% 1.2% Employed 16.0% 53.1% 25.2% 5.7% Unemployed 10.3% 45.6% 33.8% 10.3%

We assume that our respondents started their secondary schools / universities having in mind future chances to find a job, so they chose popular professions at that moment. We can not ignore the changes in the market and the increasing use of modern technologies that affect the appearance of new and disappearance of old professions. Accordingly, we can question here (and this can be an interesting topic for further research) whether the employment status is a consequence of choosing inadequate profession – especially having in mind that employed and employed student groups in our research feel that their formal education allows them to build their desired career.

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Millennials Count

In your opinion what is the best way to expand / improve your skills?

Current status

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Student 20.1% 25.3% 11.4% 11.7% 23.8% 6.2% 1.5% Employed – student 21.9% 25.6% 12.2% 13.4% 23.2% 3.7% 0.0%

Employed 21.9% 36.9% 8.1% 10.3% 19.3% 3.0% 0.5% Unemployed 23.0% 18.5% 6.7% 8.9% 33.3% 5.9% 3.7%

Working in multi-functional / project teams has been singled out as the most commonly selected option for the development of the employees – they also showed a greater desire to gain such experience abroad.

The situation is similar with employed students, but they are less ready to go on training abroad, which coincides with the general image of the sample.

The unemployed opt to work with a mentor within the organization, that can perhaps be attributed to a lack of working experience and the unwillingness to work independently. Support and supervision of a more experienced colleague can facilitate the acquisition of the necessary knowledge and security to do the job.

Although the smallest number of respondents opted for the acquisition of additional formal education, students are the group which in the highest percentage opts for this type of development. By analyzing the comments we’ve noticed that this group of respondents believes that with higher level of formal education they increase their employment opportunities.

50

In your opinion what are the qualities / skills that every employee should possess?

Current status Student Employed – student Employed Unemployed

Determination 57.3% 54.2% 58.9% 50.7%Tactfulness 26.1% 22.9% 38.6% 27.2%Integrity 26.8% 22.9% 21.6% 30.9% Consistency 41.5% 49.4% 42.9% 48.5%Honesty 36.8% 42.2% 39.2% 46.3%Discipline 68.0% 60.2% 65.9% 67.6%Creativity 55.5% 44.6% 50.3% 57.3%Visionary spirit 26.8% 14.5% 28.1% 27.2%Expertise 72.4% 67.5% 71.6% 83.1%Planning& Organizing skills 64.7% 55.4% 69.2% 61.8%

Flexibility 66.2% 57.8% 67.3% 67.6%Interpersonal skills 60.3% 74.7% 72.7% 65.4% Presentation skills and public speech 41.9% 33.7% 32.4% 36.8%

Something else 4.0% 8.4% 3.2% 3.7%

On this question also we can see the similarity in the attitude of employed and employed students groups. Both groups emphasize interpersonal skills as the most important for each employee. We assume that those who work do understand how important and sometimes difficult is to build good relationships in the workplace. The least chosen answer of the employed group is integrity, while employed students believe that the visionary spirit is the least necessary for all employees.

The group of unemployed respondents believes that expertise is the most important. On the other hand, tactfulness and visionary spirit are the traits that are considered the least important.

In accordance with their current status, it is not surprising that the highest percentage of students choose discipline as the most important characteristic of employees. When it comes to the least selected responses, this group is alike to the rest of the sample.

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Millennials Count

To what extent are the following job characteristics important: (1 = not important, 5 = very important)


Fast progress 16.6% 19.3% 17.9% 16.9%Problem solving and personal achievement

41.2% 43.4% 46.0% 28.7%

Helping others 33.1% 34.9% 28.8% 34.3%Constant development and improvement

73.5% 74.7% 72.0% 64.4%

Stability and work without stress 45.6% 38.5% 35.0% 54.8%

Teamwork 12.5% 15.8% 18.9% 17.8%Simple and easy work 8.5% 7.3% 12.1% 19.1%

Creativity and dynamics 41.3% 45.1% 42.6% 38.2%

* The table shows results only for the grade 5 for each group of respondents.

When we talk about characteristics of work that respondents consider as the most important, all groups are in tune again by choosing as the most important constant development and job without stress. From the table above we can see that employed and employed students groups consider as important problem solving and personal achievement, as well as the creativity and dynamic work, while the unemployed and students group, as expected, value more stability and job without stress.

Simple and easy work as well as fast progress are proved to be the least significant, which is not in line with global trends, as previously noted.

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Would you rather be a researcher / innovator or a leader?

Current status Researcher /Innovator Leader

Student 60.1% 39.9% Employed – student 59.0% 41.0% Employed 57.9% 42.1% Unemployed 63.4% 36.6%

Deciding between the roles of a leader and a researcher / innovator responses of the groups separately do not differ significantly from the total sample of Millennials. However, we cannot be certain that Millennials will choose between the role of a leader / innovator bearing in mind their understanding of these two roles as complementary.

Would you prefer to have a small team with a limited budget and full autonomy, or a great team, a good budget, but more complex decision-making process?

Current status

Small team with a limited

budget and full autonomy

Bigger team with a good budget and more

complex decision-making process

Student 55.6% 44.4% Employed – student 61.7% 38.3% Employed 59.2% 40.8% Unemployed 57.0% 43.0%

Answers to this question are also not significantly different between the individual groups, as well as in regard to the general opinion of the sample, thus most of them, regardless of the current status choose a small team with a limited budget and full autonomy.

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Do you think there are unsolvable business situations?

Current status Yes No No opinionStudent 9.2% 66.9% 23.9%Employed – student 6.0% 77.1% 16.9%Employed 9.7% 82.4% 7.9%Unemployed 8.1% 71.3% 20.6%

We wanted to compare what different groups of respondents think about the topic of insolvability of business situations. The question is very general, but to some extent can provide insight about the optimism and confidence of students, employed and unemployed respondents. The table shows that there aren’t significant differences. Among those who believe that unsolvable situations don’t exist the most numerous are employed respondents (82.4%) and employed students (77.1%). As expected, from all groups the students are the most hesitant, so one quarter of them have no opinion on this question, which can be explained by their lack of working experience.

If you could choose would you:


Launch your own business 17.7% 26.8% 28.4% 19.3%

Work in a strong domestic company 14.0% 7.3% 9.0% 19.3%

Work in a multinational company

19.2% 19.5% 24.4% 18.4%

Go to live and work abroad 5.2% 11.0% 12.5% 9.6%

Go for specialization abroad and then continue your career there

24.7% 20.7% 12.5% 23.1%

Go for specialization abroad, and then return to Serbia

19.2% 14.7% 13.2% 10.3%

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In terms of next steps in career we see obvious differences in opinion between the groups of respondents, on one hand employees (employed and employed students) and the unemployed (unemployed and students). Those who are currently working, prefer to start their own business (over a quarter of respondents), while the smallest number of employed respondents opted for work in a strong domestic company.

On the other hand, the unemployed and students usually choose to go to specialization and to continue their career abroad.

What are the most important characteristics of the (future) employer? (1 = not important, 5 = very important)


Good earnings 35.5% 30.1% 40.6% 41.2%Personal development 72.1% 79.5% 76.0% 65.4%

Fast progress 24.3% 17.5% 20.2% 19.1%Possibility to work abroad 25.5% 19.7% 18.7% 19.1%

Ethics 56.8% 55.6% 49.7% 65.4%Clearly defined corporate culture 31.0% 31.7% 28.7% 31.6%

Freedom of thinking 58.9% 53.0% 54.2% 44.8%Freedom in decision-making in the area of my responsibilities

52.0% 43.4% 53.1% 44.8%

Flexible working hours 20.6% 19.5% 19.4% 20.6%

* The table shows results only for the grade 5 for each group of respondents.

All groups of respondents agree that the most important feature of a (future) employer is opportunity for personal development. Further more, in accordance with the general opinion of the sample, the freedom of thinking and decision-making are singled out as the important features, but also ethics. The least important proved to be fast advancement , the opportunity to work abroad and flexible working hours.

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Millennials Count

Would you prefer to work in a well-known multinational company or a small local firm that you could develop?

Current status In multinational company

In domestic company

Student 50.4% 49.6%Employed – student 57.3% 42.7%Employed 60.1% 39.9%Unemployed 50.8% 49.2%

We can see from the table above that in general all groups of respondents want to work in a multinational company rather than for a domestic one. However, we note that between the students, employed students and unemployed respondents, there is very small difference in the percentages. The only bigger difference spotted is that the employed group respondents want more to work in a multinational company – 60.1% of them, compared to 39.9% who would rather work in a domestic company.

How do you see yourself in 10-15 years?


As a recognized expert in his field 59.0% 69.6% 54.9% 55.2%

As a director of a large company 3.7% 7.3% 10.0% 4.4%

As an owner of its own company 17.9% 13.4% 23.6% 18.4%

At a high position in a public sector 8.8% 7.3% 5.1% 11.0%

As a celebrity 1.4% 1.2% 1.1% 2.2%Something else 9.2% 1.2% 5.4% 8.8%

In general there are no differences between groups of respondents in regard to their professional future. All of them, in 10 to 15 years, see themselves as experts in their field. Owner of a company is the next choice of Millennials, regardless of the current status.

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What is your biggest concern when it comes to your professional future?


Will I be able to find / keep a job I want

49.4% 30.1% 25.7% 60.3%

Will I be adequately rewarded for my efforts at work

9.9% 16.9% 22.2% 8.1%

Will I fit in with an existing team 0.7% 3.6% 1.1% 0.0%

Will I be able to grow in my profession

18.0% 26.5% 23.3% 14.7%

Will I be able to make the right decisions

9.9% 10.8% 9.8% 5.9%

Will the work bore me quickly 6.2% 6.0% 9.8% 4.4%

Will I progress rapidly 2.6% 3.7% 5.4% 2.9%

Something else 3.3% 2.4% 2.7% 3.7%

We noted that, regardless of their current status, Millennials are pretty like-minded when it comes to this topic. All groups of respondents have the same concerns – will they be able to keep their jobs and will they be able to grow in the profession. This can be explained by the situation in the country – the high rate of unemployment and layoffs may be the reason for uniformity in the answers. It is interesting that integration into existing team worries them the least.

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Which industry do you see as the most promising in Serbia in the next 10 years?


IT 66.9% 72.3% 70.3% 73.5%Agrculture 11.1% 4.8% 9.7% 8.1%Telecomunications 4.4% 7.2% 8.1% 1.5%Transportation 0.7% 1.2% 1.4% 0.7%Media 2.6% 2.4% 0.8% 0.0%Finance 1.5% 4.9% 1.9% 2.2%Manufacture 8.8% 2.4% 4.6% 8.1%Something else 4.0% 4.8% 3.2% 5.9%

We wondered how Millennials see the future industries in Serbia. All groups of respondents (70%) believe that Information Technology will be number one. The reason for this can be the fact that there is a very small number of the unemployed in this profession. Agriculture is the second most promising industry by the group of employed, unemployed and student respondents (around 10% in each category), while by the group of employed students respondents, that is Telecommunications.

What is for you the ideal place for work?


Work from home 9.4% 3.6% 5.7% 7.6%Traditional office 42.3% 44.6% 39.0% 45.0%Office where everybody has an access to (open space)

28.1% 36.1% 29.2% 26.0%

Virtual office (anywhere where there is internet connection, computer and phone)

20.2% 15.7% 26.1% 21.4%

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Representatives of this generation, regardless of their current status, consider the traditional office as an ideal place to work. The least popular is work from home, so the question is whether this is due to lack of conditions or still the traditional understanding of work in our region, additionally influenced by our national culture which is by nature collectivist and involves social interaction.

The fields where your role models are:


Sport 27.0% 36.3% 31.5% 30.8%Entertainment 1.5% 0.0% 1.1% 0.0%Politics 11.2% 6.3% 6.8% 12.0%Science 73.4% 57.5% 55.7% 66.2%Business 39.4% 63.8% 56.8% 40.6%Art 41.3% 41.3% 30.4% 39.1%History 33.2% 28.8% 25.3% 22.6%

As expected, the current status of the respondents defines the field in which they find their role models. Accordingly, employed and employed students respondents usually find their role models in the field of business, while student and unemployed respondents find their role models in the field of science.

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Millennials Count

Which Internet services do you use most often to get informed?


Facebook 88.9% 81.9% 68.9% 79.4%Twitter 14.4% 14.5% 13.6% 11.8%Pinterest 12.9% 10.8% 9.5% 8.8%On Line news 20.3% 26.5% 27.5% 22.8%YouTube 60.5% 61.5% 48.0% 50.0%Instagram 27.3% 31.3% 25.9% 15.4%Reddit 3.7% 1.2% 1.6% 2.2%Tumblr 3.0% 4.8% 1.1% 2.2%LinkedIn 29.9% 50.6% 55.6% 39.0%Something else 12.5% 14.5% 8.5% 12.5%

Having in mind the popularity of the social networks, it is not surprising that Facebook excels as the most common way of getting informed among all groups of respondents.

Among both groups of employed respondents the second choice is LinkedIn, that is probably due to the business topics and news this network provides.

Also, all groups ranked high YouTube, On Line News and Twitter.

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How do you communicate with colleagues / friends?


SMS 69.8% 61.0% 47.0% 72.1%WhatsApp / Viber 71.7% 63.4% 73.5% 55.2%Facebook 69.1% 54.9% 39.5% 58.8%Twitter 1.8% 1.2% 1.1% 0.7%Talk over the phone 72.4% 74.4% 73.5% 70.6%

Meet in person 73.2% 71.9% 72.2% 71.3%E-mail 40.1% 43.9% 46.5% 47.1%LinkedIn 4.8% 3.7% 7.0% 8.1%Instagram 8.8% 11.0% 8.9% 5.9%Something else 1.1% 1.2% 2.4% 1.5%

Bearing in mind that this generation grew up in the time of the expansion of technology, we find as a good news the fact that our Millennials still practice meeting in person and talking over a mobile phone as the most common forms of communication with friends and colleagues.

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5. THE MILLENNIAL’S PROFILE

Education:

• High level of education (College degree / Bachelor / Postgraduate)• The last level of education completed in Belgrade• Doesn’t see formal education as a further form of development• Sees the knowledge gained through formal education as partly

applicable in practice• Believes the knowledge gained through formal education partly

offers the opportunity for building desired career

Current status:

• Employed• Works in Belgrade, in the field of the education gained • Would resettle in a smaller town depending on the conditions

offered by the employer

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• Considers the traditional office as an ideal place to work• Sees as preferable an employer providing good earnings,

opportunities for personal development and freedom to solve problems / make decisions

• Wants to work in a multinational company• Prefers to have a small team with a limited budget and full autonomy• Believes that every employee should have as necessary abilities

expertise, interpersonal skills, flexibility, discipline, planning & organizating skills and determination

Development:• Considers development as very important and prefers learning

through practice (in organization) than through formal and informal education

• Would gladly go abroad for a specialization

Ambition:• Would gladly launch / start own business• Prefers the role of a researcher / innovator more to a leader’s role• Wants to be a recognized expert in own field of expertise

Characteristics of the preferred job:

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Communication:

• Uses Facebook as the most common source for getting information• Communicates most often with colleagues and friends through

meeting in person and Viber / WhatsApp

Role models:

• Recognizes role models in the fields of Science and Business

View into the future:

• Expresses as the greatest concern for the professional future chance to retain the preferred job, grow in the profession and be adequately rewarded for own efforts

• Considers Information Technology will be the most promising industry in 10 years time

Note: The sample of the research is of an appropriate type, therefore cannot be used as the representative one.

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6. CONCLUSION

As we mentioned at the beginning, the search for talent in any market is challenging and involves the detection of their needs. With contemporary development, especially in science and technology, the needs of young people are changing. It is essential to get to know their interests and desires, because they are holders of ideas, changes and a source of competitive advantage of companies in the future.

What are the characteristics of the previous generation?

The representatives of Generation X were born between 1965 and 1979, and as this generation is considered as the least numerous, it seems that they got the least attention. Generation X has experienced many global crises, such as Chernobyl and the phenomenon of AIDS. Another important feature is the fact that its members started very early independent lives, leaving their primary families, which made them independent, flexible and ready to take risks. The characteristic of this generation is also open rebellion to controlling, authorative bosses – to any type of authority generally. They didn’t grow up using technology and modern forms of communication, but with television and books.

Representatives of Generation X are slower in decision-making, they are analytical, they have rich work experience and compared to the new generation they are more successful in balancing work and private life (Krasulja and Radojević, 2016).

What are the characteristics of Millennials?

Representives of the Millennial generation were born in the period from 1980 to year 2000 or 2001 (by various authors may encounter divergences). They are called the Millennial generation, Digital

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generation, “feel good” generation, Cyberkids, the next generation, echo Boomer generation, net generation etc. The characteristics of this generation are completely shaped by the Internet and the rapid development of technology, which is very well known to them – through the use of internet they are looking for solutions, solving problems, communicating with the environment.

As for the authorities, this generation simply ignores managers who command and control. They want a leadership style that respects their personality, they want their manager to show them trust, provide support and act as a mentor rather than an advisor. They want their manager tell them what needs to be done, but not how to do the job – they will use their creativity and achieve results. Millennials want to fully participate in the decision-making process. The values of previous generations, such as business ethics, respect for authority, loyalty and commitment, financial conservatism, long-term planning and the ability to delay satisfaction, have no significance, whatsover, for Millennials. This generation is, compared to the previous ones, the most self confident and assertive, but also the most depressed and anxious – claims Tveng Jin, a professor of Psychology at the University of San Diego in his book “I Generation” (Krasulja and Radojević, 2016).

They want to work on tasks that clearly contribute to the objectives of the organization (easy and simple tasks are not challenging for them), they have to feel appreciated and it is very important for them to participate in achieving the organization’s mission. Compared to the previous generations, they will make it clear to the employer whether they are happy at work or not, which ultimately makes it easier to realize their system of values.

What results were obtained?

1,818,383 representatives of the Millennial generation live in Serbia, evidenced by the results of the last census (Đorđević, 2016). We asked a lot of questions in our questionnaire, but we certainly could have asked many more. The most important that we discovered about Millennials is that they are not afraid of work, on the contrary – dull,

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simple and easy work can demotivate them. They want to improve and develop constantly, and when it comes to their career, the objective is to become a recognized expert. Also, they have expressed entrepreneurial spirit, they appreciate freedom, both in work and in decision-making. This generation does not tolerate authority and requires coaching and mentoring as a way of leading them.

High rate of unemployment, inability to retain a job and financial dependence make the differences between the Millennials in the world and in our country. Notable differences from the researches in the world are not surprising and they are a consequence of the diversity of national cultures and life standard in the countries the Millennials come from. For this reason the results of the U.S. and European studies differ, as well as in surveys conducted in individual countries, such as ours. Different and sometimes contradictory responses on the same topic does not diminish the validity of this research.

What distinguishes our sample Millennials from their contemporaries in the world (coming as a surprise to us), is the choice of a traditional office as an ideal place to work and also their preference to meet in person when it comes to communication with friends and colleagues.

We have not dealt with lifestyle of the Millennials for a reason – we did not want this research to represent Millennial generation in Serbia, because there are many studies of this kind. Our aim was to analyze deeper the way Millennials think, but also to give employers a handbook useful for attracting, retaining and developing young talent.

What does the new generation Z bring?

We can assume, based on the previous researches, that the generation that is coming will be completely technologically literate and will use the latest technological devices from early childhood, which will lead to reduced communication in real life, because all the information will be instantly available on the Internet. This generation will enter the labor market in 2020. The external factors that shape it are the war against terrorism and the development of “smart phones” and social

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networks (Šeligo, 2016: 6). They will be very environmentally conscious and will have an aversion to large corporations (Šeligo, 2016: 16).

Generation Z will respect hierarchy and authority less, and its representatives will want flexible working hours, and freedom in decision-making and in work more than any previous generation. They will work hard, but they won’t have problem to leave the job if it does not have purpose or becomes dull.

Finally, we would like to appeal for further researches of needs and beliefs of the new generation, because we think that only companies / organizations that listen to the needs and desires of generations that are coming may be ready to change, innovate, continuously develop and retain talent. This topic is very interesting to us and we will definitely continue to research what changes are ahead of us, so we can adapt to them adequately.

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7. ABOUT STANTON CHASE

Stanton Chase International is an international executive search firm which offers expertise of its consultants exellent service in hunting and assessment of the highest executives. What makes us special is our knowledge of the global, regional and local trends in the labor market (workforce), as well as the access to candidates from all over the world. Stanton Chase International is a company with a fully integrated system of 75 offices in 45 countries around the world. According to the latest research in this industry, the company is ranked among the top 10 international executive search consulting firms by size, speed of development and reputation. The company is very appreciated among its clients for its exceptional quality of service, primarily due to successful business assessment in the complicated process of recruitment and selection of top executives.

Stanton Chase’s office in Belgrade has been recognized in the Serbian labor market as a company which provides services to the most eminent local and international companies, efficiently and on time, since its establishment in 2005. Our experience in the region and in a variety of industries and services in accordance with Western standards make us a competent long-term partner in the Serbian, as well as in the markets of former Yugoslav republics – Croatia, Bosnia and Herzegovina, Montenegro and Macedonia. The expertise of our team is proven through the successful projects at all hierarchical levels, and what also characterizes us are solutions tailored to customer needs and dedication to every project. Today Stanton Chase Belgrade is positioned as one of the leading executive search firms in Serbia. Our team consists of consultants and researchers specialized in nine industries. We want to emphasize that our consultants acquired knowledge, skills and experience working on managerial positions in the industries which they are specialized for. Using the latest methodology for evaluation of competencies and personality profiles (on-line psychometric tests and strategic exercises in the form of business simulations) we provide successful and fast assessment of the best candidates relevant for the terms of the project.

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8. ABOUT BELGRADE UNIVERSITY CENTRE FOR CAREER

DEVELOPMENT

The decision to establish the University Centre for Career Development and Student Counseling was made at the Council Conference of the Universities in Belgrade, 5th December 2006. The center is an organizational unit of the University in Belgrade and was formally opened for students of all faculties of the University in Belgrade on the 12th of December 2006 in the premises of the Faculty of Law. Since April 2008, the center has been located in the building of the University in Belgrade (Captain Miša’s building), at Studentski Trg No.1, Belgrade. The idea of establishing the Centre for career development and counseling students in Serbia was realized thanks to the initiative of the Foundation of Prince Alexander for Culture and Education, and the successful cooperation between the University of Nottingham and the University of Belgrade. The key role of the Centre is to help students of Belgrade’s University in the development of the knowledge and skills that will be of relevance for employment; to assist in the acquisition of work experience during their studies and knowledge about business world, and to prepare students for the next step in their career after graduation. This is achieved in the following ways: • Providing to students access to the latest information on important

occupations, employers and possibilities of further education, as well as information on current vacancies; helping them also to constructively reflect on the given possibilities.

• Giving objective and confidential advice to students and guiding them through the process of career choice, helping in drawing up

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and implementing realistic plans for career development.• Organizing workshops, short courses, talks and employers

presentations, for better understanding the business world and obtaining skills necessary for successfully organizing and managing their own careers.

• Cooperating with faculties of University in Belgrade on encouraging the professional development of students and their careers.

• Providing a range of services to employers who are interested in hiring students and graduates – publishes information about vacancies and other useful opportunities for students; organizes company presentations and interviews with employers, and job fairs.

• Providing information about the labor market for graduates of the University in Belgrade, and about the Postgraduate studies.

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Finally, we would like to thank once again the Centre for Career Development of the University of Belgrade for their support and assistance in creating the survey and its distribution to a large number of addresses, then to all the companies that forwarded the survey to their employees, and of course to everyone who took time to answer the questions and gave interesting comments which helped us obtain the bigger picture.

We would especially like to express our thanks to Strauss Adriatic, that helped us in publishing this book, to colleagues from Advance Response International, who co-worked with us all along in running the Survey and interpreting the answers, and to the Faculty of Mechanical Engineering of the University of Belgrade for their assistance in making the promo clip.

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Milenijumci se pitaju

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9. REFERENCES

1. Adkins, A., Rigoni, B. (2016), What Millennials Want from a New Job, Harvard Business Review• Available at: https://hbr.org/2016/05/what-millennials-want-from-a-new-job (Accessed: 19/07/2016)

2. Baucal, A., Pavlović Babić, D. (2009), Razumevanje pročitanog – PISA 2003 i PISA 2006, Ministarstvo prosvete Republike Srbije, Zavod za vrednovanje kvaliteta obrazovanja i vaspitanja, Institut za pshologiju Filozofskog fakulteta Univerziteta u Beogradu• Available at: http://www.pisaserbia.org/images/stories/pdf/Razumevanje%20procitanog.pdf (Accessed: 07/19/2016)

3. Deloitte (2016), The 2016 Millennial Survey – Winning over the next generation of leaders, Deloitte• Available at: https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf (Accessed: 07/19/2016)

4. Đorđević, K. (2016), Generacija koja nema budućnost, Politika, Vol. 36759, pg. 11-13, Beograd

5. Gilbert, J. (2011), The Millennials: A new generation of employees, a new set of engagement policies, Ivey Business Journal• Available at: http://iveybusinessjournal.com/publication/the-millennials-a-new-generation-of-employees-a-new-set-of-engagement-policies/ (Accessed: 07/19/2016)

6. Jerković, I. i dr. (2011), Dometi reforme obrazovanja u Srbiji, XVII Skup TRENDOVI RAZVOJA: “EVROPA 2020: društvo zasnovano na znanju” • Available at: http://www.trend.uns.ac.rs/stskup/trend_2011/radovi/A2-2/A2.2-5.pdf (Accessed: 07/19/2016)

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7. Klass, T., Lindenberger, J. (2016), Characteristics of Millenials in the Workplace, Business know-how• Available at: http://www.businessknowhow.com/manage/millenials.htm (Accessed: 07/19/2016)

8. Krasulja, N., Radojević, I. (2016), Odnos prema poslu pripadnika generacija X, Y, Z, Ekonomski online• Available at: http://www.ekonomski.net/generacija-x-y-z (Accessed: 19/07/2016)

9. Ninamedia kliping (2013), Istraživanje o položaju i potrebama mladih, Ninamedia kliping• Available at: http://www.mos.gov.rs/mladisuzakon/attachments/article/387/Istrazivanje%20polozaj%20i%20potrebe%20mladih%20-%202013.pdf (Accessed: 07/19/2016)

10. Ninamedia research (2015), Istraživanje o položaju i potrebama mladih u Srbiji II, Ninamedia research• Available at: http://www.mos.gov.rs/wp-content/uploads/download-manager-files/Istra%C5%BEivanje%20o%20polo%C5%BEaju%20i%20potrebama%20mladih%20u%20Srbiji%20II%20-%20Novembar%202015.pdf?lang=lat(Pripstupljeno: 07/19/2016)

11. PriceWaterhouseCoopers (2011), Millennials at work – Reshaping the workplace, PriceWaterhouseCoopers• Available at: https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf (Accessed: 07/19/2016)

12. PriceWaterhouseCoopers (2016), How to manage Milennials, PriceWaterhouseCoopers• Available at: http://www.pwc.com/gx/en/issues/talent/future-of-work/managing-millennials.html (Pristupleno: 07/19/2016)

13. Regan, H. (2014), What Gen Y Really Wants, The New Times Talent• Available at: http://new-talent-times.softwareadvice.com/what-gen-y-really-wants-0414/ ( accessed: 07/19/2016)

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14. Republički zavod za statistiku (2002), Stanovništvo po polu i starosti, Republički zavod za statistiku • Available at: http://webrzs.stat.gov.rs/WebSite/userFiles/file/Stanovnistvo/ZeneiMus/ZiM_srpski_web.pdf (Accessed: 19/07/2016)

15. Republički zavod za statistiku (2002), Struktura stanovništva prema obrazovanju, Republički zavod za statistiku• Available at: http://webrzs.stat.gov.rs/WebSite/Public/PageView.aspx?pKey=126 (Accessed: 07/19/2016)

16. Schawbel, D. (2015), The 4 things millennials want most from employers may surprise you, Business Insider• Available at: http://www.businessinsider.com/what-millennials-want-most-from-employers-2015-4 (Accessed: 07/19/2016)

17. Šeligo, B. (2016), Obilježja različitih generacija• Available at: https://www.google.rs/l?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0a-hUKEwjyq7ez8aLOAhUFvxQKHQf1BI4QFggdMAA&url=http%3A%2F%2F-www.ss-pregrada.skole.hr%2Fupload%2Fss-pregrada%2Fnew-sattach%2F310%2Fobiljezja_razlicitih_generacija.ppt&usg=AFQ-jCNG6VRKrdy7Fi4GfLtVdY1jg0R16NQ&sig2=-n8a5WuF-66f1fb-bQPG-7Q&bvm=bv.128617741,d.bGs (Accessed: 07/19/2016)

18. Tomanović, S., Stanojević, D. (2015) Mladi u Srbiji 2015, FRIEDRICH EBERT STIFTUNG• Available at: http://library.fes.de/pdf-files/bueros/belgrad/12065.pdf (Accessed: 19/07/2016)

19. White, G. B. (2015), Millennials in Search of a Different Kind of Career, The Atlantic• Available at: http://www.theatlantic.com/business/archive/2015/06/millennials-job-search-career-boomers/395663/ (Accessed: 07/19/2016)

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10. APPENDIX: Questionnaire

1. Gender:a) Maleb) Female

2. Age:1982 – 1992

3. Current status:a) Employee b) Employed – studentc) Unemployedd) Student

4. The acquired level of education:a) Grammar schoolb) High schoolc) College education – Professional degreed) University – Undergraduate studiese) University –Graduate studiesf) University – Postgraduate studies

5. In which city have you finished the last level of education?a) Suboticab) Novi Sadc) Beogradd) Kragujevace) Nišf) Another city

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6. In which city do you work?a) Suboticab) Novi Sadc) Beogradd) Kragujevace) Nišf) Another cityg) Unemployed

7. Do you work in the field you have studied for?a) Yesb) Noc) Not applicable

Comment _________________________

8. Would you move from a larger to a smaller city because of the job?a) Yesb) Depending on conditionsc) No

Comment _________________________

9. To what extent is your knowledge acquired through formal education applicable in practice?

a) Fullyb) Partiallyc) Insufficientd) Not at all

Comment _________________________

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10. To what extent do your current formal education provides an opportunity to build desired career?

a) Fullyb) Partiallyc) Insufficientd) Not at all

Comment _________________________

11. What way do you think it would be the most adequate to expand / develop your skills?

a) Work in multinational / project teams in the countryb) Work in multifunctional / project teams abroadc) Training and seminarsd) Training and seminars abroad / with foreign lecturerse) Work with mentor in the organizationf) Additional formal education (postgraduate studies, specialist courses)g) Not applicable

12. What are the skills you think every employee should possess?a) Determinationb) Tactc) Integrityd) Consistencye) Honestyf) Disciplineg) Creativityh) Visionaryi) Expertisej) Organizational skillsk) Flexibilityl) Interpersonal skillsm) Presentation skills and public speechn) Other _________________________

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13. To what extent are the following job characteristics important for you (rate from 1 to 5 (1 – not at all important, 5 – very important)):

a) Fast progressb) Reflection and personal stampc) Helping peopled) Constant development and improvemente) Stability and work without stressf) Teamworkg) Simple and easy workh) Creativity and dynamism

14. Would you rather be a researcher / innovator or a leader?a) A researcher / innovatorb) A leader

Comment _________________________

15. Would you prefer to have a small team with a limited budget and full autonomy, or a big team, a good budget, but more complex decision-making process?

a) A small team with a limited budget and full autonomyb) A big team, a good budget, but more complex decision-making process

Comment _________________________

16. Do you think there are unsolvable business situations?a) Yesb) Noc) No opinion

Please provide an example _________________________

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Millennials Count

17. If you could would you:a) Launched your own businessb) Worked in a strong domestic companyc) Worked in a multinational companyd) Went to live and work abroade) Went for a training abroad, and then continued career theref) Went for a training abroad, then returned to Serbia

Comment _________________________

18. What is the most important for you about the (future) employer (rate from 1 to 5 (1 – not at all important, 5 very important))?

a) Good earningsb) Personal developmentc) Fast progressd) Ability to work abroade) Ethnicsf) Clearly defined corporate cultureg) Freedom of thoughth) Freedom in decision-making in the area of my responsibilityi) Flexible working hours

Comment _________________________

19. Would you prefer to work in a well-known multinational company or in a small domestic businesses that you could develop?

a) The multinational companyb) The domestic company

Comment _________________________

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20. How do you imagine yourself in 10-15 years?a) As a recognized expert in my fieldb) As a director of a large companyc) As the owner of his / her own companyd) At the high position in the public sectore) As a media celebrityf) Other _________________________

21. What is your biggest concernwhen it comes to your professional future?a) Will I be able to find / keep the job I wantb) Will I be adequately rewarded for my effortsc) Will I fit in with the existing teamd) Will I be able to grow in my professione) Will I know how to make the right decisionsf) Will I get bored with the job quickly g) WIll I progress quicklyh) Other

22. Which industry seems as the most promising in Serbia in the next 10 years?

a) ITb) Agrarc) Telecommunicationsd) Transportatione) Mediaf) Financeg) Manufactureh) Other _________________________

23. What is your ideal place to work at?a) Work from homeb) Traditional officec) Office where everyone has access to (open space)d) Virtual office (anywhere where there is a computer, internet and telephone)

Comment _________________________

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Millennials Count

24. The fieldwhere you find your role models:a) Sportb) Entertainmentc) Politicsd) Sciencee) Businessf) Artg) History

Your role model is _________________________

25. Which Internet services do you use most often to get informed?a) Facebookb) Twitterc) Pinterestd) On line newse) YouTubef) Instagramg) Reddith) Tumblri) LinkedInj) Other _________________________

26. How do you communicate most often with colleagues / friends?a) SMSb) Whats app / Viberc) Facebookd) Twittere) Talk over mobile phonef) Meet in persong) E-mailh) LinkedIni) Instagramj) Other _________________________

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AUTHORS:

Stanton Chase International:Jelisaveta Đurković

Jovana LučaninMaja Manojlović Anđelković

Tijana MihaljicaJasmina Stefanović

Miloš Tucaković

Advance Response International:Dušan JovanovićSara Kovačević

Marina Petruševski

CIP - Каталогизација у публикацији -Народна библиотека Србије, Београд

37.048.4-057.87(497.11)(083.41)(0.034.2)331.548-057.87(497.11)(083.41)

MILLENNIALS Count [Elektronski izvor] / [Jelisaveta Đurković ... [et al.]. - Belgrade : Stanton Chase International, 2016 (Belgrade : New Assist). - 1 elektronski optički disk (CD-ROM) : tekst, slika ; 12 cm

Izv. stv. nasl.: Milenijumci se pitaju. - Tiraž 50. - Bibliografija.

ISBN 978-86-920451-1-01. Ђурковић, Јелисавета, 1989- [аутор]a) Професионална оријентација - Студенти - Србија - Статистика

COBISS.SR-ID 226629900