One of the most interesting—and perhaps confounding—aspects for many executives when it comes to finding the right roles for their youngest employees is that Millennials don’t always follow what became the traditional path to career advancement.
That has required many in leadership positions to reconsider how to promote their talented, young people and ensure they’re still part of the company when it’s time for the next generation to take over the big decisions.
Cathy Benko, vice chairman and managing principal of Deloitte, says the systems integration world presents some unique challenges when it comes to creating an environment that’s friendly for young superstars but also meets the needs of its most demanding clients.
“In professional services, you’re in the market for clients and for talent,” says Benko.[related]
She’ll talk about the best ways to address those issues at the NSCA Business and Leadership Conference in a keynote session called “Career Customization in Systems Integration.” Benko bases her presentation on her books, The Corporate Lattice and Mass Career Customization.
“We’ve become hard-coded in how we believe careers are supposed to build,” she says. “The question you have to ask is how you can provide more customized career advancement.”
Integrators work in “a more concentrated industry” that includes “a lot of physical work,” so there are perks available to workers in other industries that don’t exist here, says Benko.
“When someone doesn’t show up, that’s a big deal,” she says. “You can’t work from home like you can in other industries.”
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