Millennials in CRE Don't Need Handholding

CHICAGO—Recruiting is the lifeblood of any organization. And all successful companies attempt to differentiate themselves from their competition in order to recruit the top young talent. But what millennials typically desire may come as a surprise to those who believe that a generation raised by “helicopter parents” wants a bunch of handholding.

In fact, Chicago-based JLL has found something very different. Many younger people in fact want to work within organizations that provide flexibility and allow enough autonomy to accomplish creative projects.

“They do seem to value some level of being able to direct how they get the job done,” Mary Bilbrey, chief human resources officer, JLL, Americas, tells GlobeSt.com. However, autonomy as understood by millennials does not mean going it alone. “The idea of belonging is still important,” so the company encourages its new hires to work in teams.

JLL has also found that helping its workforce take part in activities with a social mission can also foster a sense of belonging to something important. It recently organized a 300-strong force of volunteers to help the Special Olympics hold its latest series of competitions in Chicago this spring.

The larger lesson for recruiters is that today’s companies have to have values, ones that impact lives on a daily basis. That includes providing a healthy work environment. “It’s a big topic with our existing employees and prospects we’re recruiting,” Bilbrey says. That’s one reason JLL recently linked its corporate real estate and human resources departments. How it designs and operates its offices is considered “an extension of your talent strategy.”

The firm recently remade its global headquarters in Chicago, for example, and made sure everyone had access to clean air, sufficient light, exercise options, fresh food and social outings. Among the many new features is a casual gathering space that includes a barista and beautiful views of the city’s Grant Park. It’s now a place where people from different departments run into each other and “have conversations that spark ideas” that lead to innovations and collaborations.

This kind of transparent, open space also helps upper management interact with employees in ways that were rare in the past, when offices were more hierarchical. “Leaders are very approachable, and go have coffee with others in the club,” according to a JLL spokesperson. “They’re not hidden away.”

“This is a very important part of our culture,” Bilbrey adds. And these days, many clients want to know more about open offices. “It helps that we can speak about it personally and say, ‘we do this. We’re all in this together.’”