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Target is hitting the bullseye when it comes to creating a millennial-friendly workplace culture.
The giant retailer ranked 10th on this year’s ranking of the Best Workplaces for Millennials™, large company category. The ranking is based on Great Place to Work®’s research and employee surveys.
The list was produced based on employee survey data from before the COVID-19 pandemic struck. But Target and other Best Workplaces for Millennials have demonstrated their people-first, caring cultures amid the health crisis and during the racial justice uprising that followed the killing of George Floyd.
We asked Target’s Chief Human Resources Officer Melissa Kremer about the company’s appeal to the millennial generation, and its responses to COVID-19 and the racial justice movement.
Great Place to Work: In your view, why has Target succeeded in creating a great workplace experience for millennials?
Melissa Kremer: We know millennials are focused on purpose-driven companies, and that’s one of their top considerations as they think about the organizations they choose to engage with. Their values closely align with how we’ve invested in putting our purpose and values at the center of our culture.
We also know that millennials value rich and rewarding career experiences and development. They’re eager to learn and grow in their careers and expand their skill sets both formally and informally. We’ve developed a culture of learning, backed by the more than seven million payroll hours that we invest in training each year.
That training investment includes a broad portfolio of programs and initiatives that help our millennial team members build skills at all levels and gain rich and rewarding experiences to grow in their careers.
When I think about the richness of our career experiences, we give our team members a great deal of responsibility early in their careers – whether it’s within their role in a store serving guests, or supporting the functions of merchandising or supply chain.
We’ve heard from our millennial team members that they really care about the kind of leader they work for. They don’t want a “boss.” They want a coach who is invested in their career, offering them rich and meaningful always-on feedback so they can continue to learn and grow.
Investing in both how our leaders show up as coaches coupled with our learning culture creates an environment that’s compelling for our millennial team members. When you layer that on top of the foundation of our purpose and values, it’s bringing together the things that we know are most important to them.
They don’t want a “boss.” They want a coach who is invested in their career, offering them rich and meaningful always-on feedback so they can continue to learn and grow.
Great Place to Work: Is there a story that you can tell that captures what’s working for millennial employees at Target?
Melissa Kremer: A wide spectrum of millennials see Target as an entry-point to lifelong career development. We have a broad portfolio of programs and learning initiatives intended to help them further develop their careers.
One that I’m particularly excited about is a spring internship program that we introduced last year. It focuses on students from non-traditional backgrounds who are pursuing a career change to technology.
The goal of the internship program is to close the experience gap with exposure to a real-world corporate environment, while building technical skills and providing the professional development and mentorship that prepares students for positions in Target’s Technology team. It also helps Target explore new avenues for untapped talent.
One of the students from the first class was a millennial hairstylist with no background in tech before going back to school to become an engineer. After he completed his internship, he went on to join our Technology Leadership Program and is now an engineer and program manager at Target.
Great Place to Work: Target has taken several steps to safeguard, recognize and reward employees during the pandemic—including pay raises and support with mental health. Are you seeing millennial employees appreciating or taking advantage of these enhanced benefits?
Melissa Kremer: We care for every team member, and their health and safety is our top priority. We’re committed to providing them with the resources they need to take care of themselves and their families.
As an employer, we know we play a critical role in enhancing their well-being through the benefits we provide. We continue to work to evolve our slate of benefits to ensure we’re helping team members across all life stages meet their needs now and into the future.
We’ve seen strong millennial usage with several free and on-demand resources we’ve invested in to support their mental, emotional and physical health throughout the pandemic. Daylight is a personalized app that helps individuals navigate stress and worry, the Sleepio app provides self-help tools to improve sleep, and Wellbeats offers digital fitness classes.
More than half of the program users for Wellbeats were millennials. When we think about creating a portfolio of benefits for all, these types of offerings are a differentiator for Target.
Within our culture of learning, we’ve seen strong millennial engagement with new online, on-demand learning and development platforms we introduced to help team members navigate work and life and continue to build skills during the pandemic. Specific tools include our Skillsoft learning library and an internally-created Adaptive Leadership site.
These tools and resources help team members strengthen their skills and invest in development topics that are meaningful to them – from coding to communication. They’re also able to grow personally in areas like resilience, empathy and inclusion. We have seen exciting usage with these tools, affirming that our teams are eager to use this time to grow and learn.
We’ve made free backup care available to all U.S. Target team members – a benefit that provides access to childcare or care for another family member. We found that this was especially helpful for our millennial population, as nearly 70% of the users were in that age group.
Great Place to Work: You “vowed to face pain with purpose” in the wake of the George Floyd killing and civic unrest. Can you say how millennial employees have received your pledge and related actions? In what ways have millennial employees contributed to actions you’ve taken as an organization to address racism and injustice?
Melissa Kremer: We’re committed to leading with our purpose and values, listening to our team, and fostering an engaged, diverse, inclusive, purpose-driven culture to make sure our team feels the same joy we aim to provide our guests.
Now more than ever, we need diverse perspectives, experiences and backgrounds to help our company continue to advance and serve guests across the country. Our diversity and inclusion efforts span four foundational areas of delivering an inclusive guest experience, an inclusive work environment, a diverse workforce and championing broader societal impact.
We’re listening to our team and guests, including millennials, and using our size, scale and resources to help heal and create lasting change. In response to the murder of George Floyd, we’ve made a number of initial commitments, including investing $10 million to support partners such as the National Urban League and the African American Leadership Forum, which serve many generations.
We’re providing 10,000 hours of pro bono consulting services for Black- and people of color-owned small businesses, helping with rebuilding efforts. We’re also continuing to volunteer and provide essentials to communities most in need.
Many of our community volunteers are millennial team members. Additionally, we’ve established a Racial Equity Action Committee comprising senior leaders across the company to partner with our team members, guests and members of the community to determine Target’s next steps.
We’ve held several listening sessions with our team members with a strong attendance and participation from millennial team members, many of whom shared their own experiences with racism and their commitments to a more just and equitable world for themselves or their children.
Many of our millennial team members participate in Diversity Action Committees and business councils, which unite them through a common interest or goal. These groups are organized and managed by team members, for team members, and help to build connections and foster our inclusive culture.
ABOUT OUR METHOLOGY
To be eligible for the World’s Best Workplaces list, a company must apply and be named to a minimum of 5 national Best Workplaces lists within our current 58 countries, have 5,000 employees or more worldwide, and at least 40% of the company’s workforce (or 5,000 employees) must be based outside of the home country. Extra points are given based on the number of countries where a company surveys employees with the Great Place to Work Trust Index©, and the percentage of a company’s workforce represented by all Great Place to Work surveys globally. Candidates for the 2017 Worlds Best Workplaces list will have appeared on national workplaces lists published in September 2016 through August 2017.
ABOUT OUR METHOLOGY
The Best Workplaces in Asia List
Great Place to Work® identifies the top organizations that create great workplaces in the Asian and Middle Eastern regions with the publication of the annual Best Workplaces in Asia list. The list recognizes companies in three size categories:
To be considered for inclusion, companies must appear on one or more of our national lists in the region, which includes Greater China (covering China, Hong Kong, Taiwan and Macau), India, Japan, Saudi Arabia, Singapore, South Korea, Sri Lanka and UAE. For the 2021 Asia List, companies ranked on the national list in the Philippines will also be included. Multinational organizations must meet the following requirements:
Multinationals also receive additional credit for their efforts to successfully create an excellent workplace culture in multiple countries in the region. The data used in the calculation of the regional list comes from national lists published in 2019 and early 2020.