![]() ![]() Racanelli, a third-generation executive at the company, said millennials’ technology skills are an asset to his firm. He, in turn, has shared with Racanelli and others in the company his know-how of advanced project-management, scheduling and cost-estimating software. ![]() He said he’s also learned “how to make decisions and execute them on time.” “Leadership and management of the subcontractors coupled with professionalism and respect toward clients” are among the skills Henningsen said he’s gained. That mentoring includes the meetings the Racanellis hold with project managers and their assistants every two weeks. and his three brothers has given him key managerial experience, Henningsen said. Mentoring by vice president Martin Racanelli Jr. The East Northport resident, who started working at Racanelli soon after he graduated in 2011 with a bachelor’s degree in construction management from SUNY Delhi, is an assistant project manager and hopes to be promoted to project manager “in the near future.” Mentoring has helped 26-year-old Douglas Henningsen envision a bright future at Racanelli Construction Co. “Mentoring is a critical retention tool,” said Anna Beninger, director of research at Manhattan women’s research and advocacy group Catalyst. “It allowed the company to continue to broaden its scope and broaden its purpose, so that is part of the enormous success that we have been having,” Heiman said.Īnd mentoring helps companies hold onto valuable employees. But to her mentor, her business model suggested “social entrepreneurship” and should be extended to include underinsured individuals as well. Her vision was to establish a network that offered health benefits for individuals who remained uninsured even after the federal Affordable Care Act took effect. Mentoring pays off for both employers and employees, research shows.Ī Harvard Business Review article last year noted that mentoring programs enabled junior to midlevel professionals to advance more quickly and to earn higher salaries and experience more job satisfaction than people who weren’t mentored.īetty Heiman, 50, chief executive and founder of the health-benefits company Transparent Healthcare in Plainview, credits her mentor, who was also an early investor in her 6-year-old company, with helping her to sharpen her company’s mission and broaden its market. “They use social media to reach out and establish their own mentoring relationships.” “Millennials often have more than one mentor,” Lenaghan said. So unlike baby boomers, who are more likely to have one or two mentors over their working life, younger workers often have had several early on in their careers, in part reflecting how often they change jobs. ![]() Local workforce numbers for millennials are unavailable.Įxperts contend that millennials, the first generation weaned on the constant back-and-forth of social media technology, are eager for feedback and actively seek mentors. Millennials now account for more than one in three American workers.įederal data show that 20- to 34-year-olds - the closest Census category to the millennial age range - make up 18 percent of Long Island’s population. Millennials are the dominant generation in the workplace, surpassing Gen Xers (ages 36 to 51) and baby boomers (ages 52 to 70), according to a Pew Research Center study last year. ![]() “She is making me aware of some of the more modern vehicles of marketing,” he said. Meanwhile, Signorelli seeks Wilensky’s help on issues such as a greater use of social media to help promote the company’s name in public. ![]()
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