I can't count the number of times I've heard the five mostgroan-inducing words in the English language: “Can you help memove?” Dutifully I've helped my fair share of friends move down theblock or across town. This summer, I ended up asking that questionmyself as I made the decision to move a little further – fromJuneau, Alaska to Madison, Wis.

I didn't realize quite how comfortable I was in Juneau, my homefor six years, until I got to my new unfamiliar town and felt a bitlost (full disclosure – more than once I got very literally lost).If you've ever made a big move, you probably know what I am talkingabout: The grocery stores are all different, the road systems areconfusing and I hardly knew anyone.

Sitting in my favorite Juneau coffee place, I imagined gettingto Madison and feeling right at home as soon as I moved. Severalmonths later, my boxes are unpacked but I still don't feel entirelysettled. Now I'm realizing how much time and intention it takes tore-develop connections, favorite haunts and a general feeling ofhomey-ness.

I'm fortunate to work with young professionals in the creditunion space, and am struck by the similarities between moving intoa new career and moving into a new town. Many young adults juststarting out expect to settle right into their new positions, andare surprised at the time it takes to feel at home in anorganization or industry. Those of us who have experienced the“credit union Kool-Aid” firsthand have the unique opportunity tohelp credit union newcomers unpack their boxes, literally orfiguratively, as they move into a new-to-them industry. A number ofwonderful people have made a huge difference helping me settle intoMadison life. Similarly, those of us established in credit unionshave the chance to make a huge difference for our entire industryby actively reaching out to the next generation so the credit unionworld begins to feel like home.

Millennials will represent almost half of the U.S. workforce by2020, but few are engaged in their jobs and workplaces. AForbes article, “Why Retention Will Be the Biggest TalentChallenge Of 2017,” cites data from the U.S. Bureau of LaborStatistics to express it this way: “We're not far off from having amajority generation in our workforce that expects to work with youfor less than two years.”

According to the Harvard Business Review article“Talent Matters Even More Than People Think,” “In any organizationor group, a few people will make a disproportionate contribution tothe collective output. Around 20% of individuals are responsiblefor 80% of the output and vice versa … Thus, talented people – thevital few – are the main driver of a company's success.”

Since talent is the main driver of success, and almost half ofall talent in the U.S. will be millennials by the year 2020, wecan't just hope that millennials will assimilate into the creditunion space. Attracting and retaining the next generation isn'tjust an optional way to gain “one up” on the competition – it's acritical imperative for our entire industry's survival. Creditunions must engage Gen Y, and Gen Z behind them, not just astellers but as current and future leaders. Here are three key wayscredit union leaders can support the next generation of talent inthe industry.

1. Connect young professionals with developmentopportunities. The 2016 Deloitte Millennial Surveyreported, “While correlation is obviously not the same ascausation, it is likely no coincidence that where millennials aremost satisfied with their learning opportunities and professionaldevelopment programs they are also likely to stay longer.” Far fromthe entitled or lazy stereotype they're often labeled with, manymillennials today are quite willing and indeed want to put in thework to develop and grow professionally.

Our industry is full of opportunities to develop new staffmembers. Connect your young people to The Cooperative Trust, theleading credit union young professional network. Consider sendingthem to Crash the GAC or to Crash another credit union conference.Check out CUDE training, the NTCUE competition, Filene's i3 programand a host of other opportunities. Encourage mentorshiprelationships for your young professionals with leaders at yourorganization or other credit union industry leaders to help themgrow and feel supported. What ways can you help your youngemployees develop?

2. Emphasize where young professionals' careers can takethem. In an ideal world, you may have nearly no turnoverat your organization – but in the real world, we know that turnoverwill happen. Top talent may not stay at your credit union forever.According to the 2017 Filene Research Institute publication by Y.Sekou Bermiss and Samantha Darnell, “The Laws of Attraction: CreditUnion Recruitment in a Competitive Labor Market,” “The labor markettoday is such that employees anticipate inter-organizationalmobility throughout their careers.”

Keeping talent in the industry is inherently good for all of us.If there are limited opportunities for growth at your organization,consider discussing other growth opportunities in the industry as awhole rather than losing talent from the credit union spacealtogether. Are you discussing places your young professionals'careers can take them long-term in the credit union world?

3. Develop and implement your young adultstrategy. Are you tired of reading and talking aboutmillennials? If so, you're definitely not alone. Move fromconversation to action by developing a young adult strategy – andexecuting it. As the old adage goes, “failing to plan is planningto fail.” With more than a decade of young adult research, Filenehas developed its newest Young Adult Advisory program to helpcredit unions plan and implement successful strategies to reach thenext generation. Do you have an effective young adult strategyin place, and is your organization implementing it?

Together, we can encourage young credit union newcomers to putdown roots of their own – and help secure the future relevancy ofcredit unions at the same time. Four months into living in my newtown, I've got a favorite coffee shop, new friends and a vaguesense of Midwest geography. It will take more time before Madisonfeels like “home” – but I'm so glad the credit union world is homealready.

Lauren Culp is Manager of The Cooperative Trust atthe Filene Research Institute. She can be contactedat [email protected].