Teams on Thursday: Intergenerational Team Management Issues
Intergenerational management issues continue to be a hot topic in the world of management and HR these days – whether it’s getting in touch with how employees of different generations get along, or how mentoring relationships between different generations can be fostered.
What intergenerational Team Management Issues are showing up on your team?
Here are a few questions to consider
* Who is on our team? Is it GenX, Millenials (Gen Y) or Boomers?
* What are our preferences in terms of communication? Leadership? Teamwork?
* What common ground exists amongst all of us regardless of generational membership?
*What is the biggest challenge our team faces due different generational membership?
* What is the biggest opportunity our team faces due to different generational membership?
Here's a link to a blog post I wrote last year on Managing across Generations, with a number of tips from CCL for managers and leaders to consider.
What resources or articles do you like/refer to when looking at this issue of intergenerational management?
Have a great week,
Jennifer
Jennifer Britton, PCC, CHRP, CPT
Potentials Realized
Toll Free: 1-866-217-1960
Email: jennifer{at}potentialsrealized{dot}com
Showing posts with label intergenerational management. Show all posts
Showing posts with label intergenerational management. Show all posts
Thursday, June 26, 2008
Thursday, September 20, 2007
Mass Career Customization
Today marks the publishing of a fantastic new book from Harvard Business School Press - Mass Career Customization: Aligning the Workplace with Today's Nontraditional Workforce. Written by Deloitte execs Cathleen Benko and Anne Weisberg, the book explores how the workforce is changing and provides a framework of options for workers and organizations to adapt to the changing needs of today's workforce.
Benko and Weisberg explore six workforce trends that have shaped the new workforce landscape including:
1. Knowledge Worker Shortfall
2. Changing Family Structures
3. More, Better Educated Women
4. Changing Expectations o Men
5. Gen X and Gen Y
6. Technology
All of these forces have led to a new landscape where workers are changing professions, employers, and even opting out of the workforce.
The publication of this book is extremely timely. For those doing business in Canada, you will have most likely been inundated with the latest Census results, which underscore some of the other demographic changes the nation and workforce is going through. You can access the Stats Canada Census site here.
I'll be blogging more on MCC - Mass Career Customization - in coming weeks, as the book is packed with useful information and implications for the workforce today.
The Chicago Tribune recently featured MCC in an article. You can read the article here here.
Warmly,
Jennifer
Jennifer Britton, CHRP, CPCC, PCC
Potentials Realized
Toll Free: 1-866-217-1960
Email: jennifer {at} potentialsrealized{dot}com
Benko and Weisberg explore six workforce trends that have shaped the new workforce landscape including:
1. Knowledge Worker Shortfall
2. Changing Family Structures
3. More, Better Educated Women
4. Changing Expectations o Men
5. Gen X and Gen Y
6. Technology
All of these forces have led to a new landscape where workers are changing professions, employers, and even opting out of the workforce.
The publication of this book is extremely timely. For those doing business in Canada, you will have most likely been inundated with the latest Census results, which underscore some of the other demographic changes the nation and workforce is going through. You can access the Stats Canada Census site here.
I'll be blogging more on MCC - Mass Career Customization - in coming weeks, as the book is packed with useful information and implications for the workforce today.
The Chicago Tribune recently featured MCC in an article. You can read the article here here.
Warmly,
Jennifer
Jennifer Britton, CHRP, CPCC, PCC
Potentials Realized
Toll Free: 1-866-217-1960
Email: jennifer {at} potentialsrealized{dot}com
Sunday, July 08, 2007
The Changing Face of Learning and Development
With the continued rapid increase of global teams which often operate virtually, the way learning and development is delivered is also changing. I often receive requests from organizations regarding advice on trends and new techniques that they can use to build human capital (individually or in teams) in the rapidly changing business and global environment.
Technology continues to reshape how learning is delivered, and in recent months there have been some very interesting articles on how major corporations are leveraging technology to enhance learning and human capital management.
A number of larger US firms are now delivering training via podcasts. Noted for their adaptability when learning needs to take place, podcasts have the ability to deliver training just-in-time.
Another area which is garnering attention is the use of Second Life by many companies, both as a marketing tool and also as an innovative way to deliver training (typically informal). If you or your company are using Second Life, I’d love to hear from you--- what’s your experience been? How do you leverage it for learning and development opportunities?
The emerging generations (which include Gen Y and Gen X) have added to this push for the introduction of newer technologies for learning and development – which are more meaningful and relevant to the. This whole area is fascinating, and as some researchers are finding the way our brains operate is changing through the generations. I will continue build on former blog posts on intergenerational management in the future – from recent organizational requests it seems that this issue is continuing to be a hot one.
Recent Statistics are showing that learning budgets and hours of training for workers based in the US is continuing to increase (2006 ASTD State of the Industry Report). With an estimated $109.25 Billion being spent on learning and development annually, American companies are spending anywhere from 2 – 2.7% of their payroll on learning and development initiatives. This equals anywhere from $1424 to $1616 US/worker.
In contrast a number of recent studies here in Canada are showing that learning and training budgets and priorities are continuing to shrink (2007 Conference Board Learning and Development Outlook). In 2006 the Conference Board of Canada reported that on average 1.75% of payroll was spent on learning and development, or approximately $944 Cdn/employee. The 2007 figures released a few months ago show a slight decline in these figures.
What are the trends that you are seeing in the field of learning and development? What can be leveraged in your organization? What new initiatives would benefit your human capital pool.
As always, I welcome your thoughts and comments --- please feel free to do so below.
With best wishes,
Jennifer
Jennifer Britton, PCC, CHRP, CPT
Potentials Realized
Toll Free: 1-866-217-1960
Email: info[at]potentialsrealized[dot]com
Technology continues to reshape how learning is delivered, and in recent months there have been some very interesting articles on how major corporations are leveraging technology to enhance learning and human capital management.
A number of larger US firms are now delivering training via podcasts. Noted for their adaptability when learning needs to take place, podcasts have the ability to deliver training just-in-time.
Another area which is garnering attention is the use of Second Life by many companies, both as a marketing tool and also as an innovative way to deliver training (typically informal). If you or your company are using Second Life, I’d love to hear from you--- what’s your experience been? How do you leverage it for learning and development opportunities?
The emerging generations (which include Gen Y and Gen X) have added to this push for the introduction of newer technologies for learning and development – which are more meaningful and relevant to the. This whole area is fascinating, and as some researchers are finding the way our brains operate is changing through the generations. I will continue build on former blog posts on intergenerational management in the future – from recent organizational requests it seems that this issue is continuing to be a hot one.
Recent Statistics are showing that learning budgets and hours of training for workers based in the US is continuing to increase (2006 ASTD State of the Industry Report). With an estimated $109.25 Billion being spent on learning and development annually, American companies are spending anywhere from 2 – 2.7% of their payroll on learning and development initiatives. This equals anywhere from $1424 to $1616 US/worker.
In contrast a number of recent studies here in Canada are showing that learning and training budgets and priorities are continuing to shrink (2007 Conference Board Learning and Development Outlook). In 2006 the Conference Board of Canada reported that on average 1.75% of payroll was spent on learning and development, or approximately $944 Cdn/employee. The 2007 figures released a few months ago show a slight decline in these figures.
What are the trends that you are seeing in the field of learning and development? What can be leveraged in your organization? What new initiatives would benefit your human capital pool.
As always, I welcome your thoughts and comments --- please feel free to do so below.
With best wishes,
Jennifer
Jennifer Britton, PCC, CHRP, CPT
Potentials Realized
Toll Free: 1-866-217-1960
Email: info[at]potentialsrealized[dot]com
Tuesday, May 08, 2007
Managing Across Generations
Many months ago, I wrote a post regarding inter-generational management. I had actually hoped to do a number of posts on inter-generational management issues, and it slipped away.The issue has returned to my radar screen in recent months. What issues are facing your organization in terms of managing across generations?
Today's workforce is comprised of several distinct generations, each with their own work, leadership and communication style. The three main groups are the Baby Boomers (many set to retire in the next five to ten years, leading to what many researchers dub a massive looming talent shortage), the Gen Xers (my generation) and Gen Y.
The Centre for Creative Leadership (CCL) has completed a 7 year study on generational conflicts at work and have found the following truths about them. Jennifer Deal has an excellent article on the Ten Truths for Working Across Generations. You can read her article at the link, but she raises some excellent points:
Today's workforce is comprised of several distinct generations, each with their own work, leadership and communication style. The three main groups are the Baby Boomers (many set to retire in the next five to ten years, leading to what many researchers dub a massive looming talent shortage), the Gen Xers (my generation) and Gen Y.
The Centre for Creative Leadership (CCL) has completed a 7 year study on generational conflicts at work and have found the following truths about them. Jennifer Deal has an excellent article on the Ten Truths for Working Across Generations. You can read her article at the link, but she raises some excellent points:
- All generations have similar values. The CCL study found that the generations were very siilar in their values priorities, including family, balance, achievement and others. What differs is the behavior.
- Trust is essential for all generations. Trust in uppper management and the people they work directly for.
- Loyalty depends on the context, not the generation. As a GenXer myself, I really like this one. The study found that younger generations were not more likely to change jobs than the older generations at this age.
- People of all generations have the same ideas about what oragnizations can do to retain them, including: opportunities for advancement, learning and development, respect and recognition, better quality of life, better compensation.
- Everyone wants a coach -- the younger and older generations. Where are you investing your support for coaching in the organization. Is it only at the C-Level? What about younger, emerging leaders? As I do quite a bit of work in this area, through group, team and individual coaching, I would be very interesting in speaking with you about how coaching initiatives could sustainably be implemented to lower levels and with younger generations.
I hope that you will check out Jennifer's article here, and review the CCL study --- very interesting findings. Does it turn any of your "truths" about inter-generational management on its head? For me, it once again underscores the reality that people are people, are people. Regardless of culture and age, we all want the same thing, just its' appearance may look at little different.
I'd welcome your thoughts, and hearing from you, particularly on coaching intiatives for the younger generations.
With best wishes,
Jennifer
Jennifer Britton, CPCC, CHRP, CPT
Potentials Realized ~ Group Coaching Essentials
Toll Free: 1-866-217-1960
Email: jennifer[at]potentialsrealized[dot]com
Monday, August 21, 2006
Intergenerational Challenges and Opportunities in the Workforce
An evolving issue facing most, if not all, organizations are the challenges and opportunities created by an intergenerational workforce. Take a look around your company or organizational and likely your workforce will be composed of Baby Boomers, Gen Xers, and members of Gen Y (also referred to as Nexters). Intergenerational management issues, coupled with the projected talent shortage created by Baby Boomer's upcoming retirement, will continue to evolve as a critical issue for organizations globally.
Drawing on the dynamic strengths and diversity of these different groups have implications for many areas of management including training, employe engagement, leadership, HR, as well as for business owners in terms of marketing, culture, hiring etc. Over the next few weeks, I will be looking at the different generational cohorts in this blog, along with some of my thoughts on implimcations for training, engagement, leadership and HR. I hope that you will stay posted and I am looking forward to your comments as well.
Stay Tuned,
Jennifer
Jennifer Britton, CPT, CHRP, CPCC
Potentials Realized
http://www.potentialsrealized.com
Drawing on the dynamic strengths and diversity of these different groups have implications for many areas of management including training, employe engagement, leadership, HR, as well as for business owners in terms of marketing, culture, hiring etc. Over the next few weeks, I will be looking at the different generational cohorts in this blog, along with some of my thoughts on implimcations for training, engagement, leadership and HR. I hope that you will stay posted and I am looking forward to your comments as well.
Stay Tuned,
Jennifer
Jennifer Britton, CPT, CHRP, CPCC
Potentials Realized
http://www.potentialsrealized.com
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