Bridging the Training Gap between a Multi-Generational Workforce
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Webinar on Mastering the Millennials; Bridging the Training Gap between a Multi-Generational Workforce.
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Bridging the Training Gap between a Multi-Generational Workforce
- 1. August 28, 2015 Proprietary and Confidential - 0 - Bridging the Training Gap between a Multi- Generational Workforce August 25th 2015
- 2. August 28, 2015 Proprietary and Confidential - 1 - 1Copyright © Capgemini 2015. All Rights Reserved Our Global Presence Allows Us to Serve You Better $ 14.5 billion in revenue, 184,000 people worldwide Our presence across all key regions across the globe Our Services UK & Ireland (12,000) Nordic Countries (5,000) North America (16,000) Southern Europe & Middle East (7,000) Asia Pacific (80,000) Benelux (11,000) Central Europe (11,000) France (23,000) Latin America (15,000) Consulting Transformation Consulting Customer Relationship Management Insurance Transformation Finance and Risk Management Technology Architecture & Infrastructure Services Package Implementation Application Development & Integration Outsourcing Application Outsourcing Infrastructure Outsourcing Business Process Outsourcing Next Gen Technologies Cloud Computing/Orch estration Insights & Data Digital Transformation Big Data Recognized by industry experts for excellence Positioned as a Leader in Digital Strategy Consulting Services by Kennedy Consulting Research & Advisory in 2013 Ranked #1 in client satisfaction in a Forrester scorecard that rates U.S. clients’ satisfaction with their IT service providers Ranked #1 IT Outsourcer Worldwide by Black Book of Outsourcing Consistently rated as Top Testing Provider for last 5 years by industry analysts including Gartner, IDC, Ovum, and Nelson Hall4 Honored with Guidewire Innovation Award, Implementation category, with AXA France Serving in 44 countries, 1500+ Global customers, 60% of Fortune 500 companies $4B+ Financial Services Global Business Unit with over 40,000 professionals 49,000 17,000 69,000 Development Testing Maintenance Our Global ADM and Testing Resource Strength
- 3. August 28, 2015 Proprietary and Confidential - 2 - Bridging the Training Gap between a Multi-Generational Workforce - Agenda By 2020, Millennials will comprise nearly half of the U.S. workforce, are you prepared? Effective communications, produce effective results – which vehicles are needed to communicate an effective message? The average adult attention span is 10 minutes, so the cycle is repeated several times during a learning event. The 10 minute training cycle – Explain, Demonstrate, Involve, Coach & Test Transferring Knowledge in the Multi-Generational Workplace Mastering the Millennials – New approaches for training In today’s busy workplace, 50 per cent of the skills people use to do their job changes every three years. Regardless of your line of business/industry, the pace of change in today’s workplace requires a diversified approach to learning—a creative approach that leverages technology, multiple communication vehicles, encompassing the emerging multigenerational workforce.
- 4. August 28, 2015 Proprietary and Confidential - 3 - Transferring Knowledge in the Multi-Generational Workplace
- 5. August 28, 2015 Proprietary and Confidential - 4 - 1. Defining each generation for common understanding 2. Communications styles of each generation 3. Key trends & behaviors required to build a successful knowledge sharing process 4. How to create multigenerational teams to create environment where knowledge is freely shared Transferring Knowledge in the Multi-Generational Workplace Understanding the Different Generations Baby Boomers Gen X Gen Y Millennial's
- 6. August 28, 2015 Proprietary and Confidential - 5 - Transferring Knowledge in the Multi-Generational Workplace Effective communications, produce effective results Retiring staff expected to pass knowledge onto incoming staff Identify the dynamics of knowledge transfer Four Generations in the workplace: Boomers, Gen X, Gen Y & Millennials Pay attention to differences in learning styles amid generations Understand the vehicles needed to communicate an effective message? By 2020, Millennials will comprise nearly half of the U.S. workforce Knowledge Transfer processes to encompass multi-generations Gen X Gen Y in workplace to Boomers
- 7. August 28, 2015 Proprietary and Confidential - 6 - Transferring Knowledge in the Multi-Generational Workplace Baby Boomers Baby Boomers (born 1946 – 1964) Reflects “cultural values” Competitive yet Loyal Respect authority Idealistic Command & control Understand organizational leadership Enjoy leadership roles Sacrifice to get a job done Good team players Like recognition for their efforts They are still a power force in some contribution organizations How Boomers Learn: Educated through formal instructor led classes and, text books “Digital immigrants” Like hard copies Prefer material be verbal, text-driven, formal, and deductive.
- 8. August 28, 2015 Proprietary and Confidential - 7 - Gen “X and Y’s” (born 1965 – 1980) Trust themselves not institution Skeptical, Value diversity and Independent Dislike rules and red tape Dislike corporate politics Transient Want information quick and concise Prefers incidental learning Technically savvy Global perspective Work life balance Feedback & communication Professional growth Solutions to problems Incidental learning Semi Connected - Social media Transferring Knowledge in the Multi-Generational Workplace Gen X How Gen “X and Y’s” Learns: Formal and Informal learning Action learning Real solutions to real problems Visual versus verbal Discovery and exploration. Do versus Tell Connectivity via IMs, blogs, wikis, and podcasts Gen X and Y’s are… Distrustful of institutions, especially the government. Fiscal conservatives, social liberals. More comfortable than their elders with America’s growing racial diversity
- 9. August 28, 2015 Proprietary and Confidential - 8 - Millennials (born 1982 – 2000) Connected 24/7 Multi-tasking Instant Gratification Recognition for participation Want information quick and concise Prefers incidental learning Technically savvy Global perspective Work life balance Lacks eye contact Social awkwardness Inability to make small talk Task specific goals Purpose for doing Helicopter parents Expects feedback Transferring Knowledge in the Multi-Generational Workplace Millennials How Millennials Learn: Blending Learning Environment 10 minute Attention Spans Life Experiences Digital & Video Experiences Hands on Interactive Learning Experiential Learning Sessions Specific learning objective related to what they need to do for their job
- 10. August 28, 2015 Proprietary and Confidential - 9 - Barriers, Incentives and Benefits: Barriers: Trust, Motivation, Incentives Generational differences Organizational Culture, Misconceptions, Lack of interest, Language, Time Bad interpersonal relationship Information and Communication Technologies, Pride or low self esteem Incentives: Reciprocity, Recognition and Selflessness Variety of technologies Benefits: Capturing of knowledge before it leaves Speed and agility Building of relationships for conducive workplace Risk mitigation Saving of time and costs Transferring Knowledge in the Multi-Generational Workplace Barriers, Incentives and Benefits to effective Knowledge Transfer Moving Forward: Hoarding knowledge - erodes your power The way to get power is by actually sharing it. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action Continue to acquire knowledge
- 11. August 28, 2015 Proprietary and Confidential - 10 - Knowledge Transfer in a Multi Generational Workforce Next Steps Establish multi generational teams to develop FAQs to avoid knowledge hoarding Use Baby Boomers to help document process then Generation X to automate the process Provide multi generational training to Baby Boomers and Generation X so they have the necessary communication skills t interact effectively with Millennial's Recognize style differences
- 12. August 28, 2015 Proprietary and Confidential - 11 - Mastering the Millennials New approaches for training
- 13. August 28, 2015 Proprietary and Confidential - 12 - Corporate benefits that Millennial's bring to the workplace Recruiting challenges & solutions that you can implement to bring to top talent into the workplace Key trends & behaviors changing in the workplace because of the influx of Millennial's How to Coach and Motivate the Millennial Generation Millennial's & Impact to Your Work Environment Understanding the Four Dimensions
- 14. August 28, 2015 Proprietary and Confidential - 13 - Millennial's want to learn and grow with your Company! Millennial's are tech savvy and have a unique ability to multi task between platforms – 27 times per hour Career progression one of the top reasons making employer attractive Personal development was the most influential factor in the workplace Training and development as the most valued benefit from an employer Eagerness to Learn Corporate Benefits What can we do? Utilize self paced e-learning courses Establish career path opportunities to fulfil career progression needs Establish time for professional development as part of core goals
- 15. August 28, 2015 Proprietary and Confidential - 14 - The Challenges 78% of College Students Snapchat Daily 10% use Facebook - companies just now catching up with Facebook 80% of Millennial's own a smartphone Eye Contact – Lack of not considered a form of Disrespect Visual Thinkers – will not read blocks of text Phone calls are seen as an invasion of privacy Mastering the Millennials Recruiting Challenges What can we do? It starts with your corporate culture – define it and simplify it – then walk the walk & talk the talk Get Leadership involved in everyday activities Daily feedback expected – teach line managers how to do real time coaching
- 16. August 28, 2015 Proprietary and Confidential - 15 - Mastering the Millennials Changing Trends The Benefits & Challenges Millennial's most educated generation Highly coachable, continual learners, very optimistic 29% of Millennial’s expect to work regular 8 – 5 office hours “Always on”, so establish “most engaged” culture Exposure to new skills is important What can we do? Set Mid Range Goals – Including Stretch Goals – then Pay for Performance Transparency on pay Be consistent administering pay plans Offer flexibility for how/when they work Promotions are both lateral & horizontal
- 17. August 28, 2015 Proprietary and Confidential - 16 - Mastering the Millennials Career Paths & Coaching The Challenges Promotions defined as increased scope are ranked ahead of cash, as number 1 motivator Look for development opportunities to leverage cross functional strength This generation was raised with constant coaching & feedback! They expect the same in the workplace Seek to have daily coaching! What can we do? Implement Mentoring Programs Implement Step Career Path with increased scope Offer International Travel Opportunities Coaching Remote Employees – Simple steps to Bring Teams Together
- 18. August 28, 2015 Proprietary and Confidential - 17 - Familiar vs. Unfamiliar Millennial’s The New Normal Familiar LowHigh Twitter Email Making podcasts Course specific materials online Various Social Networks Using existing online social networks To discuss coursework Instant Message/Texting Snap Chat Video Chat Submitting assignments online Textbooks Instagram Emailing teachers Emailing Tutors Administrative Materials Online ComfortableUsing Online Quiz Assessments Online elearning YouTube 2 Minute Videos Internet News Internet WOM Internet Advertising Pen & Paper Telephone – Invasion of Privacy Cursive Handwriting Unfamiliar Map Reading Siri
- 19. August 28, 2015 Proprietary and Confidential - 18 - Mastering the Millennials Next Steps Explore Career Path Opportunities that support skill development Utilize Global Opportunities to Increase Retention Recognize your leaders need soft skill training and coaching to improve effectiveness Recognize style differences Get outside help if you need it, after years of budget cuts we see many organizations that simply don’t have the extra bandwidth & expertise to run their day to day operations and organizational change too
- 20. August 28, 2015 Proprietary and Confidential - 19 - The 10 minute training cycle Explain, Demonstrate, Involve, Coach & Test
- 21. August 28, 2015 Proprietary and Confidential - 20 - The 10 minute training cycle - EDICT Discussion Points Discussion Points The learning approach Moving to structured adult learning Using the 10 minute training cycle in your lesson planning
- 22. August 28, 2015 Proprietary and Confidential - 21 - The 10 minute training cycle - EDICT What is EDICT? How you plan to deliver the material should be part of the design process Explain Demonstrate Involve Coach Test ADDIE Model for Curriculum Design EDICT Model for Curriculum Delivery Evaluation Measuring whether the training works and goals have been achieved Development Creating the elements laid out in the design stage Design Creating a road-map for accomplishing the goals and objectives Analysis Determining Business Goals and Performance Objectives Implementation Deploying the training
- 23. August 28, 2015 Proprietary and Confidential - 22 - The 10 minute training cycle - EDICT Adult Learners vs. Children The Challenges For children, the teacher controls the learning experience and much of what is taught is based on rigid curricula Adults have control over much of their learning experience and must be motivated to learn Most corporate curriculum is designed as Pedagogy, or “Top Down” teaching method commonly used in a school Andragogy refers to a methods used to teach adults with the learner at the center of the experience What can we do? Develop materials to be relatable to real life experiences Arrange training facilities to be oriented around the learner, not the instructor Ensure curriculum is presented in a “self paced” format such as eLearning
- 24. August 28, 2015 Proprietary and Confidential - 23 - The 10 minute training cycle - EDICT Adult Learning Styles The Challenges Adults learn in different ways Adult learning needs to be task-oriented Adults think practically Adults are self-directed What can we do? A combination of visual, auditory, and kinesthetic aspects in the right proportion to make learning effective Learning objectives meant for adults need to be measurable, task-oriented and well defined Adult learners need to know the direct impact of learning to their daily life and how this learning is relevant to their professional life Adults must be involved in the overall process of learning. A good learning module should be able to answer the question, “What’s in it for me?”
- 25. August 28, 2015 Proprietary and Confidential - 24 - The 10 minute training cycle - EDICT Putting it together The Challenges The adult attention span is 10 minutes Learning is a progressive process… – Learners need a basic foundation to get started – Next, they need a set of steps to follow to apply to the foundation – Finally, learners need practice to put everything together What can we do? Create lesson plans and materials to repeat the EDICT process continually Explain the objectives clearly Demonstrate what is expected to learn Involve the learners in the process Coach learners, don’t just tell Test the knowledge they gained
- 26. August 28, 2015 Proprietary and Confidential - 25 - What can we do? Create curriculum and materials to repeat the EDICT process continually Explain the objectives clearly Demonstrate what is expected to learn Involve the learners in the process Coach learners, don’t just tell Test the knowledge they gained The 10 minute training cycle - EDICT Putting it together Curriculum Lesson Plan 10 Minutes
- 27. August 28, 2015 Proprietary and Confidential - 26 - The 10 minute training cycle - EDICT Key Elements What can we do? Understand the communication and learning styles of your workforce Implement tools and techniques to engage and retain your workforce Develop a sustainable delivery model of content to increase information retained The Challenges The learning approach Moving to structured adult learning Using the 10 minute training cycle in your lesson planning Q&A Session
- 28. August 28, 2015 Proprietary and Confidential - 27 - The 10 minute training cycle – Explain, Demonstrate, Involve, Coach & Test Please submit questions by way of the chat feature Q&A
- 29. August 28, 2015 Proprietary and Confidential - 28 - THANK YOU! www.igate.com
Editor's Notes
- Caroline: Thank you David – and a big warm welcome to our attendees! My name is Caroline and I'm so happy you joined us. Today we will be discussing Transferring knowledge in the Multi generational Workplace Mastering the Millennials And the 10-minute Training Cycle
- We will start off with the subject of “transferring knowledge within a multi-generational workplace”.
- There are four key points that we will be discussing today: Defining each generation Communications styles of each generation Key trends & behaviors required to build a successful knowledge sharing process How to create multigenerational teams to create environment where knowledge is freely shared
- Caroline: As you can imagine, the transfer of knowledge is very important as there are currently Four Generations of team members, each with different Learning Styles in the workplace. Many organizations anticipate their retiring team members to act as stewards or ambassadors of the organization, and as in the past, they are expected to pass knowledge onto incoming team members as the main method of knowledge transfer. The four generations currently in the workplace are, Baby Boomers, Generation X (Known as Gen X) and Generation Y (Known as Gen Y) and the Millennials There are challenges that lie ahead as the Baby Boomers were as their name explains (A BOOM in the population), therefore the generations consist of more Baby Boomers than that of Gen X, and Gen Y combined, therefore Millennials will need to be on a fast track to Management in order to ensure organizations experience continued growth It is thought that by 2020, that Millennials will comprise of nearly half of the U.S. workforce We should ask ourselves whether our organization and management teams are prepared? Lets take a closer look at the four generations currently in the workplace…..
- Caroline: We will start with the Baby Boomer Generation, also known as the “Boomers”. Boomers were born from 1946 to 1964 after World War II, their Age range is 51 to 69 years old Some of the Boomers attributes are listed here, they reflect “cultural values” Boomers are Competitive yet Loyal, With a belief in their ability to change things Boomers respect authority, while having an idealistic realization that loyalty is dead Boomers are the generation that believe in command & control, with a full understanding of their organization’s leadership structure Boomers enjoy leadership roles, and will sacrifice whatever it takes to get a job done, as they are good team players who like recognition for their efforts In essence Baby Boomers are still a power force in the workplace. Boomers and their predecessors were educated through formal instructor led classrooms and used text books (they frequently shared 1 text book between 3 students). Boomers remain comfortable with both instructor led and text book teaching styles. Our Boomers are known as “Digital immigrants” as they did not grow up with computers, witnessing their first computers that were the size of today’s smart car. Boomers like to have learning materials in hard copy, and may actually read a company manual from beginning to end. When learning, Boomers generally prefer the material be verbally delivered and text book-driven, formal of nature. The main points to remember when working with Baby Boomers are: Structure training to include instructor led portions, with physical reading materials to “take-away”. Clearly explain where the Boomer fits into the organization Acknowledge the Boomers efforts Have patience while conducting systems oriented training, knowing it may take a moment for the Boomer to get the concept – however when they do the task will be completed with precision each time
- Caroline: Now let’s look at our Gen X and Gen Y’s - they were born between 1965 and 1980 which means they range in age from 35 to 50 years of age. Some of the attributes of Generation X and Y’s are: Gen X and Y’s tend to have trust in themselves versus an institution. These generations are technically savvy, yet skeptical while valuing independence and diversity. They have a global perspective, and have learned to seek a good work life balance Generation X and Y’s need lots of feedback & communication, and have a general dislike for rules and red tape and corporate politics. They have a great desire for professional growth, and Generation X and Y alike have a desire for achievement which tends to ensure they don’t stay in one job for long. If you are a Generation X or Y, then you may find you like to find solutions to problems, and want information quick and concise, with a preference to incidental learning, and a love for connectivity Gen X and Y’s can be seen using Social media tools such as Facebook to stay in touch with friends and family. Let’s look at how Generation X’s, (who are also known as business casuals) prefer to learn…….. By adapting easily to both formal and informal learning, with their highest priority been action learning in the workplace. They like to find real solutions to real problems., having adopted technology in their adolescence, these employees are more visual than verbal. Generation Y’s (who are also known as the digital natives) prefer to learn……. By instinctive discovery and exploration as this group, comprises employees who were born into the computer world. They want to do, not to be told. Jumping right in is their best way to learn, with trial and error their preference. Connectivity is a hallmark of this generation. Gen X and Y’s love to connect via IMs, blogs, wikis, and podcasts. They love social media e.g. Facebook, twitter etc. The main points to remember when working with Gen X and Y’s are: Hands on activities are key when building training curriculum Allow the Gen X and Y’s the ability to shadow current employees to watch and learn When communicating, use tools such as videos links to reinforce the message Build strong gamification processes to acknowledge contributions, and help retain the employees.
- Caroline: Now let’s look at our Millennials….. Our Millennials were born from 1982 to 2000, which means they range in age from 15 to 33 years of age. Some of the attributes of the Millennials are, Reliance upon mobile devices and “been connected” Self reliant, may prefer to be individual contributors Understand globalization The main points to remember when working with our Millennials are: “Make it Easy” whenever building training or communications Use Technologies such as mobile, Tablets etc Build Computer or self paced training courses Acknowledge and Reward as needed Here are some interesting differences between a Baby Boomer and a Millennial: A Baby boomers uses a pen (and will have a second as a back-up) a millennial uses an ipad or mobile device to capture notes Boomers wear watches for functionality – Millennials wear a watch as a fashion accessory Millennials ask Siri to GPS and get them places – Baby Boomers use maps and know what an A – Z is
- Caroline: Now we have learned about the four generations currently in the workplace, lets look at the Incentives, Barriers, and Benefits to effective knowledge transfer. Starting with the Incentives to Knowledge Transfer - there are 3 key incentives that come into play: Mutual benefit Recognition and Selflessness Knowledge Transfer is enabled with the use of a variety of technologies, including database tools, content management, search engines and portals. Some of the barriers to knowledge transfer consist of factors that influence knowledge Human transfer of information – which is necessary to support the transfer of unspoken or non-verbal knowledge. Partnering - which refers to the similarity that exists between the knowledge giver and the knowledge receiver, where barriers can be overcome and seen to work well with people having similar backgrounds, levels and experiences. Organizational self-knowledge can be another barrier, this is where an individual knows what they know, and also what other people know, yet may not be as open to learn from others. A point to note is that the differences of interest between the sender and receiver of information can inhibit knowledge transfer. Barriers to Knowledge Transfer Lack of Trust Motivational Issues Generational differences Organizational Culture non-conducive to knowledge sharing (Knowledge is power) Misconceptions Lack of interest Bad interpersonal relationships Lack of incentives Language Limitations of Information and Communication Technologies (ICTs) Lack of time Pride or low self esteem The potential benefits typically resulting from knowledge transfer range from tactical to strategic, and include: the acceleration of development and on-boarding for new hires, with the capturing of knowledge before it leaves the organization A step-change in productivity, with speed and agility and a transformation of the organization’s bottom line (also called new profit) The building of relationships and creation of a team oriented workplace with risk reduction that saves time and costs Technology has created a larger gap between outgoing and incoming workforces than employers have ever experienced, increasing the demand for knowledge transfer at the organizational level. In today’s environment, hoarding knowledge ultimately erodes your power. If you know something very important, the way to get power (i.e. access to opportunity & advancement) is by actually sharing it. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating a learning process. So, share! Share! ………. And continue to acquire knowledge.
- Caroline: My caveat whenever making generalizations about any generational group, that caution is warranted as one will still find many differences within the generations, in addition to differences between them. We have to embrace the four generations within the workplace, ensuring that training is built to effectively transfer important information across the generations to ensure organizations are positioned to successfully become generational change leaders within the global market place for years to come Lisa will now share ideas how companies can master the millennial generation and optimize the terrific skills this generation brings to the global multigenerational workplace. Over to you Lisa………..
- Lisa will expand on our Millennial generations with XXXXX We will start off with the subject of “transferring knowledge within a multi-generational workplace”.
- Thanks so much Caroline! First I’d also like to thank you all for joining today’s webinar. My name is Lisa Philips and today I will be talking about steps and techniques that your company can take to “master the millennial” and new approaches that you can implement to support your multigenerational workforce There are four key points that we will be discussing today: The corporate benefits that Millennial's bring to the workplace Recruiting challenges & solutions that you can implement to bring to top talent into the workplace Key trends & behaviors changing in the workplace because of the influx of Millennial's How to Coach and Motivate the Millennial Generation (Next Slide)
- Just the fact that you joined us today indicates that you are positioning your company for success. Knowledge is the first step to acceptance toward any generation and the more information that you gather along your quest the more successful you will be. We have seen a huge shift in the marketplace over the last 6 to 9 months, companies are struggling to support a multigenerational workforce. When you think about Millennial's – we all have stereo types – we hope that in today’s session, we help to dispel some of stereo types that come along with every generation. I will begin with the Corporate Benefits that these young people bring into the work place. Millennial's are the most educated workforce that we have ever had in our economy with over 61% attending college as compared to only 48% of baby boomers. They are the first generation to grow up with the internet during their formative years – they have grown up through digital platform progression desktop to laptop to tablet and now mobile. Their ability to multi task as compared to previous generations has increased by 58%. Just think of the efficiencies that can be gained when we redesign our business processes to take advantage of this multi-tasking efficiency gain and this requires a new multi dimensional approach to training. Leaders today have a perception that people coming into the workforce have a need to get promoted quickly – when in reality what they are looking for is the ability to add new skills to their tool belt – they don’t see promotions as “Money” only – they see lateral promotions and adding new skills as a key benefit when they are considering taking a position with a company. Career progression is actually cited as a top reason that makes an employer attractive to a Millennial and in today’s war for top talent – employers need to consider this key attribute as personal development is really important to this generation and those companies that actually sponsor self development time as part of their goal setting process get high marks from Millennial's. In many of the sales and service groups that we work with – a balanced scorecard actually includes professional growth and development time as a goal and scheduled this time on their contact center representatives phone schedule – with the old adage if it’s important schedule time to do it – companies that do gain huge credibility points in their ability to recruit and retain new talent. (Next Slide)
- Human Resource Teams are facing more challenges than ever before –they are now taking on more of a marketing and branding role more than ever before. Just when most companies are just getting to the point of mastering Facebook fans – we take a look at college recruits – and 78% of them are using social media tools such as snap chat daily. We have been in several new hire classes recently and posed the question – how many of you use snap chat daily – all of the new hire hands went up – yet, all of the instructors – when interviewed post class - didn’t know what Snapchat was – technology is evolving at such a rapid pace that training organizations are struggling to reskill their talent to remain competitive. Companies need to invest in their people that are training & onboarding their teams and teaching them about the new tools that are in the workplace – in a recent survey that we conducted we found that many corporate leaders are not comfortable themselves with the new options available so they are not preparing their training delivery teams to be successful with this generation. We see the same trend for recruiting and on boarding teams. 80% of Millennial's own a smartphone and expect to be able to apply and follow up on a position from their phone. For those of us on the call today, most of us would consider it a personal failure to move back home with our parents once we moved out but to the millennial generation – it’s totally fine to move back home with your parents – as this gives you financial freedom to have the money to travel & have a smart phone – it’s no big deal - certainly not a sign of not making it – it’s a lifestyle choice. Lifestyle choices are one of the key differences for Millennial's than for any other generation before them. They have grown up with technology – submitted spelling words through email to their teachers – they are visual thinkers – and will not read blocks of text – to most, phone calls are not the norm and quite frankly, are considered an invasion of privacy. We have all seen the companies that are marketing successfully to Millennial's – brand is everything – simple and authentic – companies are going to require the same authentic culture to attract & retain top talent. If your corporate culture is not simple and authentic with your managers walking the walk and talking the talk – you will not retain your team members. Millennial's expect real time _ DAILY – feedback – it can be a text “GREAT JOB” but it has to be way more frequent that in years past. There is an opportunity to teach your front line managers how to do this real time daily coaching – to deliver it real and genuine. Desire for happiness and optimism are two extremely high and positive characteristics of the millennial generation. When you read articles and talk to people you sometimes even hear the word entitlement – this word is overused and comes up with every generation - this is a misnomer because Millennial's are demanding and they are willing to say this isn’t working for me – and they are willing to go find it – everyone generation want’s these things –but this generation won’t back down from their expectations Millennial employees are extremely dedicated to completing task well – what makes other generations not immediately see this is the fact that they demand to have the flexibility to figure out how to complete fast – to the best of their ability They ask what their job is – in the present – For an employer to be successful managing the millennial generation – Be Authentic Make their job certain and be willing to show them how to be successful Be prepared with SMART goals when they arrive in the workplace Show them a plan – it has to be a short time frame; be mindful and be present – Millennial's want to do a good job for the time that they are with you which is on average 3 – 5 years (Next Slide)
- Millennial employees are unconvinced that excessive work demands are worth the sacrifices to their personal life If you think back about the compelling events that have impacted the Millennial generation – all will remember the events of 911 & the great recession – both of these events had a profound effect on Millenials during their formative years and have made work life balance and job flexibility very important to this generation. Couple this with the change in technology – they want to work when and where they want as long as they get the job done. When we look at What was important to corporate recruits in 2008, 88% said social responsibility – that has now dropped to 59% - sending a clear message that this is not as important as it was ten years ago. Higher on the level of importance is - 66% of new recruits feel they need International Experience – if you are lucky enough to work for an International company establish an international job sharing program after a Millennial completes 1 or 2 years of service that they can apply for that will give them 90 days abroad. The benefits will be staff retention and the ability to grow from within. (Next Slide)
- Next let’s talk about career paths & Coaching – Lateral Promotions and cross functional training opportunities are all top of mind for Millennial's in the workplace. If you haven’t revamped your annual review cycle, then you could be behind the curve on retaining your top talent in the millennial generation. We work with companies regularly on setting clear expectations as Millennial's really want to know day one when they join a company – what do I need to do to be successful in my position – give it to me straight – through the implementation of balanced scorecards, we have reduced the new hire proficiency time from 6 months to 3 months with Specific, Measurable, Actionable, Repeatable, and Tangible (SMART) goal setting and including those goals & objectives in the new hire onboarding. In past generations – all we heard the word promotion and everyone meant money – Millennial's define Promotions as increased scope of responsibilities and lateral moves are ranked ahead of cash, as number 1 motivator – and if we think about it this is the generation that grew up with Participation trophies! Look for development opportunities to leverage cross functional strength This generation was raised with constant coaching & feedback! They expect the same in the workplace If you are lucky enough to work in an international company, develop international job rotations to help grow your employee base. Many will make a 1 year commitment to a service organization for an opportunity to go abroad and get international experience – think outside the box. If you need help implementing these practices, feel free to reach out to us after the webinar and we would be happy to help. (Next Slide)
- Let’s take a look at our new normal – every generation brings an opportunity to define the new normal and we do this with Familiar vs. Unfamiliar – where are you – where is your company. When you think of your comfort zone, and stepping outside of your comfort zone – that truly is where all the magic happens. There are surprising factors in the marketplace today – where the baby boomer generation would have had “LATIN” on their low quadrant, today’s Millennial's now have “cursive handwriting” on their low familiarity quadrant. Where pen & paper was the norm for many years, now the familiar high norm is smart phone devices. If I ask, how many of you today know how to read a map – I’m sure answers would be all over the board – because many simply turn to SIRI? In our call to action, we have to rethink the way that we have done things in the past whether that be in onboarding, recruiting, leading and managing are just a few of those areas that we need to transform to become generational change leaders. (Next slide)
- So, as a next step I ask each of you to walk away considering Explore Career Path Opportunities that support skill development within your teams Seek Global Opportunities to Increase Retention Recognize that your leaders need soft skill training and coaching to improve effectiveness Recognize style differences across generations Get outside help if you need it, after years of budget cuts we see many organizations that simply don’t have the extra bandwidth & expertise to run their day to day operations and organizational change too – I like to refer to this one as your team is driving the train as usual – you need someone else to change the tire on the moving train Scott will now share how IGATE helps organizations transform their training from traditional instructor led classrooms into blended learning environments through adult learning best practices & creative elearning course design. ! (Next Slide)
- Lisa will expand on our Millennial generations with XXXXX We will start off with the subject of “transferring knowledge within a multi-generational workplace”.
- For the next 10-15 minutes I want to talk with you about putting the information and principles they discussed into actionable items as it applies to training delivery. We will focus on challenges most organizations have today to include Using a classic learning approach with a mutigenerational workforce Moving to a structured adult learning style and, Using the 10 minute training cycle in your lesson planning to engage your learners by incorporating multiple learning styles in your delivery (next Slide) Lets start first with “What is EDICT”?
- Talking Points: Typically current training for most organizations, is structured in a classic classroom style, originally designed to provide structure and vision for the teacher or presenter, with all students facing them. With the Millennial generation retaining learning at a higher rate in a self paced, sharing like environment, the methods used to deliver training must change. eLearning, using Computer and Web based modules, has quickly become the norm out of a necessity to maximize information retention and learner focus. In fact, studies show 70% of Millennials are more engaged & retain video based training as opposed to standard classroom retention of 30%. So when creating learning content, designers and developers typically follow the ADDIE model or Analysis, Design, Development, Implementation and Evaluation that you see here. This model has several variations but the principles and steps are generally the same to create learning curriculum and content that is structured and encompassing all planned lessons. (click) One thing often overlooked in the design and development phase is how the learning content will be delivered. Although a Learning Management System or process is most likely in place to track and order content, attention should be paid to the way the materials will be delivered by the instructor. For this, we use a process called E-D-I-C-T or EDICT to represent Explain, Demonstrate, Involve, Coach & Test. This is important as we look at the differences between classic training methods and Adult Learning styles. (Next Slide)
- Talking Points: The challenges facing instructors of adults today is learning to teach differently than how they were most likely taught. Most instructors in the work force today were themselves taught with a Pedagogy method which is the “top down” instructor method that you see in the pyramid graphic. However most adults learn better using a Andragogy method or the “learner at the center” model represented in the circular diagram. Some of the reasons for this are: Adults need to be recognized for their life experience and knowledge; therefore, the course must connect learning to this foundation. Adults need to be shown respect; so even the shape of furniture such as U-shaped vs standard classroom style is interpreted by adults as either inviting them to participate or that instructors are lecturing them so participation is not necessary. Self paced learning is considered best for adults because mastery occurs when the learner can use the skills and knowledge to perform independently (Click) By applying the EDICT model in an Adult oriented atmosphere learners retain more information and are able to apply the lessons faster and more accurately. (next slide)
- Talking Points: Now, we know that individuals in a group all learn and retain information in different ways so the EDICT model allows instructors to apply a variety of See, Hear, Do materials and exercises that deliver content in a way that works best for a variety of learners. We can see in the graphic that learners retain information at a much higher rate when a combination of methods are applied. (click) Visual, auditory, and kinesthetic aspects can be used effectively to develop learning Visual being - Pictures, diagrams, table, graphics, videos and demonstrations Auditory being - Verbal instructions, audio recordings Kinesthetic aspects such as - Hands-on activities, performing tasks and highly interactive learning When creating your training content, you know that identifying tasks that a learner must do to perform his or her daily activities is key to designing the learning experience but relating to a multi-generational workforce may take some planning and creativity. For example Most of you on the call would not likely attend a lecture on parenting unless you are a parent already. On the other hand, an adult working as a graphic artist might want to attend a seminar on creativity. While using the adult learning principles to develop curriculum and course materials we should answer the questions of; Why is the learning required? How relevant is the learning to the learner’s daily life? How can a learner solve his or her real-life problems by undergoing the training? Trainings should invite learners to participate in discussions, group-based tasks and activities, and problems should be based on real-life scenarios and simulations. Learning material should allow participants to learn at their own pace, eLearning is one of the best methods to deliver this Encouraging opinions and feedback, providing vast resources, identifying preferred learning styles of each participant and providing learning solutions accordingly, are some of the tactics that support self-motivated adult learners. So now we have talked about learning approaches and styles of adult learners, lets apply the EDICT principle to the lesson plan…..(next slide)
- Talking Points: Studies show us that the Millennial generation of adults are constantly multitasking and switching attentions from one topic to the next. Using the EDICT model when creating the delivery of material takes this into account as it is a cycle that is repeated about every 10 minutes. (click) Creating a basic foundation in the lesson plan and a set of steps that layers content until learners are able to put it together themselves, allows the self paced mastery of skills that adult learners retain best. EDICT can be applied to nearly any delivery method as long as it is developed in the lesson plan (next slide)
- Here we have a sample lesson plan with the EDICT method embedded. Using the EDICT model as the foundation for the delivery method will ensure training is as efficient as possible. (click) For example one client of ours was able to reduce total training time about 40% and increase the level of retained information by ensuring…. Un-intentional repetition on non critical aspects of training were removed as EDICT builds repetition naturally Ensuring that Lesson plan goals were clear and the content matched those goals as EDICT consistently reinforces the objectives & desired outcomes of the lesson A consistent cycle of See, Hear, Do was repeated about every 10 minutes to keep the multi generational workforce engaged using activities and a constant checking of learning during activities Constant course review and feedback to build AND layer lesson upon lesson ensured retention of all curriculum and not just the one lesson currently being learned Even though the course material may take hours to complete and be quite complex, the EDICT cycle is applied over and over through the delivery of the material. This will allow all individuals in a group to learn according to their See, Hear, Do preference. (next Slide)
- Today we have discussed and defined the Multi-generational workforce and their communication and learning preferences. We talked about meeting the needs and expectations of the Millennial workforce and how though they have been thought of as the workforce of tomorrow, it is clear they are in your workforce and training rooms today. And I hope you can see that many of the challenges of working with a multi-generational workforce can be overcome by applying the EDICT cycle in the delivery of your content. Before we move into the Question and Answer part of our session I want invite all you that are considering making changes to your knowledge systems and processes, or your training and coaching channels, to contact Caroline, Lisa or myself to discuss our assessment process. (next slide)
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