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Tamara Erickson – Future Workforce in a Multi-Generation Society
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Tamara Erickson – Future Workforce in a Multi-Generation Society

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Tamara Erickson - expert in managing generational differences within the workplace, one of "Thinkers 50" business guru at Lattelecom 7th International conference.

Tamara Erickson - expert in managing generational differences within the workplace, one of "Thinkers 50" business guru at Lattelecom 7th International conference.

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    Tamara Erickson – Future Workforce in a Multi-Generation Society Tamara Erickson – Future Workforce in a Multi-Generation Society Presentation Transcript

    • FUTURE WORKFORCE INA MULTI-GENERATIONSOCIETYTamara EricksonExpert in Managing GenerationalDifferences Within the Workplace
    • SMS jautājumi – LTC un JAUTĀJUMU sūtiet uz 157 Tvītiem – #LTC_conf Future Workforce in Multi-Generation Society Lattelecom 7th International Conference: “Latvia is 100, What to Present?” Riga, Latvia October 19, 2012
    • Long-term Strategic Workforce Planning:Key Issues for Latvia• More than one-quarter (28%) of the people in Latvia are retired – and the percent is growing• The birth rate has fallen below replacement levels – the population is shrinking• Life expectancies are increasing – people are living longer• Emigration levels among the young are high A workforce that will be . . . . 4 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Latvia Population Pyramid Source: U.S. Census Bureau’s International Data Base 5 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • SMS jautājumi – LTC un JAUTĀJUMU sūtiet uz 157 Tvītiem – #LTC_confWhat Can You Do?• Leaders in all sectors: understand the situation – The composition of the future workforce – Key characteristics and expectations of the generations in the workplace• Companies: take action now to attract, develop and retain talent of all ages – Prepare to manage multi-generational teams• Government: help develop and retrain an older workforce 6 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Generational CharacteristicsAre Country-Specific 7 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Cognitive Structures Formfrom the Interpretation of Events Piaget’s Four • Sensorimotor stage (birth-2 years old) Developmental Stages – Concepts about how physical objects work based on direct physical interaction with the environment • Preoperational stage (ages 2-7) – Intuitive intelligence related to concrete physical situations • Concrete operations (ages 7-11) – Logical structures related to concrete objects or physical experiences (numbers, for example) • Formal operations (ages 11-15) – Conceptual reasoning and abstractions – Mental models that will persist throughout adulthood 8 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Latvia: Common CharacteristicsBorn from 1928 to 1945• Hard-working Born from 1961 to 1979 Born 1980 to 1995• Practical • Independent and self- • Sees opportunity in• Savvy about affiliation reliant the now-open• Respectful of authority Born from 1946 to 1960 • Hyper-responsible – for economy• Many speak German as parents • Technologically • Competitive to advance a second language • Interested in generating proficient and • Hard-working wealth in the changing globally connected• Far fewer men than women • Highly educated in the economy • Hard-working – Russian system - • Entrepreneurial and risk- willing to sacrifice particularly the men taking work-life balance for • Most speak Russian as a • Short term-oriented career advancement second language • Immediate and • Patriotic restless • Most speak English 9 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Multiple Generationsin the Workforce • Very different experiences • All required to work together 10 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • For the Young:Challenge, Meaning, (and Money)• Provide challenging work – avoid over-defining the task – let Y’s figure it out• Discuss the importance and impact of the work they have been asked to do• Re-design career paths to offer frequent, lateral moves• Provide world-class learning opportunities• Provide frequent feedback–coach first-line managers to teach, rather than assess – encourage mentoring• Investing in technology and technology skills• Create flexible work environments – Shifting performance management to focus on task completion, not time spent – Embracing time shifting, asynchronous work, and flexible schedules – Create collaborative environments 11 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • For Older Workers:Opportunity, Motivation, Skill, Conditions• Challenge stereotypes and change expectations• Involve the government, employers, unions and NGOs, as well as individuals• Improve the employability of seniors• Reward working longer• Change workplace practices Source: Mark Keese, “How have other countries successfully tackled the issue of an ageing workforce?,” IES Policy Conference: Still Working? The labour market and older people, 9 November 2006 12 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • The Role of Individuals:Engage in Life-Long Learning• Adults today need to engage in lifelong learning to gain up-to-date and economically usable knowledge, competences and abilities• This does not hold only for knowledge-intensive occupations and professions• Workers in all fields of activity need: – Basic knowledge from other disciplines, in addition to occupational expertise – Analysis and problem solving skills – Communicative skills – Technology skills Source: “Working and Ageing: Emerging Theories and Empirical Perspectives,” European Centre for the Development of Vocational Training, Publications Office of the European Union, 2010, citing Baethge et al., 2006 13 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Government Programsto Retrain Older Employees• Singapore’s Skills Development Fund (SDF) retrains older employees and retirees in an effort to encourage workers to postpone retirement• The Singapore Workforce Development Agency (WDA) was set up to retrain and upgrade the skills of Singapore workers – Lifelong Learning Endowment Fund – Professional Skills Program (for Executives and Managerial Staff ) – Job Placement Programs – Skill Upgrading Programs – Career Scholarships – Job Re-creation Program Source: “Singapore Public Policy,” by Shanyuan Foo, The Sloan Center on Aging and Work at Boston College, October 2009 14 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • A Role for NGO’s:Innovative Funding Mechanisms• Lifelong Learning Accounts (LiLAs) allow employers and employees to co-finance education and skill development for adults• Employers match employee contributions to an employee- owned account for education and training• Since 2001, LiLAs have been successfully piloted in several locations, including San Francisco, northeast Indiana, Chicago, and Maine Source: Americans Seek Meaningful Work in the Second Half of Life, A MetLife Foundation/ Civic Ventures Encore Career Survey, June 2008 describing a program developed by the Council for Adult and Experiential Learning (CAEL) 15 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Private Enterprise:The Encore Career Institute• A newly launched, for-profit Internet-education company• Targeted toward adults who need career enhancement or redirection• Offers fast-track certificate programs for older adults seeking to upgrade or learn new job skills – UCLA Extension certificate programs – Delivered entirely through an iPad, with state-of-the-art social networking tools to facilitate online collaboration and learning – End-to-end services including career assessment, counseling, job search and placement assistance Sources: “School for the Second Half of Life,” Elizabeth Pope, AARP, September 1, 2011; Empowered UCLA Extension 16 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • SMS jautājumi – LTC un JAUTĀJUMU sūtiet uz 157 Tvītiem – #LTC_confEmployer Initiative• Lattelecom is teaching digital literacy and internet awareness to seniors – Latvia, Connect!• More than 1500 seniors were taught in 2011, with 6000 scheduled for 2012 17 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Within Organizations:Cross-Mentoring• Cross-mentoring – an older and younger sharing information – can be highly effective• Provide options and introductions – allow the relationships to form from natural interests 18 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • SMS jautājumi – LTC un JAUTĀJUMU sūtiet uz 157 Tvītiem – #LTC_confIncent Working Longer: How?• Reduce early retirement options – Raise the retirement age – Phase out formal early retirement schemes• Actively incent participation in work – Increase pension rights with age – Offer part‐time pensions – progressive retirement combining work and pensions• Remove any financial disadvantage from working longer – Some pension systems penalize those who work over the formal retirement age or those who take lower-paying positions later in their careers Source: Based in part on Mark Keese, “How have other countries successfully tackled the issue of an ageing workforce?,” IES Policy Conference: Still Working? The labour market and older people, 9 November 2006 19 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • SMS jautājumi – LTC un JAUTĀJUMU sūtiet uz 157 Tvītiem – #LTC_confChanging Employer Practices: How?• Consider age discrimination and job protection legislation• Build the economic case for older workers – Support aligning labor costs to productivity, where necessary – Consider wage subsidies to companies that employ older workers, ideally linked to other characteristics such as skill or location, as well as age• Improve the work environment – Offer flexible work options and arrangements – Insure work conditions promote health and safety for all – Build cross-generational understanding – promote effective relationships across the generationsSource: Mark Keese, “How have other countriessuccessfully tackled the issue of an ageing workforce?,”IES Policy Conference: Still Working? The labour marketand older people, 9 November 2006 20 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Traditional Retirement: Plummeting fromthe Peak of Power and Prestige 50s or 60s 40s 30s 20s 21 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • The Shape of Careers to Come:“Down Shifting” for Ongoing Contribution 50s 60s 40s 70s 30s Career Deceleration 80s Career Development 20s Source: Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent by Dychtwald, Erickson, and Morison, April 2006 22 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Companies Must CreateAlternative Ways of Working • Create a variety of bell-shaped curve career options – Cyclic work – Part-time work – Flex-time – Options for both less and more responsibility 23 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • Make the Mostof a Multigenerational Workforce • Appreciate • Attract • Develop • Retain 24 | © 2012 Tammy Erickson Associates. All Rights Reserved.
    • SMS jautājumi – LTC un JAUTĀJUMU sūtiet uz 157 Tvītiem – #LTC_conf
    • SMS jautājumi – LTC un JAUTĀJUMU sūtiet uz 157 Tvītiem – #LTC_confResources for Further Reading“It’s Time to Retire Retirement,” Harvard Business Review, March 2004 – Winner of the 2004 McKinsey Award“Managing Middlescence,” Harvard Business Review, March 2006Workforce Crisis: How to Beat the Coming Shortage of Skills and Talentby Dychtwald, Erickson, and Morison, Harvard Business School Press, 2006“What It Means to Work Here,” Harvard Business Review, March 2007“Bridging Faultlines In Diverse Teams,” MIT Sloan Management Review, Summer 2007“Eight Ways to Build Collaborative Teams,” Harvard Business Review, November 2007“Breakthrough Ideas for 2008: Task, Not Time,” Harvard Business Review, February 2008Retire Retirement: Career Strategies for the Boomer Generation,Harvard Business School Press, 2008Plugged In: The Generation Y Guide to Thriving at Work, Harvard Business Press, 2008“Unconventional Wisdom in a Downturn: “Give Me the Ball!” Is the Wrong Call in a Downturn,”Harvard Business Review, November 2008“Gen Y in the Workforce,” (Case Study), Harvard Business Review, February 2009What’s Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want,Harvard Business Press, 2010“The Leaders We Need Now,” Harvard Business Review, May 2010 My blog: http://discussionleader.hbsp.com/erickson/