Older workers and generational differences May 2012
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Older workers and generational differences May 2012

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Half day training event held in Toronto.

Half day training event held in Toronto.

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Older workers and generational differences May 2012 Older workers and generational differences May 2012 Presentation Transcript

  • Older workers and generational differences by Toronto Training and HR May 2012
  • 3-4 Introduction to Toronto Training and HR 5-6 Work factors favoured by each generationContents 7-10 11-12 Reputation by generation Understanding key generational differences 13-14 Minding the gaps 15-16 Recruitment and selection 17-20 Tips for generational diversity 21-23 Approaches for managing an intergenerational workforce 24-27 Events where generational differences may play a role 28-29 Targeted initiative for older workers (TIOW) 30-31 What Generation X look for in organizations 32-34 Self-building opportunities for Generation X 35-37 Principles of managing Generation X 41-48 Case studies 49-50 Conclusion and questions Page 2
  • Introduction Page 3
  • Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  • Work factors favoured by each generation Page 5
  • Work factors favoured by each generationMaturesBoomersGeneration X Page 6
  • Reputation by generation Page 7
  • Reputation by generation 1 of 3VeteransBaby-boomersGeneration XGeneration YMillennials Page 8
  • Reputation by generation 2 of 3Core valuesOn the job they are seen as… Page 9
  • Reputation by generation 3 of 3Dominant valuesStereotypesWork ethicCommunicationFeedbackLeadershipAuthorityFamily and workRewards Page 10
  • Understanding keygenerational differences Page 11
  • Understanding key generational differencesBe unaware that the dynamics of generationaldifferences at work have been studied for abouttwenty years nowHave some knowledge of generational differences.Be highly knowledgeable regarding generationaldifferences Page 12
  • Minding the gaps Page 13
  • Minding the gapsDispose of top-down ruleKnow what your employees wantAdopt multi-channel communicationsEngage through mentoringGet older workers involved in recruiting Page 14
  • Recruitment and selection Page 15
  • Recruitment and selectionVALUE PROPOSITIONSVeteransBaby-boomersGeneration XGeneration YMillennials Page 16
  • Tips for generational diversity Page 17
  • Tips for generational diversity 1 of 3Analyse your workforce profile in terms of age andanalyse the future impact of the changinggenerational mixCarry out an employee survey and analyse theviews and motivations of different age groupsAudit your internal communications to assess thecommunication channels and stylesDoes your employer brand really convey what iscompelling your organization as a place to work atthat attracts and engages all generations? Page 18
  • Tips for generational diversity 2 of 3Rigorously analyse career developmentopportunities for all people through statistics andcareer conversationsConsider radical changes to flexible workingpracticesMaximize opportunities to enhance coaching andmentoring across the generational groupsRe-engage Boomers by ensuring they feelchallenged and have development opportunities Page 19
  • Tips for generational diversity 3 of 3Re-evaluate corporate social responsibility policiesand practicesIdentify the areas of commonality and build onthem Page 20
  • Approaches for managing an intergenerational workforce Page 21
  • Approaches for managing an intergenerational workforce 1 of 2Communicating information in multiple waysCollaborative discussion, decision-making orproblem-solvingTraining managers in dealing with generationaldifferencesOffering different types of trainingCreating mentoring programs to encourageworkers of different generations to work togetherand share experiences Page 22
  • Approaches for managing an intergenerational workforce 2 of 2Training employees on working with people ofdiverse age groupsConducting a demographic audit of the workplaceto increase awareness of generational issuesMediationKeeping workers of different generations frombeing assigned to work together where possible Page 23
  • Events where generationaldifferences may play a role Page 24
  • Events where generational differences may play a role 1 of 3Workers from different generations workeffectively togetherWorkers from different generations learn from oneanotherBetter quality of work due to a variety ofgenerational perspectivesConflicts regarding acceptable work hours betweenworkers of different generations Page 25
  • Events where generational differences may play a role 2 of 3Employees feeling co-workers from othergenerations do not respect themCommunication breakdowns between workers ofdifferent generationsIntergenerational mentoringPerspectives of workers from two or more differentgenerations balancing each other Page 26
  • Events where generational differences may play a role 3 of 3Employees stating that co-workers from othergenerations are over and under reliant ontechnologyEmployees taking co-workers from othergenerations less seriouslyResentment between workers of differentgenerations Page 27
  • Targeted initiative forolder workers (TIOW) Page 28
  • Targeted initiative for older workers (TIOW)Who is aimed at?Eligibility Page 29
  • What Generation X look for in organizations Page 30
  • What Generation X look for in organizationsInvest heavily in the training and development oftheir employeesCare about their employees as individualsProvide clear opportunities for long-term careerprogressionProvide variety in daily workHave a dynamic, forward-looking approach to theorganization Page 31
  • Self-building opportunities for Generation X Page 32
  • Self-building opportunities for Generation X 1 of 2Learn marketable skillsBuild relationships with people that can help themTackle challenges and produce results that will actas evidence of their abilityManage as much of their own time as possibleWork in an entrepreneurial environment Page 33
  • Self-building opportunities for Generation X 2 of 2Be creative and innovativeWork as part of a teamReceive feedback and credit for valuablecontributions Page 34
  • Principles of managing Generation X Page 35
  • Principles of managing Generation X 1 of 2Accept them and learn to work with them ratherthan to fight themUse love and caring because they need to knowthat you truly care about them as peopleSupport them outside work and show support forthem through difficult personal situationsDon’t baby them-they want to be seen asindependent and don’t micromanage them Page 36
  • Principles of managing Generation X 2 of 2Ask, ask, ask-ask lots of questions and implementsolutionsDiscuss your methods and explain how you wouldlike to manage and evaluate themTrain and orient them by meeting with them oftenbecause training is a key motivatorSet specific standardsMake work fun Page 37
  • Encouraging learning in Generation X Page 38
  • Encouraging learning in Generation X 1 of 2Use action learning with the emphasis on reflectionand structured so that real issues are solvedEncourage incidental learning both through actionlearning and in the workplace-which is oftenunstructured and dependant on circumstancesPromote a culture of forgiveness, open-mindedness and awareness Page 39
  • Encouraging learning in Generation X 2 of 2Use formal learning with opportunities for self-direction, such as e-learning emphasized overstructured classroom trainingUse a human touch in development, such asmentors and leadersAdopt special programs such as job rotation,stretch assignments, taskforce leadership,mentoring and new product development Page 40
  • Case study A Page 41
  • Case study A Page 42
  • Case study B Page 43
  • Case study B Page 44
  • Case study C Page 45
  • Case study C Page 46
  • Case study D Page 47
  • Case study D Page 48
  • Conclusion and questions Page 49
  • Conclusion and questionsSummaryVideosQuestions Page 50