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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 ...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
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 work...
Understanding keygenerational differences          Page 11
Understanding key generational         differencesBe unaware that the dynamics of generationaldifferences at work have bee...
Minding the gaps      Page 13
Minding the gapsDispose of top-down ruleKnow what your employees wantAdopt multi-channel communicationsEngage through ment...
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 im...
Tips for generational diversity              2 of 3Rigorously analyse career developmentopportunities for all people throu...
Tips for generational diversity              3 of 3Re-evaluate corporate social responsibility policiesand practicesIdenti...
Approaches for managing  an intergenerational       workforce          Page 21
Approaches for managing an  intergenerational workforce             1 of 2Communicating information in multiple waysCollab...
Approaches for managing an  intergenerational workforce             2 of 2Training employees on working with people ofdive...
Events where generationaldifferences may play a role            Page 24
Events where generational   differences may play a role              1 of 3Workers from different generations workeffectiv...
Events where generational   differences may play a role              2 of 3Employees feeling co-workers from othergenerati...
Events where generational   differences may play a role              3 of 3Employees stating that co-workers from othergen...
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 abo...
Self-building opportunities     for Generation X            Page 32
Self-building opportunities for      Generation X 1 of 2Learn marketable skillsBuild relationships with people that can he...
Self-building opportunities for      Generation X 2 of 2Be creative and innovativeWork as part of a teamReceive feedback a...
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 a...
Principles of managing        Generation X 2 of 2Ask, ask, ask-ask lots of questions and implementsolutionsDiscuss your me...
Encouraging learning in    Generation X          Page 38
Encouraging learning in        Generation X 1 of 2Use action learning with the emphasis on reflectionand structured so tha...
Encouraging learning in        Generation X 2 of 2Use formal learning with opportunities for self-direction, such as e-lea...
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
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Older workers and generational differences May 2012

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Half day training event held in Toronto.

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Transcript of "Older workers and generational differences May 2012"

  1. 1. Older workers and generational differences by Toronto Training and HR May 2012
  2. 2. 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
  3. 3. Introduction Page 3
  4. 4. 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
  5. 5. Work factors favoured by each generation Page 5
  6. 6. Work factors favoured by each generationMaturesBoomersGeneration X Page 6
  7. 7. Reputation by generation Page 7
  8. 8. Reputation by generation 1 of 3VeteransBaby-boomersGeneration XGeneration YMillennials Page 8
  9. 9. Reputation by generation 2 of 3Core valuesOn the job they are seen as… Page 9
  10. 10. Reputation by generation 3 of 3Dominant valuesStereotypesWork ethicCommunicationFeedbackLeadershipAuthorityFamily and workRewards Page 10
  11. 11. Understanding keygenerational differences Page 11
  12. 12. 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
  13. 13. Minding the gaps Page 13
  14. 14. Minding the gapsDispose of top-down ruleKnow what your employees wantAdopt multi-channel communicationsEngage through mentoringGet older workers involved in recruiting Page 14
  15. 15. Recruitment and selection Page 15
  16. 16. Recruitment and selectionVALUE PROPOSITIONSVeteransBaby-boomersGeneration XGeneration YMillennials Page 16
  17. 17. Tips for generational diversity Page 17
  18. 18. 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
  19. 19. 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
  20. 20. Tips for generational diversity 3 of 3Re-evaluate corporate social responsibility policiesand practicesIdentify the areas of commonality and build onthem Page 20
  21. 21. Approaches for managing an intergenerational workforce Page 21
  22. 22. 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
  23. 23. 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
  24. 24. Events where generationaldifferences may play a role Page 24
  25. 25. 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
  26. 26. 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
  27. 27. 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
  28. 28. Targeted initiative forolder workers (TIOW) Page 28
  29. 29. Targeted initiative for older workers (TIOW)Who is aimed at?Eligibility Page 29
  30. 30. What Generation X look for in organizations Page 30
  31. 31. 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
  32. 32. Self-building opportunities for Generation X Page 32
  33. 33. 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
  34. 34. Self-building opportunities for Generation X 2 of 2Be creative and innovativeWork as part of a teamReceive feedback and credit for valuablecontributions Page 34
  35. 35. Principles of managing Generation X Page 35
  36. 36. 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
  37. 37. 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
  38. 38. Encouraging learning in Generation X Page 38
  39. 39. 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
  40. 40. 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
  41. 41. Case study A Page 41
  42. 42. Case study A Page 42
  43. 43. Case study B Page 43
  44. 44. Case study B Page 44
  45. 45. Case study C Page 45
  46. 46. Case study C Page 46
  47. 47. Case study D Page 47
  48. 48. Case study D Page 48
  49. 49. Conclusion and questions Page 49
  50. 50. Conclusion and questionsSummaryVideosQuestions Page 50
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