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Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
Older workers and generational differences May 2013
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Older workers and generational differences May 2013

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Half day open training event for HR professionals and managers on the maximizing the efficiency of workers from different levels of experience and age, held in Toronto.

Half day open training event for HR professionals and managers on the maximizing the efficiency of workers from different levels of experience and age, held in Toronto.

Published in: Business, Technology
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  • 1. It’s taking ages to sort this out!by Toronto Training and HRMay 2013
  • 2. CONTENTS5-9 Different generations10-11 Generational diversity12-13 Challenges in the workplace14-15 Adult learners16-17 Questions to ask18-20 Myths and realities21-22 Why is the generational perspective interesting?23-24 The ages25-29 Generation related activities30-31 Constant cycle of four roles32-34 The aging workforce35-36 Conducting a self-check37-38 What can be done?39-40 The ACORN imperatives41-42 Strengthening inter-generational relationships43-46 Inter-generational conflict47-48 The Canadian mining industryPage 2
  • 3. Page 3Introduction
  • 4. Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare:Training event designTraining event deliveryReducing costs, saving time plus improvingemployee engagement and moraleServices for job seekers
  • 5. Page 5Different generations
  • 6. Different generations 1 of 4TRADITIONALS• Years 1901-1942• Core values• Assets and liabilities• Significant events• Places• Science and inventions• Heroes• Attitudes• Concerns• TraitsPage 6
  • 7. Different generations 2 of 4BABY BOOMERS• Years 1943-1960• Core values• Assets and liabilities• Significant events• Places• Science and inventions• Heroes• Attitudes• Concerns• TraitsPage 7
  • 8. Different generations 3 of 4GENERATION X• Years 1961-1981• Core values• Assets and liabilities• Significant events• Places• Science and inventions• Heroes• Attitudes• Concerns• TraitsPage 8
  • 9. Different generations 4 of 4MILLENNIALS• Years 1982-2005• Core values• Assets and liabilities• Significant events• Places• Science and inventions• Heroes• Attitudes• Concerns• TraitsPage 9
  • 10. Page 10Generational diversity
  • 11. Generational diversity• What is a generation?• Why does diversity matter?• Strategies to addressPage 11
  • 12. Page 12Challenges in theworkplace
  • 13. Challenges in the workplace• Splitting of the workplace• Stereotypes• The truth• Loyalty• Authority• Respect• Career• Common themesPage 13
  • 14. Page 14Adult learners
  • 15. Adult learnersBARRIERS• Situational• Dispositional• Institutional• The learning process• Customer service• Social mediaPage 15
  • 16. Page 16Questions to ask
  • 17. Questions to ask• Does employee engagementvary by generation?• Do the drivers of employeeengagement differ bygeneration?• Does generational differenceimpact work attitudes?• What about age?• Is there something else to beconcerned about?Page 17
  • 18. Page 18Myths and realities
  • 19. Myths and realities 1 of 2MYTHS• Career management• Organizational loyalty• Employee motivation• Work values and attitudesPage 19
  • 20. Myths and realities 2 of 2TIPS TO MANAGE REALITY• Create a planning group• Hire good people and paythem well• Increase the speed of ramp-up• Get real about successionplanning• RetirementPage 20
  • 21. Page 21Why is the generationalperspective interesting?
  • 22. Why is the generational perspectiveinteresting?• Tolerance• Engaging work environment• Brand’s perceived value• Succession planning• Attract and retain talent• Exercise leadershipPage 22
  • 23. Page 23The ages
  • 24. The ages• Chronological• Physical-cognitive• Socioemotional• Social• Career stage• Tenure• Normative• Generational• Relative• Life eventsPage 24
  • 25. Page 25Generation relatedactivities
  • 26. Generation related activities 1 of 4• HR AND TALENTMANAGEMENT• Engagement mapping• Brand expectation review• Rewards, pay and benefitssurvey linked to generationalpreferencePage 26
  • 27. Generation related activities 2 of 4• MARKETING AND SALES• Brand, product, consumptionpattern and offering analysisbased on generational profiles• Segmentation and tribeanalysis of generationPage 27
  • 28. Generation related activities 3 of 4• LEADERSHIP AND OD• Cultural development oflectures and workshops• Leadership trainingPage 28
  • 29. Generation related activities 4 of 4• IT• Providing a set of tools,security policies and workenvironment that caters togenerational profilesPage 29
  • 30. Page 30Constant cycle of fourrolesProphetsNomadsHeroesArtists
  • 31. Constant cycle of four rolesProphetsNomadsHeroesArtistsPage 31
  • 32. Page 32The aging workforce
  • 33. The aging workforce 2 of 2THE REASONS• Decrease in fertility rates• Increase in life expectancyPage 34
  • 34. Page 35Conducting a self check
  • 35. Conducting a self check• Attitudes, knowledge andbehaviour?• Perspective?• Response when witness aconflict between co-workers?• Response when confronted inadversarial way?• Reinforce positive interactionsand provide positive feedback?Page 36
  • 36. Page 37What can be done?
  • 37. What can be done?• Model respectful behaviour• Embrace a new attitude andaccept the challenge• Be proactive in addressingissues• Contribute at meetings• Build teams that reflect thedifferent generations in theworkplacePage 38
  • 38. Page 39The ACORN imperatives
  • 39. The ACORN imperatives• Accommodate employeedifferences• Create workplace choices• Operate from a sophisticatedmanagement style• Respect competence andinitiative• Nourish retentionPage 40
  • 40. Page 41Strengtheninginter-generationalrelationships
  • 41. Strengthening inter-generationalrelationships• Reflect• Educate• Create conversations• Plan• Act• Evaluate• Adjust• ChangePage 42
  • 42. Page 43Inter-generational conflict
  • 43. Inter-generational conflict 1 of 3MANIFESTATIONS OF CONFLICT• Bullying and harassment• Discrimination• Isolation• Resistance to change• Ineffective communication• Frustration, feelings of beingundervalued andmisunderstood• Lack of teamworkPage 44
  • 44. Inter-generational conflict 2 of 3COMMON CONFLICTS• Gen Y devaluing knowledgeand work experience ofBoomers• Bullying of Gen Y (new grads)by Baby Boomers• Gen X and Gen Y reject BabyBoomer’s “pay-your-dues” and“earn your way” approach anddesire immediategratification/resultsPage 45
  • 45. Inter-generational conflict 3 of 3STRATEGIES TO ADDRESS CONFLICT• Policies on technology• Clear communication and expectations• Job shadowing• Work with local colleges• Periodically bring in speakers• Provide awareness training• Offer a flexible work schedule• Reinforce rules• Regularly update job descriptionsPage 46
  • 46. Page 47The Canadian miningindustry
  • 47. The Canadian mining industry• Job location flexibility• Adoption of new technology• On the job training andmentoring• Job satisfaction• Attract• Develop• RetainPage 48
  • 48. Page 49Conclusion and questions
  • 49. Page 50Conclusion and questionsSummaryVideosQuestions

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