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Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
Leveraging Every Generation for Your Bottom Line
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Leveraging Every Generation for Your Bottom Line

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Presented in 2011 with VPI Strategies

Presented in 2011 with VPI Strategies

Published in: Business, Education
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  • 1. Workplace Evolution Sherri Petro, VPI Strategies Emily Davis, EDA Consulting LLC Workplace Evolution - Leveraging Every Generation
  • 2. Welcome and Introductions  What is Workplace Evolution?  Sherri Petro, VPI Strategies  Emily Davis, EDA Consulting LLC Workplace Evolution - Leveraging Every Generation
  • 3. Outcomes  Define the generational mix  Identify leadership gaps  Address issues that will affect recruitment and retention.  Provide creative strategies and solutions for leveraging every generation for your organization’s mission or bottom line Workplace Evolution - Leveraging Every Generation
  • 4. What is the generational mix?  Traditionalists  Generation X  Born 1925-45  Born 1965-80  64-84 years  29-44 years  Baby Boomers  Generation Y  Born 1946-64  Born 1981-?  45-63 years  18-28 years Workplace Evolution - Leveraging Every Generation
  • 5. National Landscape 2006 6.5% 22.5% Traditionalists Baby Boomers 41% Generation X Generation Y 30% Workplace Evolution - Leveraging Every Generation
  • 6. Why leverage generational knowledge?     Attracting and retaining talent is a big concern More employees going out than coming in Workers are changing jobs frequently Productivity decreases and turnover costs increase when workers change jobs  Performance problems are more about relationships than skills or motivations  You already have answers to your issues Workplace Evolution - Leveraging Every Generation
  • 7. Defining the Leadership Gap  The period of time when executive Boomers are preparing to leave their leadership roles to when new leadership is installed.  Describes not only temporal gaps, but perceptual gaps in what well-qualified leaders look like.  The lack of communication, preparation, and support available among multiple generations of leaders. Workplace Evolution - Leveraging Every Generation
  • 8. Leadership Gap – Crisis or Opportunity? According to a 2004 Annie E. Casey Foundation survey, “more than 2,200 nonprofit organizations found that 65 percent of respondents expected to go through a leadership transition by 2009, while just 57 percent had experienced a transition during the past 10 years (2005, p.2).” Workplace Evolution - Leveraging Every Generation
  • 9. How has this affected your org?  Work ethic  Work priorities  Time sensitivities  Company loyalty  Different  Meeting management communication vehicles  Retention  Subscription to technology  Change  Level of respect  Entitlement  Training Workplace Evolution - Leveraging Every Generation
  • 10. Traditionalist Work Style       Respect for authority Loyal Command and control Can be tough for them to use their own judgment Why customize? Believe in the value of work more than finding personal meaning  Separation of work and home  Acknowledged for what they know as well as what they don’t Workplace Evolution - Leveraging Every Generation
  • 11. Baby Boomer Work Style  All about respect  Self-improvement  Strong work ethic  Desire flexibility  Optimistic and idealistic  Struggle with work/life balance  Into symbols of recognition as rewards Workplace Evolution - Leveraging Every Generation
  • 12. Gen X Work Style  Stay in a job for 3.5      years, 2 years in high tech Money-motivated Like to solve their own problems Multi-taskers Fiercely independent Direct communicators versus reading in between the lines  Job movement  Want to be valued       immediately for their skills Informal Results-oriented Quick study Sound byte processing Work solo and yet on teams Need for external recognition as reward Workplace Evolution - Leveraging Every Generation
  • 13. Millennials Work Style      Digital natives Menu-driven thinking Work on their own terms Think globally Have positive expectations  Want customization  Desire interactivity  Express to express -- not impress      Multi-taskers Desire mutual respect Ready for collaboration Are looking for a cause Want to make a difference  Celebrate diversity  Acknowledgement for being here  Looking for an experience Workplace Evolution - Leveraging Every Generation
  • 14. Motivations of Emerging Leaders  Reasons for working for an NPO:           Enjoy giving back to the community - 82% Personal sense of satisfaction - 81.5%) Positive work environment - 58.3% Professional challenges - 57.2% Co-workers - 56% Working with clients: 42.7% Encouraging and supportive leadership: 40% Professional development opportunities: 37% Other: 3.4% Financial compensation: 2.8% Workplace Evolution - Leveraging Every Generation
  • 15. Where are we similar*?  We receive great reward  For the work we do  From the people we work with  And the belief that we are contributing to society and our current jobs  We receive great satisfaction from our accomplishments at work *CCL Emerging Leaders Research by Ross DePinto, 2003 Workplace Evolution - Leveraging Every Generation
  • 16. Generational Similarities  We have  A desire to learn  A desire to be acknowledged  A desire to be rewarded  We want  To be trusted, valued and respected  To succeed Workplace Evolution - Leveraging Every Generation
  • 17. Generational Similarities  Harmony is preferred  We want to be on the same wavelength  We all need clear communication  People do not like to operate out of fear  Everyone likes to have fun Workplace Evolution - Leveraging Every Generation
  • 18. Org Dynamics and Leadership  Anticipate shifts in leadership styles along with personal and professional boundaries from young nonprofit professionals which may require more flexibility than in the past;  “…valuing new ideas...by setting aside biases borne of [Boomers’] early movement experience and by nurturing young leadership with contemporary and critically needed perspectives both within and outside of their organizations (Kunreuther, 2005).” Workplace Evolution - Leveraging Every Generation
  • 19. Org Dynamics and Leadership      Set a foundation of trust and confidence. Collaboration. Identify and nurture more leaders of color. Examine current organizational structures. Consider the benefits and limitations of any new management and leadership style and  Be willing to take calculated risks.  Process for communication. Workplace Evolution - Leveraging Every Generation
  • 20. Communication Mindset  Commit to educating and leveraging generational differences. Concentrate on similarities.  Employ a student and teacher mindset  Enlarge ideas instead of taking sides  Dialogue vs. debate Workplace Evolution - Leveraging Every Generation
  • 21. Communication Tactics  Conduct a temperature check survey on being valued, trusted and respected  Have informal & scheduled times to brainstorm, update and coach  Create healthy conflict resolution guidelines  Honor energy, intuition and instincts  Delegate well  Define the objective  Agree that getting to the objective is the most important and not necessarily HOW – unless unethical Workplace Evolution - Leveraging Every Generation
  • 22. Communication Technology  Think wiki (open systems)  Internal blog  SharePoint  Virtual candidate skill assessment techniques  Facebook – social utility  LinkedIn Workplace Evolution - Leveraging Every Generation
  • 23. Next steps  Acknowledge each     generation’s value Recruit more emerging leaders into board roles Promote work/life balance Create internships/mentorships Invest in professional development  Consider succession     planning Plan for retirement Make it possible to hand over leadership Create opportunities to share information cross generationally Learn communication strategies Workplace Evolution - Leveraging Every Generation

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