Effective Employee Training in a Multi-Generational Workforce

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Effective Employee Training in a Multi-Generational Workforce

  1. 1. Wednesday, January 9, 20131:00 p.m. central
  2. 2. Presenters Chris Osborn Vice President of Marketing cosborn@bizlibrary.com Jessica Batz Marketing Specialist jbatz@bizlibrary.com@BizLibrary
  3. 3. POLL QUESTION A. Traditionalist (1928-1946) B. Baby Boomer (1946 – 1964)What generation are C. Gen X (1965 – 1980)you a part of? D. Gen Y (1980 – 2000)
  4. 4. POLL QUESTION A. Yes, coaching and mentoringAre you currently using B. Yes, feedback and coachingactive and blended C. Yes, mentoringlearning in your D. Yes, something else or aemployee development combination E. No, not yetprogram?
  5. 5. POLL QUESTION A. Yes B. NoDo you currentlyconduct training ongenerationalawareness?
  6. 6. What we’ll cover4 Generations – who they are and what are theirmotivationsAreas of conflict and influenceBest practices for training content and methods.
  7. 7. The Generations U.S. Total Labor Force Participation by Generation, 2010 5.0% Traditionalists (Born 1928-1945) 24.7% Baby Boomers (Born 1946-1965) 39.0% Generation X (born 1965-1980) 32.2% Millenials/Gen Y (Born 1980 - 2000)Source: Bureau of Labor Statistics, "Household Data, Not Seasonally Adjusted: Table A-13: Employment Status of the Civilian Noninstitutional Population by Age, Sex, and Race" (2012).
  8. 8. The Facts: Generational Differences Generations matter. Nearly three-quarters of respondents agreed, not only that there are important generational differences, but also that they “sometimes” or “often” pose challenges in the workplace.Source: New Study: Generational Differences in the Workforce Matter, HR.BLR.com
  9. 9. Generational InfluencesTraditionalists Boomers Gen Xers Gen YsLinear work Structured Informal work Fluid workstyle work style style styleChange = Change = Change = Change =something’s caution potential improvementwrong opportunityBuild a legacy Build a stellar Build a Build parallel career portable career careers Table Source: n-gen People Performance Inc. www.ngenperformance.com
  10. 10. In the Workplace• Company culture• Work/life balance• Work ethic• Expectations of authority• Communication
  11. 11. • Prefer logical sequences • Need structure • Prefer self- direction and privacyTraditionalists: Born before 1946
  12. 12. • Passive learners • Don’t like rigid instruction • Link to personal experiencesBaby Boomers: Born 1946 - 1965
  13. 13. • Informal learner • Give them choices • Self-directed • Work/life balance • Frequent feedbackGeneration X: Born 1965 - 1980
  14. 14. • Like to connect • Need structure • Strong sense of entitlement • Expect instant feedbackMillennials/ Gen Y: Born 1980 - 2000
  15. 15. How do these influences, pressures, conflicts and differences impact myemployee training efforts?
  16. 16. Traditionalists Boomers Gen Xers Gen YsTraining The hard way Too much and Required to keep Continuous I’m outta here me and expectedLearning Style Classroom Facilitated Independent Collaborative and networkedCommunication Top down Guarded Hub and spoke CollaborativestyleProblem-solving Hierarchical Horizontal Independent CollaborativeDecision-making Seeks approval Team informed Team included Team decidedLeadership style Command & Get out of the Coach Partner control wayFeedback No news is good Once per year Weekly/daily On demand newsTechnology use Uncomfortable Unsure Unable to work Unfathomable without it if not providedJob changing Sets me back Sets me back Necessary Part of my daily routine Source: Lynne C. Lancaster and David Stillman. When Generations Collide: Who They Are. Why They Clash. How To Solve the Generational Puzzle at Work (HarperBusiness, 2002)
  17. 17. Training Challenges • Learning styles • Training expectations • Technology • Decision-making • Problem-solving • Leadership • Feedback • Transfer & application
  18. 18. Training Design & DeliveryBy taking this high level organizational goal down to the level of anindividual HR manager, we can see where her skills can be improved,and design an individual development plan focused on her specificneeds. The “ground up” design of her training program, helps ensurethat she is working to improve her skills in an area that directly supportsthe high level organizational goal. This creates alignment.
  19. 19. Training Design & Delivery Classroom Training Events • Share valuable experiences and knowledge with younger employees • Foster a collaboration and social learningBy taking this high level organizational goal down to the level of anindividual HR manager, we can see where her skills can be improved,and design an individual development plan focused on her specificneeds. The “ground up” design of her training program, helps ensurethat she is working to improve her skills in an area that directly supportsthe high level organizational goal. This creates alignment.
  20. 20. Diagram Source: Corbett, S. (2008). Targeting different generations. In B. Hoffman (Ed.), Encyclopedia of Educational Technology
  21. 21. Training Modalities Word Cloud created at wordle.net
  22. 22. Coaching • Up and down • Influence
  23. 23. MentoringBonding younger and older workers
  24. 24. Giving Feedback • Frequent and on-going • Celebrate accomplishments
  25. 25. Stretch Assignments Encourage employee engagement
  26. 26. Diagram Source: Corbett, S. (2008). Targeting different generations. In B. Hoffman (Ed.), Encyclopedia of Educational Technology
  27. 27. Questions Chris Osborn cosborn@bizlibrary.com Jessica Batz jbatz@bizlibrary.com
  28. 28. Recommended Resources Managing Workforce Generations: Introduction to Cross-generational Employees (elearning course) Managing Workforce Generations: Working with a Multigenerational Team (elearning course) Managing Workforce Generations: Working with the 21st-century Generation Mix (elearning course) Employing Generation Why: Training Young Minds (streaming video) Generational Diversity (streaming video) The Ageing Workforce (streaming video)
  29. 29. Free eBook Download
  30. 30. Sources and Additional Resources• Bureau of Labor Statistics, "Household Data, Not Seasonally Adjusted: Table A-13: Employment Status of the Civilian Noninstitutional Population by Age, Sex, and Race" (2012).• New Study: Generational Differences in the Workforce Matter, HR.BLR.com• N-gen People Performance Inc. www.ngenperformance.com• Lynne C. Lancaster and David Stillman. When Generations Collide: Who They Are. Why They Clash. How To Solve the Generational Puzzle at Work (HarperBusiness, 2002)• Images: gettyimages.com, google.com and sxc.hu• 5 Methods for Social Leadership: Try Reverse Mentoring, Forbes

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