The document discusses generational differences in the workforce and their implications for talent management. By 2015, the talent pool will be at its lowest as Baby Boomers retire. Data from personality assessments and generational research was examined across industries. Findings show Gen Y sellers are more social and collaborative than Boomers. Gen Y leaders are also collaborative but require coaching. Gen Y service providers are accommodating but want emotional connection to their work. The document provides five tips for engaging Gen Y future leaders, such as auditing people strategies and training current leaders.

1. The Race to Engage Future Leaders
Talent Management 2015
March 2011
.

2. About Caliper & n-gen
Caliper n-gen
 Over 50 years of experience.
10,000 managers have attended n-gen
 Global job fit assessment services workshops.
that predict performance
 Premise: People succeed when they  Multi-generational effectiveness
are in positions that play to their training & development
potential, strengths & motivations” programs, consulting.
 Premise: Generational
values, expectations and behaviours
impact workplace performance and
engagement.
©Caliper & n-gen People Performance
Inc. 2011

3. Race? What’s the hurry?
2015
Talent Pool
Boomer Exodus
Leadership vacancies
3

4. The workforce
Traditionalists Baby Boomers
(1922-1945) (1946-1964)
66 – 89 years old 47 – 65 years old
Build a legacy Put their stamp on things
Gen X Gen Y
(1965-1980) (1981-2000)
31 – 46 years old 11 – 30 years old
Maintain independence Find work / life with meaning
4

5. What will happen?
• Talent pool in 2015 at its lowest*
• Every 7 seconds, a Boomer turns 60
• In next 5 years, 70% of small businesses will change
hands
5

6. Methodology
• Caliper Profile results 4 different industries.
• Data examined by cohort in leadership, sales &
service.
• Differences and similarities in Caliper results
compared to n-gen generational research
©Caliper & n-gen People Performance Inc.
2011

7. Findings: Sellers
Caliper
• Gen Y sellers use their higher sociability to engage prospects and clients.
• They are more inclined to rely on direction from managers than Boomers.
n-gen
• Gen Y relationships: non-hierarchical, speak informally to customers
• More reliant on technology, than face to face selling
• Define ‘direction’ as receiving feedback, not being told what to do.
• Respect is based on competency and skill.
©Caliper & n-gen People Performance Inc.
2011

8. Findings: Leaders
Caliper
• Gen Y are apt to be firm, fair minded leaders.
• Employ informal coaching approach to managing others.
• Look for alignment and consensus than Boomer
n-gen
• Gen Y leaders are hyper-collaborative, using technology.
• Engage team members in self-identifying how they can contribute
• Require training, coaching to support performance management
conversations.
©Caliper & n-gen People Performance Inc.
2011

9. Findings: Servicers
Caliper
• Gen Y are more willing and accommodating service providers than Boomers.
• Amenable to management’s instructions & use feedback to fulfill customer
needs.
• Gen Y take setbacks in stride.
n-gen
• Gen Y merge personal and professional lives – don’t focus exclusively on the
needs of customers or their role.
• Build rapport when emotionally connected to the product/service; can relate
to the end-user, and are empowered to make decisions.
• Not amenable to following instructions if top-down, commanding and
subjective in nature.
©Caliper & n-gen People Performance Inc.
2011

10. Top 5 tips to engage Gen Y
1. Audit your current people strategies for finding, keeping and growing Gen
Y future leaders.
2. Build objectivity into your people strategies ; put more people in the right
place at the right time.
3. Increase awareness of Gen X and Gen Y expectations.
4. Begin succession planning now if you have not already started. Ensure the
process aligns with Gen Y expectations or you will lose!
5. Train current leaders on how to engage and develop future leaders.
©Caliper & n-gen People Performance Inc.
2011