The document discusses trends and predictions for the future workplace in 2020 and beyond. It notes that demographics are shifting with slower growth in working age populations. Younger generations now in the workforce have different traits and expectations than previous generations. The workplace is becoming more digital, mobile, and global. Employers will need to adapt to attract and retain talent by offering flexible work arrangements, opportunities for learning and growth, and emphasizing social responsibility. The roles of leadership and HR are also expected to change to focus more on developing others, enabling innovation, and creating inclusive cultures.
This document discusses different generations in the workforce and how they interact. It highlights that while generations have different values and beliefs shaped by their life experiences, they also share some commonalities. It emphasizes appreciating individuals for who they are, being curious to understand different perspectives before judging, and complementing others to inspire collaborative thinking. The goal is providing strategies to create collaborative and inclusive work environments.
This document discusses workplace interactions between different generations in the workforce. It notes that while surface-level interactions may differ between generations, deeper values and beliefs are shaped during adolescence and are less likely to change. The document explores how traditionalists, baby boomers, generation X, and millennials may approach relationships with superiors, dealing with different viewpoints, how work gets done, and communication in the workplace. It emphasizes that collaboration requires moving beyond generational silos by appreciating diverse perspectives.
The document discusses generational differences in the workplace and strategies for effective communication across generations. It outlines four generations - Matures, Baby Boomers, Generation X, and Generation Y. For each generation, it describes defining events, values, work styles, and tips for training and development. The overall goals are to increase understanding of generational differences and how they affect work, as well as promote skills for intergenerational communication.
The document provides 5 rules for social media marketing. Rule 1 discusses managing your brand's timeline against new social media features and competing for attention. Rule 2 advises respecting your audience and not being too overt in early interactions. Rule 3 emphasizes putting people over your own agenda by understanding what content your audience wants to engage with and share.
Working Smarter: Why We Need to be Better Than EverCisco Canada
Through his presentation at a December 13th luncheon at the Toronto Board of Trade, Cisco Canada President Nitin Kawale discusses the importance of collaboration and communication to business success. He also talks about the need for Canadian employers - especially those in smaller businesses - to provide the right tools and collaborative platforms to their customers, partners and employees. In Canada, smarter workplaces that allows people to be flexible, creative, innovative and much more productive are crucial. As are flexible working environments that let employees work where they happen to be, whenever they happen to be there.
Millennials now make up 20% of Australia's workforce and will be 50% by 2014. They are highly connected through social media and prefer mobile devices like laptops and smartphones. Millennials want to work flexibly from anywhere and expect to be able to communicate and collaborate using technology. The NEC UNIVERGE 3C system empowers millennials by allowing fully mobile and flexible working through instant messaging, presence, video conferencing, and collaboration on any device.
"What do games teach us about creative culture?" By Andrew Phelps- Serious Pl...SeriousGamesAssoc
This document discusses what games teach us about creative culture. It explores whether gamers can be creative through activities like problem-solving in games. It also discusses how games can foster engagement and flow, as well as creativity through directed play rather than dictated tasks. The document cautions that assessing games is challenging and that organizing everything around assessment can miss games' benefits.
Consumers of tomorrow insights and observations about generation z★ Duong Vo ★
Visit me @ http://www.duongvo.biz or Be friend @http://www.facebook.com/johnyvo.
Need consultant on Digital Marketing, let visit my business @ OhYeah Communications (http://www.ohyeah.vn)
Need explore more about Digital Marketing, let join me on Digital Marketing Class @ BMG International Education (http://www.bmg.edu.vn)
This document discusses different generations in the workforce and how they interact. It highlights that while generations have different values and beliefs shaped by their life experiences, they also share some commonalities. It emphasizes appreciating individuals for who they are, being curious to understand different perspectives before judging, and complementing others to inspire collaborative thinking. The goal is providing strategies to create collaborative and inclusive work environments.
This document discusses workplace interactions between different generations in the workforce. It notes that while surface-level interactions may differ between generations, deeper values and beliefs are shaped during adolescence and are less likely to change. The document explores how traditionalists, baby boomers, generation X, and millennials may approach relationships with superiors, dealing with different viewpoints, how work gets done, and communication in the workplace. It emphasizes that collaboration requires moving beyond generational silos by appreciating diverse perspectives.
The document discusses generational differences in the workplace and strategies for effective communication across generations. It outlines four generations - Matures, Baby Boomers, Generation X, and Generation Y. For each generation, it describes defining events, values, work styles, and tips for training and development. The overall goals are to increase understanding of generational differences and how they affect work, as well as promote skills for intergenerational communication.
The document provides 5 rules for social media marketing. Rule 1 discusses managing your brand's timeline against new social media features and competing for attention. Rule 2 advises respecting your audience and not being too overt in early interactions. Rule 3 emphasizes putting people over your own agenda by understanding what content your audience wants to engage with and share.
Working Smarter: Why We Need to be Better Than EverCisco Canada
Through his presentation at a December 13th luncheon at the Toronto Board of Trade, Cisco Canada President Nitin Kawale discusses the importance of collaboration and communication to business success. He also talks about the need for Canadian employers - especially those in smaller businesses - to provide the right tools and collaborative platforms to their customers, partners and employees. In Canada, smarter workplaces that allows people to be flexible, creative, innovative and much more productive are crucial. As are flexible working environments that let employees work where they happen to be, whenever they happen to be there.
Millennials now make up 20% of Australia's workforce and will be 50% by 2014. They are highly connected through social media and prefer mobile devices like laptops and smartphones. Millennials want to work flexibly from anywhere and expect to be able to communicate and collaborate using technology. The NEC UNIVERGE 3C system empowers millennials by allowing fully mobile and flexible working through instant messaging, presence, video conferencing, and collaboration on any device.
"What do games teach us about creative culture?" By Andrew Phelps- Serious Pl...SeriousGamesAssoc
This document discusses what games teach us about creative culture. It explores whether gamers can be creative through activities like problem-solving in games. It also discusses how games can foster engagement and flow, as well as creativity through directed play rather than dictated tasks. The document cautions that assessing games is challenging and that organizing everything around assessment can miss games' benefits.
Consumers of tomorrow insights and observations about generation z★ Duong Vo ★
Visit me @ http://www.duongvo.biz or Be friend @http://www.facebook.com/johnyvo.
Need consultant on Digital Marketing, let visit my business @ OhYeah Communications (http://www.ohyeah.vn)
Need explore more about Digital Marketing, let join me on Digital Marketing Class @ BMG International Education (http://www.bmg.edu.vn)
This document provides information about Rosy Law, a real estate agent with DRE License #01735320 and contact information of (310) 948-3574 and rosylaw03@yahoo.com. It discusses spring being a good time to buy or sell homes. It also provides information about Old Republic home warranties that can protect homeowners from unexpected repair costs. Real estate clients and their anniversaries of home purchases are recognized. Successful networking strategies like using social media and preparing an elevator pitch are outlined.
This document summarizes a presentation on exploring successful online communities for teens. It outlines an online community framework with three stages: online brand building process, customer experiences, and promoting factors. The framework is applied to analyze the teen-focused website Beinggirl.com. Key recommendations include rearranging content to focus on topics teens are interested in, building an online community through discussion boards and activities, and allowing for more customer customization through user-generated content. The analysis draws on interviews with teens and case studies of other online communities to provide suggestions to improve Beinggirl.com.
Y-PEER International Network's Newsletter 2012Y-PEER Hacioglu
This document summarizes Y-PEER activities in Algeria and Armenia. In Algeria, Y-PEER involves 200 youth peers across 3 NGOs working to strengthen knowledge of sexual and reproductive health rights through prevention education, field work, and community interventions. Peers organized awareness campaigns on HIV/AIDS targeting youth and conducted street actions in public spaces. In Armenia, Y-PEER and UNFPA designed a project involving youth volunteers and elderly to address intergenerational understanding and confront ageism. The project aimed to give the elderly opportunity to understand youth perspectives.
Consumers of tomorrow_insights_and_observations_about_generation_zRobert Kostka-Zawadzki
Generation Z is defined as those born between the mid-1990s and 2010. They are digital natives who are comfortable with technology and prefer simple, interactive designs. They are more socially responsible due to greater access to information. Marketers should adopt technology-based channels, appeal to Gen Z's desire for value and multifunctional products, and promote environmentally friendly options to connect with this generation.
This document summarizes research on the perspectives of young professionals from Generation Y regarding work, career, and gender. The research involved in-depth interviews with 42 young professionals. Key findings include:
1) Generation Y prefers self-managed work and values autonomy, feedback, and opportunities for growth in their careers.
2) Views on work-life balance varied, but most emphasized wanting control over their schedules.
3) Careers were seen as most meaningful when challenging and allowing for self-improvement.
4) While diversity was widely accepted, traditional gender roles and lack of female mentors persisted in some workplaces.
"Technology has redefined the boundaries of work so that employees now want flexibility, mobility, and the ability to communicate effectively. At the same time, the organisation must continue to improve productivity, maintain compliance with workplace legislation and operate efficiently in order to compete. All this has led to a change in the way that we utilise the workplace.
New ways of working are changing employee and organisational expectations. How can Human Resources respond?
This paper reveals how organisations are embracing change by adopting the principles of Smarter Working."
This document summarizes the key findings of a survey of HR professionals about the top workplace trends they foresee over the coming years. It identifies the top 10 trends for 2011, which include issues like rising healthcare costs, federal healthcare legislation, global competition, and the retirement of Baby Boomers. Compared to past surveys, more economic and political issues were cited as important trends. The document also lists the most common actions organizations are taking in response to these trends, such as linking employee performance to business goals and increasing productivity expectations. Finally, it discusses how demographic shifts, especially the aging workforce and the rising Millennial generation, will impact the workplace going forward.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
The document discusses how social media and technology will shape the future of HR. It notes that HR professionals are increasingly using social media in their personal and professional lives. It also outlines how HR can leverage social media and technology to support business goals like cultivating creative leaders, increasing speed and flexibility, and harnessing collective intelligence. The presentation emphasizes that HR should focus discussions of social media and technology on how they relate to strategic business objectives.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
This document summarizes a roundtable discussion on the future of talent acquisition. Key points discussed include:
- Finding the right talent is critical for business success but is becoming increasingly difficult. Blended talent strategies using tools like social media and analytics are needed.
- Factors like changing demographics, skills gaps, and technology will disrupt traditional sourcing and selection models. Mobile and social media may be game changers.
- The role of talent acquisition professionals is evolving from short-term hiring to long-term talent farming and community building. Data analytics and social media skills will be important.
- Assessing culture fit during hiring is important but challenging. Psychometrics have limitations and new approaches are needed.
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost Textkernel
Presentation from Prof. Dr. Armin Trost, Author, Consultant and Professor at Furtwangen University, at Textkernel's Intelligent Machines and the Future of Recruitment on June 2nd in Amsterdam. At the end of this slide deck, you can also find the YouTube recording.
Human resource management in the 21st century will have little to do with what has been promoted in recent years or decades and written in the text-books. Instead of finding “the right people, at the right time and at the right place” we will make the employees and their individual preferences, talents, life plans, and ambitions the focus of attention.
We will say goodbye to mechanistic, technocratic, and often bureaucratic approaches. They fit in a past that was stable and predictable. If you regard your employees as your most valuable asset, you will give them freedom, trust, and responsibility. Moreover you will appreciate individuality and individual life-plans.
Human resources management will therefore deal less with hierarchical processes, systems, responsibilities, KPIs, etc., in the future. Rather, it will be about how to empower teams to think on their own responsibility, communicate, collaborate, learn, and develop their talent in the long term.
HR-Technology will be there to make the life of managers and employees easier instead of supporting the HR-function only. For instance, in the area of recruiting all this will lead to a more intense usage of social networks, artificial intelligence, big data, data mining etc.
What will the future workplace look like?Achievers
On April 3rd 2014, 200 HR Executives met at the Fairmont San Francisco for the Aspire HR Executive Summit presented by Achievers. Here are some of the key takeaways...
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
The document discusses trends and challenges in recruiting for 2020. It notes that the population is growing older and more urban, with the median age rising to 31.5 years by 2020. Different generations now coexist in the workplace, with each generation having distinct characteristics and values shaped by formative world events and technology. Recruiters must understand generational differences to attract, engage, and retain talent. The meaning of work and skills is also shifting, from job titles and tasks to roles, capabilities, and results. Flexibility and work-life balance are increasingly important values.
This document provides information about Rosy Law, a real estate agent with DRE License #01735320 and contact information of (310) 948-3574 and rosylaw03@yahoo.com. It discusses spring being a good time to buy or sell homes. It also provides information about Old Republic home warranties that can protect homeowners from unexpected repair costs. Real estate clients and their anniversaries of home purchases are recognized. Successful networking strategies like using social media and preparing an elevator pitch are outlined.
This document summarizes a presentation on exploring successful online communities for teens. It outlines an online community framework with three stages: online brand building process, customer experiences, and promoting factors. The framework is applied to analyze the teen-focused website Beinggirl.com. Key recommendations include rearranging content to focus on topics teens are interested in, building an online community through discussion boards and activities, and allowing for more customer customization through user-generated content. The analysis draws on interviews with teens and case studies of other online communities to provide suggestions to improve Beinggirl.com.
Y-PEER International Network's Newsletter 2012Y-PEER Hacioglu
This document summarizes Y-PEER activities in Algeria and Armenia. In Algeria, Y-PEER involves 200 youth peers across 3 NGOs working to strengthen knowledge of sexual and reproductive health rights through prevention education, field work, and community interventions. Peers organized awareness campaigns on HIV/AIDS targeting youth and conducted street actions in public spaces. In Armenia, Y-PEER and UNFPA designed a project involving youth volunteers and elderly to address intergenerational understanding and confront ageism. The project aimed to give the elderly opportunity to understand youth perspectives.
Consumers of tomorrow_insights_and_observations_about_generation_zRobert Kostka-Zawadzki
Generation Z is defined as those born between the mid-1990s and 2010. They are digital natives who are comfortable with technology and prefer simple, interactive designs. They are more socially responsible due to greater access to information. Marketers should adopt technology-based channels, appeal to Gen Z's desire for value and multifunctional products, and promote environmentally friendly options to connect with this generation.
This document summarizes research on the perspectives of young professionals from Generation Y regarding work, career, and gender. The research involved in-depth interviews with 42 young professionals. Key findings include:
1) Generation Y prefers self-managed work and values autonomy, feedback, and opportunities for growth in their careers.
2) Views on work-life balance varied, but most emphasized wanting control over their schedules.
3) Careers were seen as most meaningful when challenging and allowing for self-improvement.
4) While diversity was widely accepted, traditional gender roles and lack of female mentors persisted in some workplaces.
"Technology has redefined the boundaries of work so that employees now want flexibility, mobility, and the ability to communicate effectively. At the same time, the organisation must continue to improve productivity, maintain compliance with workplace legislation and operate efficiently in order to compete. All this has led to a change in the way that we utilise the workplace.
New ways of working are changing employee and organisational expectations. How can Human Resources respond?
This paper reveals how organisations are embracing change by adopting the principles of Smarter Working."
This document summarizes the key findings of a survey of HR professionals about the top workplace trends they foresee over the coming years. It identifies the top 10 trends for 2011, which include issues like rising healthcare costs, federal healthcare legislation, global competition, and the retirement of Baby Boomers. Compared to past surveys, more economic and political issues were cited as important trends. The document also lists the most common actions organizations are taking in response to these trends, such as linking employee performance to business goals and increasing productivity expectations. Finally, it discusses how demographic shifts, especially the aging workforce and the rising Millennial generation, will impact the workplace going forward.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
The document discusses how social media and technology will shape the future of HR. It notes that HR professionals are increasingly using social media in their personal and professional lives. It also outlines how HR can leverage social media and technology to support business goals like cultivating creative leaders, increasing speed and flexibility, and harnessing collective intelligence. The presentation emphasizes that HR should focus discussions of social media and technology on how they relate to strategic business objectives.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
This document summarizes a roundtable discussion on the future of talent acquisition. Key points discussed include:
- Finding the right talent is critical for business success but is becoming increasingly difficult. Blended talent strategies using tools like social media and analytics are needed.
- Factors like changing demographics, skills gaps, and technology will disrupt traditional sourcing and selection models. Mobile and social media may be game changers.
- The role of talent acquisition professionals is evolving from short-term hiring to long-term talent farming and community building. Data analytics and social media skills will be important.
- Assessing culture fit during hiring is important but challenging. Psychometrics have limitations and new approaches are needed.
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost Textkernel
Presentation from Prof. Dr. Armin Trost, Author, Consultant and Professor at Furtwangen University, at Textkernel's Intelligent Machines and the Future of Recruitment on June 2nd in Amsterdam. At the end of this slide deck, you can also find the YouTube recording.
Human resource management in the 21st century will have little to do with what has been promoted in recent years or decades and written in the text-books. Instead of finding “the right people, at the right time and at the right place” we will make the employees and their individual preferences, talents, life plans, and ambitions the focus of attention.
We will say goodbye to mechanistic, technocratic, and often bureaucratic approaches. They fit in a past that was stable and predictable. If you regard your employees as your most valuable asset, you will give them freedom, trust, and responsibility. Moreover you will appreciate individuality and individual life-plans.
Human resources management will therefore deal less with hierarchical processes, systems, responsibilities, KPIs, etc., in the future. Rather, it will be about how to empower teams to think on their own responsibility, communicate, collaborate, learn, and develop their talent in the long term.
HR-Technology will be there to make the life of managers and employees easier instead of supporting the HR-function only. For instance, in the area of recruiting all this will lead to a more intense usage of social networks, artificial intelligence, big data, data mining etc.
What will the future workplace look like?Achievers
On April 3rd 2014, 200 HR Executives met at the Fairmont San Francisco for the Aspire HR Executive Summit presented by Achievers. Here are some of the key takeaways...
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
The document discusses trends and challenges in recruiting for 2020. It notes that the population is growing older and more urban, with the median age rising to 31.5 years by 2020. Different generations now coexist in the workplace, with each generation having distinct characteristics and values shaped by formative world events and technology. Recruiters must understand generational differences to attract, engage, and retain talent. The meaning of work and skills is also shifting, from job titles and tasks to roles, capabilities, and results. Flexibility and work-life balance are increasingly important values.
The document discusses generational differences in the workplace and strategies for effective communication across generations. It provides an overview of the four main generations (Matures, Baby Boomers, Gen X, and Gen Y) and how their defining life experiences shaped their values and work styles. The document then offers tips for training, motivating, and communicating with each generation. It emphasizes understanding generational diversity, being flexible, and creating trust to promote intergenerational communication.
The document discusses engaging different generations in philanthropy. It describes the characteristics of Traditionalists, Boomers, Gen Xers, and Millennials and how they each view and participate in philanthropic activities. The author advocates for a multigenerational approach in nonprofits that integrates new leadership ideas and shares ownership across age groups. Specific strategies are provided for fundraising from each generation and maintaining relationships through multiple communication channels and in-person engagement.
The document discusses generational differences in philanthropic attitudes and behaviors. It notes that Traditionalists, Boomers, Gen Xers, and Millennials have varying motivations, communication preferences, and engagement styles related to nonprofit fundraising. The author advocates that nonprofits take multi-generational approaches to development that integrate new and traditional strategies in order to effectively engage donors across age groups.
PollinatorsInc Better Business Model Design WorkshopWe Are Arising
A workshop on design thinking, business model design and social enterprise delivered to 16 social entrepreneurs in Geraldton, Western Australia by Pollinators Inc http://www.wildpollinators.org Co-facilitated by Andrew Outhwaite, Chris Keuh, Michael Tucak and Gail Metcalfe.
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
Same presentation Amy and I have given at earlier conferences, updated and reformatted. Will be given on Tuesday, April 23, 2013 at the APWA Florida Chapter Conference.
The document discusses how to lead generations X and Y in the public works field. It provides information about the defining characteristics of each generation: generation X prefers direct communication and independence at work, while generation Y seeks collaboration and social media. The document recommends that leaders focus on mentorship, professional development, constructive feedback, community involvement, and allowing freedom and flexibility to engage both generations.
The Millennials are Coming: Preparing for the Cogenerational WorkplaceJimFinkelstein
Jim Finkelstein, President and CEO of FutureSense, Inc., gave a presentation to the management group of Paradise Foods on December 7, 2011. The presentation covered topics such as multi-generational differences in the workforce, the impact of different generations working together, and implications for employers including the need to appeal to Millennials through social media, flexibility, and work-life balance. Finkelstein also discussed tools for attracting, retaining, and engaging employees of all generations through the employee lifecycle.
The document discusses trends that will impact the future workplace and attractiveness of employers, including shifting demographics, a knowledge economy, globalization, and increased use of digital and mobile technologies. It notes that future workforces will be multigenerational, and identifies challenges that come with that, such as different expectations around work-life balance, career development, and technology use. The document also discusses how social media is used more in personal versus professional contexts, and characteristics that will make employers more attractive, such as strong values, skills development, and corporate social responsibility.
The document discusses trends in the future workplace and their implications for human resources (HR) and talent management. Some of the key trends discussed include shifting demographics, an emphasis on skills like collaboration and social learning, the importance of corporate social responsibility and employer brand, and changing expectations around work-life balance. The document also provides predictions for what the workplace may look like in 2020 and initiatives HR can take to help organizations adapt, such as emphasizing learning agility, diversity, and an inclusive culture.
This document discusses managing intergenerational conflict in the workplace. It notes that for the first time, there are four generations (Traditionalists, Baby Boomers, Generation X, Gen Y/Millennials) working together, each shaped by different events and with different work motivations and expectations. This can lead to workplace conflicts over issues like commitment, work ethic, and dress code. Managing different generations requires understanding what motivates each group. The document provides characteristics and traits of each generation, as well as strategies for managing them, including communication, delegation, and feedback. Effective multigenerational management involves dealing with generational differences.
The document summarizes key differences between Generations X and Y in the workforce. Generation X, born between 1961-1980, values self-reliance, challenges, and work-life balance. Generation Y, also known as Millennials born between 1981-2000, values multi-tasking, collaboration, social media, and service. The document provides suggestions for how organizations can work with both generations by offering mentorship, professional development, constructive feedback, community involvement, and flexibility.
Talent Acquisition and Management of Tomorrow’s Workforce – The GEN YNational HRD Network
This document provides an overview of generational characteristics and how to manage Generation Y (Gen Y) employees. It discusses the objectives, sessions topics like research findings and surveys. Characteristics of Gen Y include being optimistic, confident, and self-reliant. The document also outlines characteristics of other generations like Gen X and Baby Boomers. Workplace enablers and barriers for Gen Y retention are examined. Global surveys on generational demographics and workplace innovation are referenced.
For the first time in history, there are four generations involved in philanthropy: Traditionalists, Baby Boomers, Gen X and Gen Y (Millenials). Although each generation is philanthropic, they have individual preferences for how they are engaged by nonprofits, including the use of social media. The use of social media is an important part of stewarding your next generation donors, but does your organization have a clear understanding and plan of how social media can be used to raise funds? Learning ways to leverage multi-channel communications (including social media) across generations for your cultivation and stewardship strategies will benefit the fundraising efforts in your organization.
This session will demonstrate how important it is to create lifetime givers by reaching out to the younger generations (under age 40) now as well as define the key characteristics of the four currents generations of philanthropists and their habits for charitable giving. Participants will learn strategic entry points to successfully engage across generations in philanthropy, both as donors and within the fundraising functions. Ultimately, we need to cultivate every generation for the mission sustainability.
Generation Y, also known as Millennials, are entering the workforce in large numbers as Baby Boomers retire. A survey of over 1,000 Generation Y workers between ages 21-29 found:
1) They expect their careers to involve more frequent job changes, a greater focus on personal/family life, more advanced technology skills, and more education compared to previous generations.
2) About 1 in 4 consult their parents when making employment decisions, showing the influence of "helicopter parents" who are closely involved in their lives.
3) Contrary to stereotypes, Generation Y workers care deeply about long-term job security, saving for retirement, and career fulfillment rather than just instant grat
This document discusses generational differences and the power of multiple generations. It provides profiles of four generations - Traditionalists, Baby Boomers, Generation X, and Generation Y. Each generation is defined by their demographic characteristics and influences during their formative years. Their work preferences, leadership styles, and strengths are also profiled. The document advocates understanding generational differences and learning from one another through a process called "feedforward" rather than judgment. It promotes interactive workshops to help teams and organizations harness the power of multiple generations.
This document summarizes a webinar on talent and the generations. It discusses:
1) Getting an understanding of the different generations in the workforce and how their working styles and expectations differ. It outlines the key generations as Traditionals, Boomers, Gen X, and Gen Y.
2) How generational differences impact talent sourcing, retention, and development. Sourcing requires understanding what attracts each generation. Retention means meeting different expectations around work-life balance, flexibility, and development opportunities.
3) The webinar draws on global research to discuss these intergenerational issues in countries around the world, finding that generational preferences have commonalities despite geographic and cultural differences.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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2. THE FUTURE WORKPLACE
1. Shifting Workforce Demographics: Generations/Age, Gender, Ethnicity
2. Knowledge Economy
3. Globalization
4. Digital Workplace
5. Ubiquity of Mobile Technology
6. Culture of Connectivity
7. Participation of Society
8. Social Learning
9. Corporate Social Responsibility
10. Millennials & Gen 2020 in the Workplace
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
3. SLOWER GROWTH IN THE WORKING AGE-
POPULATION
200%
150%
100%
50%
0%
-50%
Erickson, 2012
1970-2010 2010-2050
4. GENERATIONS IN THE WORKPLACE
Traditionalists (28-45) Baby Boomers (46-64) Gen X (65-79) Gen Y (80-95) Gen Re (96-…)
1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030
US Census Bureau, Erickson, 2012
5. GENERATIONS IN THE WORKPLACE
Generation Major Influence Broad Traits Defining
Invention
Traditionalists Wars Sacrifice, loyalty, discipline, resp Fax
ect for authority
Baby Boomers JFK, moon Competitive, hard work, long PC
landing, Flower hours
Power
Generation X MTV, AIDS, Berlin Self-reliant, w/l Mobile phone
Wall, Tchernobyl balance, independence, eclectici
sm
Gen Y: Internet, 9/11, cyberliteracy, tolerance, diversity, Google &
Millennials Global Warming confidence, immediacy facebook
(NGOs)
Gen Re: Social games, Mobility, hyper-connectedness, Apps
Generation 2020 recession, flat world e-reading, media savvy
6. GEN Y - PREJUDICES
Too Self-Centered and
Individualistic Lacking in Social Skills
Little Respect for
Poor Work Ethic Authority
Lazy
Spoiled/Entitled Overinflated/Unrealistic
Expectations
Not Committed to Work No Loyalty to
Employers
Needy
7. RECRUIT & RETAIN GEN Y
Nurturing
corporate culture
Intrapreneurship
Job flexibility
programs
Business casual Challenging work
Professional and
Recognition
personal growth
programs
opportunities
Advancement Volunteering
opportunities options
Competitive
salaries
8. GENERATION RE
Reality
Recession Realists
Gen Re
Restraint &
Resentment
Responsibility
Renewable
Erickson, 2012
9. GEN RE FIGURES
66% 4-7 years olds have
used an iPhone/iPad
Of the 100 top-
selling education
apps are aimed at
pre-schoolers and
72%
elementary schools
25% Of 2-5 years old use
the internet
Of 6-8 years old
use the internet 40%
90% Of tweens (10-12)
play online games
Erickson, HBR, 2012
12. COMMUNICATION GENERATIONS
Traditionalist Baby Boomers Generation X Millennials
Style Formal Semi-formal Not so serious; Eye-catching; fun
irreverent
Content Detail; prose-style Chunk it down but Get to the point. If and when I need it,
give me everything I’ll find it online
Context Relevance to my Relevance to the Relevance to what Relevance to now,
security bottom line and matters to me today and my role
rewards
Attitude Authority and Rules Cynic and skeptic Mediocrity
hierarchy
Speed Time frame Available, handy Immediate 5 minutes ago
Frequency Digestible As needed Whenever Constant
SOURCE: DELOITTE CONSULTING, IABC
14. SOCIAL MEDIA USAGE
Inactive • Traditionalist
Spectator • Baby Boomer
Contributor • Generation X
Creator • Millennials
15. SOCIAL MEDIA
Media Users Attributes Utilization
Facebook 800mio, Share interests, Connection is questions, Share content
55% female permission based created elsewhere, news
LinkedIn 100mio, Professional “facebook”, Find people, connect in
59% female connection via contacts groups, company information
Foursquare 15mio, 20% Checking into place via mobile Track and reward customers
female devices
YouTube 158mio, Sharing videos with a few Product information,
50% female clicks interviews
Twitter 250mio, Follow anyone, fast Breaking news, connect, live
55% female information (140c) events
Pinterest 10mio, 55- Quickly share pictures, visual Products, previews of blog
70% female newsfeed posts
17. SOCIAL LEARNING
• Competency • Context based
based • Organization
• Organization created
created
Formal Experimental
learning Learning
Peer-to-peer
Mentoring
learning
• Competency • Context based
based • User generated
• User generated
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
18. WORKFORCE ENGAGEMENT MODEL
Principles
Collaboration
Values, Brand, CSR
Authenticity
Personalization
Demonstrated by
Innovation Accelerated “Ueber-
Social Recruiting Social Learning
Leadership Connection”
Social
Connection
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
19. THE “CANDY” OF GLOBAL CORPORATIONS
OFFERS:
Jobs you’ve People you
Training of all A fresh
never done but you can learn
types assignment
need to learn from
Robust Benefits that
Travel Funding for
processes and cover your
opportunities investments
methodologies family
Support for
A chance to
causes you
get away
care about
Erickson, 2012
20. THE 202O LEADER
Collaborative • Inclusive decision making
Mind-set • Genuine solicitation of feedback
Developer of • Mentors and coaches team
People • Provides straight feedback
• Uses technology to connect to customers and
Digitally Confident
employees
• Has a diverse mind-set
Global Citizen
• Prioritizes social responsibility
Anticipates and • Builds accountability across levels
builds for the
future • Champions innovation
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
21. LEADERSHIP: GENERATION GAPS
The meaning of
“work”
Communication
The meaning of
and forming
“feedback”
relationships
Job
Synching up
assignments
Finding
information and
learning
Erickson, 2012
22. PREDICITIONS FOR 2020
1. You will be hired and promoted based upon your reputation capital
2. Your mobile device will become your office, your classroom, and your
concierge
3. The global talent shortage will be acute
4. Recruiting will start on social networking sites
5. Web commuters will force corporate offices to reinvent themselves
6. Companies will hire entire teams
7. Job requirements for CEOs will include blogging
8. The corporate curriculum will use video games, simulations, and alternate
reality games as (key) delivery model
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
23. PREDICITIONS FOR 2020
9. A 2020 mind-set will be required to thrive in a networked world
i. Social participation
ii. Thinking globally
iii. Ubiquitious learning
iv. Think big, constant improvement
v. Cross-cultural power
10. Human Resources’ focus will move from outsourcing to crowdsourcing
11. Corporate social networks will flourish and grow inside companies
12. You will elect your leader
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
24. PREDICITIONS FOR 2020
13. You will elect your leader
14. Lifelong learning will be a business requirement
15. Work-life flexibility will replace work-life balance
16. Companies will disclose their corporate social responsibility programs to
attract and retain employees
17. Diversity will be a business issue rather than a human resources issue
18. The lines among marketing, communications, and learning will blur
19. Corporate app stores will offer ways to manage work and personal life
better
20. Social media literacy will be required for all employees
21. Building a portfolio of contract jobs will be the path to obtaining permanent
full-time employment
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
25. INITIATIVES HR CAN SPEARHEAD
1. Adopt a global mind-set
2. Build a reputation as being social responsible
3. Become “ueber-connected”
4. Personalize the employee experience
5. Enable customer-focused innovation
6. Champion openness and transparency
7. Emphasize learning agility
8. Build citizen leadership
9. Drive systems thinking
10. Create an inclusive culture
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
26. HOW JOBS ARE CHANGING
Traditionally Today
What work is A job A role
What work covers A function A set of tasks and specialties
What you do “Own” a function “Contribute” in teams
How work is scoped Responsibility Projects and jobs to do
How work progresses Career Path Career Progression
How you develop Upward mobility Increase specialization & experience
By level, title, size of office,… - by By results delivered, demand of skills
How you are recognized
your boss – by peers
Role of leadership Direct and manage Build teams, empower, inspire, coach
How you succeed Widen skills and build power Deepen skills, drive results
Job & competency models, org Capability models, knowledge
Tools of the trade
charts, top down sharing, shared values and mission
SOURCE: JOSH BERSIN, BLOG
27. THANK YOU!
"...defending yesterday - that is, not innovating - is far more risky than making tomorrow."
Peter Drucker, Innovation and Entrepreneurship
Tim A. Ackermann
talentim@hotmail.com
http://talentim.wordpress.com
http://about.me/talentim
28. SHIFTING THE OLD WORK-LIFE PARADIGM...
0 10 20 30 40 50 60 70 80
Age
Education Work Leisure
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
29. … TO A CYCLIC LIFE PARADIGM…
0 10 20 30 40 50 60 70 80
Age
Education Work Leisure
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
30. … EVOLVING TO A „BLENDED“ LIFESTYLE.
0 10 20 30 40 50 60 70 80
Age
Education Work Leisure
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
Editor's Notes
Ubiquity = Allgegenwart
Spoiled/Entitled Reality: To an extent, the folks in this generation do have a sense of entitlement, but it's not an entirely inherent personality flaw but partly the fault of Baby Boomer parents who coddled their children, constantly telling them how special they were and that anything they sought was possible, and rewarding them for every little thing, providing trophies and prizes simply for participating. These parents stunted their children's growth by proactively removing all obstacles and potentially negative experiences. So, yes, on the surface Generation Y workers appear entitled. The key for employers is approaching younger workers differently, providing constructive criticism that reflects confidence in them. Generation Y workers must realize that their bosses are not going to be like theirr parents, and that part of growing as an employee is learning from past mistakes and accepting constructive criticism. Generation Y Perception: Lazy Reality: Technology has allowed this generation to multitask and find shortcuts in achieving tasks. Texting, instant messaging, social networking, and Web surfing have all made Generation Y workers more competent, efficient, and productive (if not sometimes overwhelmed). The key for employers is to accept that there may be multiple ways for workers to accomplish their tasks. Generation Y workers may need to demonstrate that they are working just as hard as everyone else, but perhaps simply performing the job more efficiently. Generation Y Perception: Poor Work Ethic Reality: Generation Y is the first generation to expect -- from day one -- employers to realize there is more to life than work. Just as many Baby Boomers are now discovering later in their careers, Generation Y sees work as a means to enjoy life -- and life comes first. They have a strong work ethic -- just not in a 9-5 sort of way. Generation Y wants work to be fun and flexible because the line between work and life is seamless. (In other words, there is no such thing as work-life balance because it's all just one thing.) Generation Y also follows a mantra of working smarter, not harder. The key for employers is offering flexible work schedules, adjusting the belief that workers need to "put in the hours at the desk" to be effective, and developing a work culture that is pleasant and positive. Generation Y workers may need to readjust some attitudes about work, especially for entry-level positions in which workers have traditionally been expect to work long hours to earn their due. Generation Y Perception: Little Respect for Authority Reality: While some people refer to this cohort of people as Generation Why for a reason, it is not so much an issue of a lack of respect for authority as much as it is that this group has been raised by their parents to question everything and raise questions when they don't understand something. This generation is very independent and not afraid to challenge the status-quo. Many in Generation Y want a relationship with their boss like the ones they have with their parents. It's not that these folks have little respect for authority; on the contrary, they feel employers do not respect them. The key for employers is realizing that asking questions can often lead to answers and solutions that are actually more efficient and effective. Unlike with any other set of workers in the past, employers must also provide more autonomy -- and trust Gen Y workers to complete the work. Generation Y workers should learn to choose battles carefully, not question every single decision made, and give employers a chance to adapt to their style of work. Generation Y Perception: Too Self-Centered and Individualistic Reality: This iPod Generation (named such because iPod commercials focus on individuality while selling the product to every Gen Y) works well in groups and teams -- especially with people their own age -- but they also have been taught the value of individuality and independent thinking. They see themselves as unique individuals -- not tied to any specific labels. And unlike any previous generation, these workers do not plan to let their jobs define who they are. The key for employers is finding the right mix of individual and team projects that allow these workers to grow professionally. Generation Y workers need to realize that almost all work will be some combination of individual assignments and teamwork with people of all backgrounds and ages. Generation Y Perception: Overinflated/Unrealistic Expectations Reality: While this generation may be more anxious than others to rise quickly to the top, it's less about unrealistic expectations than it is about being better prepared for work than previous generations -- with perhaps a touch of the need for instant gratification thrown in. This generation also has no interest whatsoever in working in a cubicle -- not because it is beneath them, but because they feel advances in technology should let them be able to choose to work from home, Starbucks, or anywhere there is a Wi-Fi connection. The key for employers is to redesign and rebuild some of the old career ladders that were destroyed with the flattening of organizations and greatly expand telecommuting and remote working arrangements. Gen Y workers need to see a progressive promotion path or they will move on to the next employer. Generation Y workers should learn to pace themselves and gain the necessary experience and skills before expecting a promotion to the next level. Generation Y Perception: Not Committed to Work Reality: This generation is the most educated workforce ever, and partly because of this level of education, Generation Y workers believe their work should have meaning. These folks quote from Office Space and have a mistrust of management. More than ever, these workers are seeking greater fulfillment and are only willing to work hard at jobs that provide it. The key for employers is changing the way they view work and employees -- and it may also mean that to keep Gen Y workers, they may need to not only develop better jobs, but also consider strong corporate values and corporate volunteering programs. Employers also need to clearly show how the work Gen Ys complete directly impacts the organization's success. Generation Y workers should conduct more research on prospective employers to find organizations that not only have meaningful career paths, but also share some of the same values. Generation Y Perception: No Loyalty to Employers Reality: Because of more work experiences and greater education, Gen Y workers are simply more mobile, making it easier to move from one employer to another if they are unhappy with the work. They were also raised during a period of great downsizing and rightsizing, and many witnessed the grief and frustration their parents felt when being laid off -- and they do not want to experience that emotion. These are also some of the reasons why many Gen Y workers are diligently planning to start their own businesses. The key for employers is to develop a stronger commitment to keeping employees -- even in bad economic times -- and also to do a better job in training and retaining workers, possibly including such benefits as sabbaticals, professional development opportunities, and other options for Gen Y workers seeking deeper fulfillment. Generation Y workers should try to not be so skeptical about the motives of employers and learn to trust them more while continuing their professional development as a hedge against any downturns. Generation Y Perception: Lacking in Social Skills Reality: Generation Y are some of the most social of any generational cohort; it's just that they communicate and socialize much differently from the rest of us. The key for employers is to realize and accept that people communicate differently and to embrace the new techniques while also teaching the Gen Y workers that business sometimes still needs to use traditional methods of communication. Generation Y workers need to use those excellent communications and diversity skills to learn to socialize and communicate with people of all ages and backgrounds. Generation Y Perception: Needy Reality: Okay. The reality here is that Millennials are indeed pretty needy. Again, though, it's not really their fault as their parents basically trained them that mom or dad is just a phone call away. In fact, there are stories of Generation Y job-seekers taking a parent along for the job interview or to help negotiate the job offer. The key for employers is to realize that this generation -- at least when they are new to the workforce -- need a bit of special care and handling. There's no way they can go months without a review; they need constant (and not too critical) feedback. Generation Y workers need to realize that the reality of the workplace is that it's not like home or college -- and that they are expected to do an excellent job without always wanting praise and being told that how good their work is. Finally, Generation Y workers need to tell mom or dad that it's time to stay home so they can learn to fight their own battles.
1. Nurturing corporate culture. Gen Ys view having strong friendships with co-workers and bosses as extremely important to them. There is much anecdotal support of workers staying longer in jobs simply because they loved the people they worked with -- and did not want to leave them. Management styles must be Theory Y for Gen Y. Consider too a formal or informal organization-wide mentoring program. 2. Job flexibility. Gen Ys not only want flexible hours and schedules, but remote work options because of their perception of the never-ending intersection of work and life. They see themselves doing work everywhere -- except in a cubicle. Jobs must be designed to accommodate these workers personal lives -- not the other way around. 3. Challenging work. Gen Ys, more than any previous college grads, are graduating college with a dynamic mix of academic and work experiences that have them positioned to contribute from day one. They are not interested in "grunt" jobs, or jobs in which they have to "pay their dues;" they seek challenging work from the start. 4. Professional and personal growth opportunities. Gen Ys value lifelong learning. They also tend to get bored easily and seek out new things. They want employers that offer tuition reimbursement, sabbaticals, and other growth opportunities. 5. Volunteering options. Gen Ys have been involved in service most of their lives and have a true commitment to bettering the world around them. Employers should develop organizational volunteering programs and options that allow workers to continue these efforts. Having an organizational culture that supports these values is essential. 6. Competitive salaries. Gen Ys -- especially younger ones fresh out of college -- have more debt (both student loans and credit cards) than any previous generation, and they demand a salary that not only recognizes their contributions, but also helps them pay down the debt. Some employers even have programs in place to help these workers pay off student loans. 7. Advancement opportunities. While Gen Ys are certainly not the most loyal bunch (but don't blame them -- blame those employers that downsized their parents), they do seek out employers that have a plan for their success. Employers should examine and create new ladders to guide younger workers through a steady progression in the organization. 8. Recognition programs. Gen Ys were raised in a bubble of constant praise and recognition from their families, and so this kind of constant reinforcement and recognition is something they expect. But please, no Office Space "flair" programs; instead, implement authentic work recognition programs. 9. Business casual. Gen Ys, as a whole, have more tattoos and piercings than any previous worker cohort -- and that personal style also applies to how they dress and how they want to dress for work. While they can look great in business suits, many prefer a work environment in which they can wear comfortable clothing that expresses their individuality. 10. Intrapreneurship programs. Study after study show that Gen Ys have an extremely strong entrepreneurial focus -- with many planning to start their own businesses (partly so that they can control their own fate). Employers can retain workers longer -- while leveraging that entrepreneurial sprit -- by developing incubator and intrapreneurship programs and opportunities.
Reality = Form a mental map based on a world with limits and no easy answersRealists = PragmatistsRestraint = (Maessigung) Necessary posturesRenewable = Carbon, recycling, resource limitationsResentment = (Verbitterung) towards adultsRecession =
Q1: Edutainment, Virtual ClassroomQ2: On-demand mentoring, Mobile learningQ3: On-demand microfeedback, group mentoringQ4: Knowledge transfer
Meaning of work: 9-5 office vs anywhere-anytimeComms: immediate replies, no face to faceSync: Planners vs coordinatorsInfo: Linear vs on-demandJobs: job vsassignementFeedback: assessment/judgementvslearning opportunity
1. They reward results and expertise, not position.Accenture rewards its consultants based on a 7-level capability model, which people are expected to focus on over many years of their career. People are evaluated based on the "internal demand" for their skills, not just their manager's assessment of performance.Intel regularly rewards and moves top engineering talent around the company to promote and build their expertise.2. They break down functional silos and facilitate work across business functions.One of Pfizer’s greatest organizational breakthroughs was the company’s focus on “science teams” which collaborate and share information on various body systems, organs, and molecules – across different product teams.IBM regularly creates global action-teams which take people from functional groups and brings them together to work on large client projects.3. They reward continuous learning and “learning agility.”The Federal Reserve and even the IRS now reward people for contributing knowledge to others becoming better teachers and learners. Some academics call this a push for "serial incompetence," meaning people are regularly moved into new roles to expand their breadth of experience.4. They hire for values, innate skills, and fit, not for experience.The famous Google hiring tests focus on intellectual ability and fit, not on experience.Swarovski, one of the world’s leading retailers, looks for integrity and sense of value in its candidates, not retail experience. Even the giant American Express has changed its hiring standards to look for “hospitality personalities” not customer service experience.5. They encourage and promote horizontal mobility.United Health Group posts all major job opportunities internally and has built a whole team dedicated to “facilitated talent mobility.” This team helps people find new jobs internally, develop their own internal careers, and saves the company millions in external hiring.
1. They reward results and expertise, not position.2. They break down functional silos and facilitate work across business functions.They reward continuous learning and “learning agility.”They hire for values, innate skills, and fit, not for experience.5. They encourage and promote horizontal mobility.