With boomers heading into retirement, succession planning takes on a higher priority. HR experts can turn this challenge into an opportunity to secure a seat at the C-suite table by developing a boomer legacy process.
Dynamic presentation for all HR, OD and T&D experts on how to effectively develop our future leaders by leveraging generational similarities and differences in the workforce.
Use recognition and reward to grow future leaders hr.com version january 24 2013Boomer Match to Business
The document discusses using recognition and reward to grow future leaders through leadership continuity. It notes that as baby boomers leave the workforce, there will be a loss of expertise that needs to be replaced. A 3-step process is proposed: 1) assess the costs of lost knowledge, 2) build a knowledge transfer process between generations, and 3) implement succession planning tools. Key considerations include lifestyle planning, mentoring, skills development, work-life balance, and career development to align rewards for senior leaders with opportunities for future leaders. The goal is to motivate knowledge sharing between cohorts and develop the next generation of leaders.
Assessment tool - quick and easy - to determine level of customer service and satisfaction. Also includes characteristics and criteria for moving level of customer satisfaction along the continuum.
The Boomer Leader Legacy (BLL) process is for HR experts and leaders who are succession planning for leadership continuity - as the boomers exit the workforce.
Dynamic presentation for all HR, OD and T&D experts on how to effectively develop our future leaders by leveraging generational similarities and differences in the workforce.
Use recognition and reward to grow future leaders hr.com version january 24 2013Boomer Match to Business
The document discusses using recognition and reward to grow future leaders through leadership continuity. It notes that as baby boomers leave the workforce, there will be a loss of expertise that needs to be replaced. A 3-step process is proposed: 1) assess the costs of lost knowledge, 2) build a knowledge transfer process between generations, and 3) implement succession planning tools. Key considerations include lifestyle planning, mentoring, skills development, work-life balance, and career development to align rewards for senior leaders with opportunities for future leaders. The goal is to motivate knowledge sharing between cohorts and develop the next generation of leaders.
Assessment tool - quick and easy - to determine level of customer service and satisfaction. Also includes characteristics and criteria for moving level of customer satisfaction along the continuum.
The Boomer Leader Legacy (BLL) process is for HR experts and leaders who are succession planning for leadership continuity - as the boomers exit the workforce.
As Boomers age and retire, volunteer organizations look to them to bulk up their ranks, but this may not be the case. This presentation discusses the demographic makeup of our society and the implications for volunteering into 2020 and beyond.
Today’s workforce is comprised of four generations, each with their own working styles, workplace environment and communication preferences, and views of how they expect to be treated as employees. This creates challenge for organizations in terms of attracting, recruiting and retaining high performers. These challenges will only grow as, by 2020, there will be five generations in the workplace and Boomers, the current leadership and dominant cohort, will be replaced by the less expert Generation Y cohort. Today, more than ever, Human Resources experts can take a leadership role in addressing these challenges and leveraging the differences for performance advantage.
Finding a career or changing jobs in this new economy is a challenge. Think about pursuing your passion, what you can contribute to others, and re-brand yourself as a self-employed expert. This process will take you through the 5 steps you need to find your next role in the new employment marketplace.
This document provides information about ICBM - School of Business Excellence and reasons for choosing it. It highlights that ICBM offers a PGDM program approved by AICTE and the government of India. It details five reasons for choosing ICBM: great job prospects through industry links and career support; a fantastic location in Hyderabad; personality development sessions; practical exposure through simulations and projects; and an international focus through global partnerships.
Hiring to Win: Secrets to Sourcing and Selecting Top TalentHuman Capital Media
Savvy organizations know top talent is a critical driver of their ability to succeed. But at the same time, more and more top performing companies are concerned about talent shortages. They realize their ability to locate and land top talent will be a competitive differentiator in the years to come. What is your plan to win this war for talent?
Join Mollie Lombardi, research director for Aberdeen's human capital management practice, as she reveals findings from her 2011 study of talent acquisition strategies to help your company source, select and put to work the top talent that will power organizational results.
1. The document discusses whether an "MBA entrepreneur" is an oxymoron by exploring perceptions of MBA students as lacking the skills and endurance for entrepreneurship as well as factors that may hinder their success such as career focus on consulting/banking, coursework emphasis on analysis over execution, and risk aversion due to student loan debt.
2. However, it argues this perception is not entirely accurate and some MBAs have succeeded as entrepreneurs. It provides tips for MBAs to improve their chances such as finding inspiring communities, gaining hands-on skills, and choosing startups that match their strengths over just ideas.
3. While MBAs face challenges, the document concludes it is not
The document provides tips on salary negotiation. It outlines the negotiation process, including doing research on the company and market, understanding what benefits are on the table beyond salary, determining an acceptable offer range, and closing the negotiation successfully. Key tips include focusing on fair market value rather than a specific salary number, having responses prepared if asked about current salary or range, and being willing to negotiate on other benefits if salary cannot be increased. Resources for additional information on negotiation strategies are also provided.
Bridging the gap between Social, Marketing and SalesValtech
This document discusses bridging the gap between marketing and sales at IBM. It describes how IBM identified subject matter experts within the company and enabled them to create engaging social media messages sharing ideas and insights. These messages were distributed via IBM's community and leveraged by staged champions to engage audiences and extend IBM's presence in earned media. Some examples of successful social media campaigns are provided. The document concludes with lessons learned, such as not forcing social media adoption and bridging different teams like PR, social, marketing and sales.
We look at the future of the industry and what will make a great business analyst going forward - sharing insights about change management and how to better equip yourself with the right tools to the best business analyst you can be.
The future of the full time employee endangered species or accomplished tra...Boomer Match to Business
Comparison of the 20th century workforce and workplace to the 21st century workforce and workplace. Emphasis on the changing nature of work, specifically as it relates to the work environment, employee characteristics and types of jobs.
The document discusses the aging of the baby boomer generation and the need to develop new leaders from younger generations as boomers retire. It notes that as boomers retire, there will be a decline in the proportion of the population that is of prime working age. This creates both leadership and skills gaps that must be addressed. The solution proposed is for HR experts to take a leadership role in developing a "Boomer Leader Legacy" process. This process would involve educating leaders about generational differences, assessing leadership needs, designing a leadership development strategy, and implementing a plan to transfer knowledge from boomers to newer generations of leaders.
Infographic depicting research on why boomer leaders in Canadian organizations are reticent to share their expertise with the next generation of leaders.
This document discusses generational differences in the workplace. Generation Y, also known as Millennials, now make up 30% of the workforce. They prioritize work-life balance and learning opportunities over loyalty to their employer. In contrast, Baby Boomers value hard work and company success. This can lead to clashes between the generations as they have different expectations of the workplace. It is important for organizations to understand generational differences and play to each generation's strengths in order to attract and retain talent.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
As Boomers age and retire, volunteer organizations look to them to bulk up their ranks, but this may not be the case. This presentation discusses the demographic makeup of our society and the implications for volunteering into 2020 and beyond.
Today’s workforce is comprised of four generations, each with their own working styles, workplace environment and communication preferences, and views of how they expect to be treated as employees. This creates challenge for organizations in terms of attracting, recruiting and retaining high performers. These challenges will only grow as, by 2020, there will be five generations in the workplace and Boomers, the current leadership and dominant cohort, will be replaced by the less expert Generation Y cohort. Today, more than ever, Human Resources experts can take a leadership role in addressing these challenges and leveraging the differences for performance advantage.
Finding a career or changing jobs in this new economy is a challenge. Think about pursuing your passion, what you can contribute to others, and re-brand yourself as a self-employed expert. This process will take you through the 5 steps you need to find your next role in the new employment marketplace.
This document provides information about ICBM - School of Business Excellence and reasons for choosing it. It highlights that ICBM offers a PGDM program approved by AICTE and the government of India. It details five reasons for choosing ICBM: great job prospects through industry links and career support; a fantastic location in Hyderabad; personality development sessions; practical exposure through simulations and projects; and an international focus through global partnerships.
Hiring to Win: Secrets to Sourcing and Selecting Top TalentHuman Capital Media
Savvy organizations know top talent is a critical driver of their ability to succeed. But at the same time, more and more top performing companies are concerned about talent shortages. They realize their ability to locate and land top talent will be a competitive differentiator in the years to come. What is your plan to win this war for talent?
Join Mollie Lombardi, research director for Aberdeen's human capital management practice, as she reveals findings from her 2011 study of talent acquisition strategies to help your company source, select and put to work the top talent that will power organizational results.
1. The document discusses whether an "MBA entrepreneur" is an oxymoron by exploring perceptions of MBA students as lacking the skills and endurance for entrepreneurship as well as factors that may hinder their success such as career focus on consulting/banking, coursework emphasis on analysis over execution, and risk aversion due to student loan debt.
2. However, it argues this perception is not entirely accurate and some MBAs have succeeded as entrepreneurs. It provides tips for MBAs to improve their chances such as finding inspiring communities, gaining hands-on skills, and choosing startups that match their strengths over just ideas.
3. While MBAs face challenges, the document concludes it is not
The document provides tips on salary negotiation. It outlines the negotiation process, including doing research on the company and market, understanding what benefits are on the table beyond salary, determining an acceptable offer range, and closing the negotiation successfully. Key tips include focusing on fair market value rather than a specific salary number, having responses prepared if asked about current salary or range, and being willing to negotiate on other benefits if salary cannot be increased. Resources for additional information on negotiation strategies are also provided.
Bridging the gap between Social, Marketing and SalesValtech
This document discusses bridging the gap between marketing and sales at IBM. It describes how IBM identified subject matter experts within the company and enabled them to create engaging social media messages sharing ideas and insights. These messages were distributed via IBM's community and leveraged by staged champions to engage audiences and extend IBM's presence in earned media. Some examples of successful social media campaigns are provided. The document concludes with lessons learned, such as not forcing social media adoption and bridging different teams like PR, social, marketing and sales.
We look at the future of the industry and what will make a great business analyst going forward - sharing insights about change management and how to better equip yourself with the right tools to the best business analyst you can be.
The future of the full time employee endangered species or accomplished tra...Boomer Match to Business
Comparison of the 20th century workforce and workplace to the 21st century workforce and workplace. Emphasis on the changing nature of work, specifically as it relates to the work environment, employee characteristics and types of jobs.
The document discusses the aging of the baby boomer generation and the need to develop new leaders from younger generations as boomers retire. It notes that as boomers retire, there will be a decline in the proportion of the population that is of prime working age. This creates both leadership and skills gaps that must be addressed. The solution proposed is for HR experts to take a leadership role in developing a "Boomer Leader Legacy" process. This process would involve educating leaders about generational differences, assessing leadership needs, designing a leadership development strategy, and implementing a plan to transfer knowledge from boomers to newer generations of leaders.
Infographic depicting research on why boomer leaders in Canadian organizations are reticent to share their expertise with the next generation of leaders.
This document discusses generational differences in the workplace. Generation Y, also known as Millennials, now make up 30% of the workforce. They prioritize work-life balance and learning opportunities over loyalty to their employer. In contrast, Baby Boomers value hard work and company success. This can lead to clashes between the generations as they have different expectations of the workplace. It is important for organizations to understand generational differences and play to each generation's strengths in order to attract and retain talent.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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1. Boomers on the Run
BM2B - Matching Talent to Need
Planning for Succession as Boomers Transition
into Retirement
1
2. Today (%)
40
40
BM2B - Matching Talent to Need
25 30
20
5
0
Traditionalists
Boomers
Gen X
Gen Y
2
3. 60
40
20
0
1
22
20
50
7
2020 (%)
BM2B - Matching Talent to Need
3
4. So - the Challenge?
Expertise and knowledge drain as boomers exit
from the workforce.
BM2B - Matching Talent to Need
Which expertise and knowledge is critical and important to
retain?
Which expertise and knowledge is not required for your
business to achieve its future goals?
4
5. And - The Solution?
Keep the expertise by transferring the knowledge
and skills.
BM2B - Matching Talent to Need
Human Resources needs to take a leadership role
in addressing the pending expertise gap.
5
6. The Boomer Legacy
(a demographic gift)
• Boomer Leaders accountable.
• Critical roles surfaced and documented.
BM2B - Matching Talent to Need
• Risk Assessment
• Measures of Success (ROI)
6
7. How Do You Start?
First - Educate Yourself
1. Conduct research
BM2B - Matching Talent to Need
2. Assess learning styles
3. Investigate trends
7
8. Learning Styles
Digital Immigrants Digital Natives
Linear acquisition of information Nonlinear (hyperlinked) logic of
learning
Focused mainly on facts and Focused more on learning how to
knowledge acquisition learn
BM2B - Matching Talent to Need
Guided learning Autonomous learning
Learning in specified time periods Learning 24/7
Face-to-face learning Interactive virtual learning
Learning as duty Learning as fun
Rote learning Analogical learning
*Conference Board of Canada, Bridging the Gaps. 8
9. Second
– Build the Business Case
• What knowledge and expertise needs to be transferred?
BM2B - Matching Talent to Need
• How does the intended receiver learn?
• What is the timing?
• What is the cost of ‘lost knowledge’?
9
10. Third
- Build the Boomer Legacy Process
1. Establish your cross functional team.
2. Evaluate current competency and future
capability requirements.
BM2B - Matching Talent to Need
3. Select successors.
4. Select knowledge transfer methodology.
5. Build the project plan
6. Implement with current and successors.
7. Evaluate performance, measure and report.
8. Reward and recognize.
10
11. The Boomer Legacy Process
First Steps
1. Do your research
BM2B - Matching Talent to Need
2. Conduct your risk assessment
3. Establish your team.
Start your planning process
NOW!
11
12. This is your ‘Demographic gift’.
BM2B - Matching Talent to Need
OPEN IT!
12
13. Boomers on the Run
BM2B - Matching Talent to Need
Planning for Succession as Boomers Transition
into Retirement
13
Editor's Notes
Boomers are starting to retire. By 2020, in less than a decade, the number of boomers in the workforce will have decreased by 50%. The challenge for business leaders and HR experts is not just the increase in the number of positions that will be vacant, but the expertise that will go out the door with them.“Boomers on the Run” looks at the effects of demographic changes in the workplace, particularly at the manager and executive level, and how best to leverage these changes to effectively plan for, and address, this exodus.There are 4 major influences that affect the composition of the workforce:There are 4 distinct generations in the workforce – and a significant shift is underway reaching its peak by the year 2020.Today, 40% of senior positions are held by the generation known as the baby boomers – they lead the companies and the country – they hold a significant amount of expertise.Generation X and Y have entered the workforce and they have arrived with different preferences, working styles, and views of work, workplace environment and how they should be treated as employees.Less than 25% of businesses have a succession plan in place – a means to pass on their business and expertise.The pending exodus of the boomer cohort will not only exacerbate your battle in the ‘war for talent’ but it will significantly affect the leadership and management expertise in your company.Definitions – during this discussion we will reference, as the foundation for our theory about future leadership requirements and how to address them, the term generational cohorts. Generational cohorts are people born roughly at the same time, who as a consequence tend to have rather similar attitudes and expectations. They are often brought up with the same child rearing practices and have similar experiences as teenagers and young adults. This is a particularly sensitive period for acquiring a moral and political orientation. These shared experiences are termed ‘generational markers.’ These are important since they provide clues about how these generations will behave as they move into positions of decision making at work and have increasing access to resources.
What are the generations in the workplace today?Traditionalists born before 1947Boomers born between1947 and 1966Generation X born between 1966 and 1979Generation Y born between 1980 and 1995Boomers = 10.0 million (peaked in 1961)Generation X = 3.0 millionGeneration Y = 9.2 millionThe first boomer turned 65 in January of this year. Largest group has entered their 50’s. This means that by 2020 – the youngest boomers will be 56 years old but the majority will be 59; Gen X will be 41 years old and the youngest Generation Y will be 25 years old.
What will the workplace look like in less than 10 years?Traditionalists – some will still be around. Think about the people you know, or have heard about, that are in their 80’s and still working. So there will still be a few in the workforce when we hit 2020. Classic example is Warren Buffet. I have a new client – 75 years old and starting his 14th new business.Question to the audience - Does anyone know an employee or business owner over 70 years of age?There will be an obvious shift from Boomers to Gen X to Gen Y. Since the size of Gen X is so small compared to the large groups of Boomers and Gen Y, the Gen Y group will grow at twice the rate of Gen X and take over the dominant place at work. And a few of the younger, Digital Natives, or Generation Z will enter. Questions to Audience: (Presenter – note answers on Flipchart sheets).To which generation do you belong? What do you estimate to be the demographic makeup of your organization or the client organizations you serve? What do these demographic situations say to you about the future of your organization or your client organizations? What will be their greatest business challenge between now and 2020? What this workplace makeup says to us is:Boomers still dominate, not only the workforce in general, but also the senior positions in most organizations.Boomers have an accountability to mentor, coach, and develop the next generation of leaders. What will be their legacy and what can HR experts do to ensure this legacy is one that’s right for your business?How do we ensure the transfer of knowledge to the next generation occurs?
The challenge is clear – as Boomers exit from the workforce they will take their expertise with them unless we have in place a process to capture and transfer that expertise to the next generation. But further to the challenge of a potential expertise gap is the challenge of ensuring the boomer leaders take on the responsibility for transfer of their expertise. This not only takes effort, but it takes time and dollars. So we need to make sure we clearly identify which expertise, which knowledge needs to be retained and which knowledge will not be important in the future.We also have to ensure we clearly identify the capabilities and capacity for learning future incumbents need to have to be successful. We need the right ‘receivers’ in place so we can put in place the process to transfer the required knowledge.
Build a process to transfer knowledge – the expertise we need to lead our organization to success.Slide in after this statement is on the screen…Ask the audience – What would you say are some of the critical knowledge and skills your organization needs to keep in place to continue to service customers and remain competitive?Continue with the slide presentation.This is a key opportunity for Human Resources leaders and experts. This is the time for HR to step up and secure themselves a place at the executive table – become a strategic leaders of the organization and be perceived, and accepted, as a contributor to the business. Succession planning – should be part of the company culture. To successfully keep the expertise your organization needs, the culture and environment needs to be one that guarantees knowledge continuity planning.
When we look at the current situation, the pending expertise gap, we see the role of Human Resource Leaders to become more and more important, integral to the organization’s success.We recommend each organization – HR leaders and other members of their leadership teams – build a Boomer Legacy. Think about this as a demographic gift – it has fallen into your lap – take advantage of this demographic gift and mine the boomers expertise for knowledge continuity for your organization. Don’t wait until the Boomers leave your organization – it will then be too late!Create a legacy process to mine this expertise.
This is the perfect, or right, opportunity for HR experts to take the leadership role, to assume a business and strategic leadership role.In the majority of cases, your senior team isfrom the boomer generation, so they will expect to lead others in the same way they were led. This will not necessarily work. Current leaders will need to invest time and effort to fully understand the preferences and working styles of the various generations actively working in their company. This will provide them with important information when seeking to create an environment where current employees are retained and future employees are recruited.You will need to teach them about the differences, how to work with them, how to incorporate them into their role as leaders. To do this:Do your research – which roles are critical to maintain.Based on your investigation of trends for your business and talent generation – which knowledge needs to be retained and/or developed?Review the learning styles of the current role members and those that should succeed them. What are the differences and similarities?
And there are fairly significant differences in learning styles. Since we are talking here about capturing boomer expertise and knowledge and transferring it successfully to the next generation of leaders, we need to understand that there exist differences in learning styles and find ways to leverage these differences.Digital Immigrants – boomersDid not grow up with technology, learned about technologyDigital Natives – Gen YBorn into technological world, learned with technologyRote learning for boomers – memorization based on repetitionAnalogical learning for Gen Y – process of recognition, application of solution from known problem to new problem.Need to know who is your customer when seeking to transfer knowledge – who is the intended receiver of the knowledge?
Read the quote from the Human Capital Institute.To build the strategy, a considerable amount of prework needs to be done. Speak to each of the questions on the slide.Facilitate a discussion about what constitutes ‘lost knowledge’. Ask the audience – When we think about business strategy, it’s not just about the goals and the actions we need to take, it’s also about the associated costs of not taking the action. What do you feel would be the cost to your organization of expertise being ‘lost’ due to the exit of boomer leaders?Do you have knowledge of which positions in your organization, today, are most at risk?If this knowledge is lost, what will be the workforce threats to your management team?Prepare a risk assessment – threats to the organizational strategy and business plans if this knowledge is ‘lost’. Without this risk assessment, you will have difficulty raising the alarm with senior management. This is called a ‘Business Opportunity Statement’. Leave behind a BOS for them.
Assuming you have the ‘go ahead’ to minimize the risks – you should now build your customized Boomer Legacy Process.First of all, assemble your team, evaluate and review your competency and future requirements. Then select your successors and the knowledge transfer methodology best suited to your organization, to the business goals, to the successors that will need to be mentored or coached. Again, consider how the learner learns. Hand out a list of various knowledge transfer methods and facilitate a brief discussion about the list with the group.Have you used any of these methods? Which ones? For what purpose? What was the result?If you don’t have the resources to develop the strategy and process, use an external resource, an external coach. The key is to ensure the strategy, process, implementation plan, and evaluation tools are customized to your environment. Although sound leadership practices never go out of style, you will need to recognize and honour the leadership style of your current leaders and work with them, and their limitations, to develop the right process. After all, we are talking about the right people being developed by the right leaders.This is not just mentoring, this is a structured coaching approach with:SMART objectives and goals, specific career path stepsProject plans for implementation – milestones, accountabilities, check pointsRegular cross functional team measurement of achievement to milestonesContingency plans as leadership changes occur (through termination, exit, promotion, lateral moves, etc.)Mapping out the process with your cross functional team or your external resources is critical. Do not just develop and implement the program without a comprehensive process in which to incorporate the program. We are talking about change management to create an environment for producing the next generation – to hold on to the expertise in your business.Evaluating the results and reporting back to senior management – results achieved – keeps the project visible as each year you may need to revise the risk assessment and ‘resell’.
Leaders spend time annually with their colleagues building a strategic plan for the company, but oftentimes, the strategy does not include how to grow the next generation. We are talking about knowledge continuity planning – not just filling a role left vacant - but growing and developing the next group of leaders and experts in your organization. As we mentioned earlier, the current literature in this area suggests that less than 20% of leadership teams have spent time thinking strategically about handling the pending retirement boom, and the resulting loss of expertise crisis. (Ref: 2020 Workplace)The best way to ensure this knowledge continuity planning is taken seriously by your senior team is to:Do your research – show them what is at risk if they do not take this actionFigure out the critical skills your organization needs to retain and/or develop.Involve those you see as successors in the project – make them part of your team.
We reiterate, again, that this is HR opportunity to take a leadership position – HR is becoming integral to address the pending expertise gap – today – and prepare your organization for the next decade. The ‘war for talent’ will be upon your organization soon enough, as boomers (who may be staying due to economic reasons) will certainly leave within the next 5 - 8 years, in large numbers.The importance of HR leaders can not be exaggerated as you will need to influence your current leaders to take stock, learn new skills (how to mentor and coach), and begin the exciting process of developing the next generation of high performing employees.The Boomer Legacy can become a great one, with your direction and support.