Keynote: Olivia McIvor, Senior HR Consultant, The IZZO Group
For the first time in history there are four cohorts in the workplace at the same time and it is causing a bit of a stir. The primary challenge today is how to navigate amidst these differences.
This keynote is designed to educate attendees on generational traits and trends as well its goal is to help breakdown the generational boundaries that multiple generations and differing personalities create within a corporate culture.
Using her trademark soft approach humor and relevant examples that leave the audience feeling validates and understood! Olivia motivates audiences by providing real-time approaches to current challenges.
Based on her book, Four Generation-One Workplace, this keynote will leave you provoked and inspired to approach the other generations in new and positive ways.
What does the future of recruitment look like. This presentation takes a look at some aspects of the future solutions and how they will be introduced into Recruitment solutions
Managing Generational Differences in a Utility's WorkforceFrank Fletcher
This presentation aims to assist water utility managers (or any manager) by documenting the need for the industry to address the issues of a multigenerational workplace. It profiles the current demographic changes and their possible impact on a utility’s bottom-line. Then it explains the concepts of generations and the generation gap in today’s workplace. Multigenerational diversity as well as a system-wide approach for attracting and retaining workers from all generations is also explored. Specifically the issues of: motivation, communications and technology as well as knowledge transfer and management are addressed.
Assurance Screening's newsletter discusses their successful Thanksgiving food drive that collected 990 pounds of food for the North Texas Food Bank. It introduces their new Director of Customer Service, Cassie Ponce. It also provides an update from the president on the company's goals for 2012, which include better serving clients and the community. Finally, it summarizes recent changes to Texas insurance law and some industry news stories about unlicensed contractors and registered sex offenders working with children.
This document discusses how Generation Y is driving changes in workplace attitudes and behaviors that are impacting how companies attract, engage, and retain talent. Key shifts Gen Y workers are bringing include a preference for high-intensity work, an ability to focus intensely on tasks while also multitasking, and an expectation of flexible work arrangements and an employer that shares their values. To be successful, companies need to adapt their workplaces and cultures to these new attitudes by providing spaces and policies that support collaboration, focus, and a work-life balance.
The document discusses how the economic downturn is affecting hiring in the management consulting industry. While some firms have reduced headcounts, others see opportunities to hire talented candidates who previously sought careers in struggling sectors like banking. Healthcare, IT, energy and restructuring practices remain growth areas. Firms now seek consultants with hybrid experience and deep industry expertise to serve clients' specific needs. The economic recovery may boost consulting hiring in late 2009 or early 2010 if stimulus efforts take effect.
This document provides a summary of recent ethics-related news stories:
1) A report from Global Witness accuses HSBC of bankrolling unsustainable logging companies in Borneo that are violating the bank's forest policies.
2) The EU has decided to cut the aviation industry from the EU Emissions Trading Scheme due to pressure from China, India, and Russia.
3) The US has toughened its stance against human trafficking by introducing new rules to rank countries based on their efforts to combat trafficking and protect victims.
4) There is debate around the potential of wind energy given uncertainties over subsidies and public opposition to wind farms in some areas.
Global Say on Pay: Coming to Your Stock Plan in 2013fwhittlesey
While say-on-pay is typically discussed as an executive compensation topic, many investorsâ and proxy advisersâ concerns are centered on equity compensation â and not just for executives. . The say-on-pay process is drawing more attention to equity compensation proposals, and the viability of your current equity plan may be at risk.
What does the future of recruitment look like. This presentation takes a look at some aspects of the future solutions and how they will be introduced into Recruitment solutions
Managing Generational Differences in a Utility's WorkforceFrank Fletcher
This presentation aims to assist water utility managers (or any manager) by documenting the need for the industry to address the issues of a multigenerational workplace. It profiles the current demographic changes and their possible impact on a utility’s bottom-line. Then it explains the concepts of generations and the generation gap in today’s workplace. Multigenerational diversity as well as a system-wide approach for attracting and retaining workers from all generations is also explored. Specifically the issues of: motivation, communications and technology as well as knowledge transfer and management are addressed.
Assurance Screening's newsletter discusses their successful Thanksgiving food drive that collected 990 pounds of food for the North Texas Food Bank. It introduces their new Director of Customer Service, Cassie Ponce. It also provides an update from the president on the company's goals for 2012, which include better serving clients and the community. Finally, it summarizes recent changes to Texas insurance law and some industry news stories about unlicensed contractors and registered sex offenders working with children.
This document discusses how Generation Y is driving changes in workplace attitudes and behaviors that are impacting how companies attract, engage, and retain talent. Key shifts Gen Y workers are bringing include a preference for high-intensity work, an ability to focus intensely on tasks while also multitasking, and an expectation of flexible work arrangements and an employer that shares their values. To be successful, companies need to adapt their workplaces and cultures to these new attitudes by providing spaces and policies that support collaboration, focus, and a work-life balance.
The document discusses how the economic downturn is affecting hiring in the management consulting industry. While some firms have reduced headcounts, others see opportunities to hire talented candidates who previously sought careers in struggling sectors like banking. Healthcare, IT, energy and restructuring practices remain growth areas. Firms now seek consultants with hybrid experience and deep industry expertise to serve clients' specific needs. The economic recovery may boost consulting hiring in late 2009 or early 2010 if stimulus efforts take effect.
This document provides a summary of recent ethics-related news stories:
1) A report from Global Witness accuses HSBC of bankrolling unsustainable logging companies in Borneo that are violating the bank's forest policies.
2) The EU has decided to cut the aviation industry from the EU Emissions Trading Scheme due to pressure from China, India, and Russia.
3) The US has toughened its stance against human trafficking by introducing new rules to rank countries based on their efforts to combat trafficking and protect victims.
4) There is debate around the potential of wind energy given uncertainties over subsidies and public opposition to wind farms in some areas.
Global Say on Pay: Coming to Your Stock Plan in 2013fwhittlesey
While say-on-pay is typically discussed as an executive compensation topic, many investorsâ and proxy advisersâ concerns are centered on equity compensation â and not just for executives. . The say-on-pay process is drawing more attention to equity compensation proposals, and the viability of your current equity plan may be at risk.
The document introduces a third year high school student named Gichele Ann who enjoys spending time with her pets, watching TV, eating junk food, and cooking. She describes having her heart broken by love in the past. Gichele has many friends from school and college and treasures them, despite sometimes being "pasaway". She dreams of becoming a successful engineer to make her family proud.
Get Immersed! Workshops and Seminars
Social Networking & Mobile Networking masterclass.
Delegates are asked to bring wifi enabled laptops and their mobiles!
CJ from PCM Creative will help you get to grips with and immersed in social networking media including Ning, Twitter and Qik.
25 people maximum per session.
These session run the presentation directly from Slideshare with a backup slide show on a memory stick... just in case the Internet falls over at the venue!
There are no paper handouts this is it.
The document discusses principles for ministry to young adults, including that relationships are more important than rituals, purpose is more important than activity, and significance trumps loyalty. It also discusses that most people feel their lives have meaning or purpose, though religiously unaffiliated people are more likely to lack a sense of purpose. Churches should consider how to reach the millennial generation. The document outlines guiding principles for missional-emergent ministry, including being interactive, engaging, and experiential.
A música fala sobre um amor que foi separado pelo destino, mas que está prestes a se reencontrar. O cantor diz que guardou todo seu amor e carinho para entregar quando o parceiro chegar, e que não sabe se conseguirá falar quando o vir de perto novamente.
For the first time in history there are four cohorts in the workplace at the same time and it is causing a bit of a stir. The primary challenge today is how to navigate amidst these differences.
This keynote is designed to educate attendees on generational traits and trends as well its goal is to help breakdown the generational boundaries that multiple generations and differing personalities create within a corporate culture.
Using her trademark soft approach humor and relevant examples that leave the audience feeling validates and understood! Olivia motivates audiences by providing real-time approaches to current challenges.
Based on her book, Four Generation-One Workplace, this keynote will leave you provoked and inspired to approach the other generations in new and positive ways.
Recorded webinar: http://slidesha.re/18pOceU
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ornament" appears.
Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for prioritizing and maintaining focus on the projects and improvement activities that lead to outstanding business performance. But many organizations need to build fundamental skills before they're ready to fully utilize strategy deployment as it was intended.
In this webinar, you'll learn how to build fundamental skills by:
• Prioritizing the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on.
• Gaining organization-wide alignment, the key to successful plan execution.
• Managing the plan to keep distractions at bay and generate the level of results all organizations are capable of.
In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.
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.
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.
Five massive foundational shifts are impacting financial service providers of all types, and they are impacting those that serve affluent clients in especially unique ways. Many of the strategies, skills and behaviors that enabled success in the past are now at best ineffective, and completely irrelevant in some cases. Advisors and firms serving affluent clients must adapt to these new realities to be successful in the future.
As the Irish consumer adapts to instability as the new normal, coping behaviors used during the recession are becoming standard. Consumers are focusing on practical ways to get the most from reprioritized lifestyles. While consumer sentiment saw peaks and troughs in late 2011, an overall trend of stability has emerged in 2012 as consumers accept the situation and find hope in adapting. Brands must be aware of shifting moods and spending patterns to find opportunities during periods of optimism and restriction.
The document discusses organizational behavior issues at Coca-Cola Vietnam. It provides a brief history of Coca-Cola in Vietnam since 1960 and consolidating its 3 companies in 2001 under one general control. It then discusses some external troubles Coca-Cola faces such as economic recession, competitive pressures from Pepsi, and technological developments requiring more spending. The document also examines employee attitudes, common conflicts that arise, and Coca-Cola's approaches to motivation and leadership which include aligning employees behind its vision and leveraging diversity.
The document discusses developing a framework of outcomes for youth services and young people. It aims to establish a common language around measuring the impact and social outcomes of youth programs. The framework wants to be accepted by commissioners, providers, and investors. It also wants to allow benchmarking and sharing of best practices. The outcomes framework clusters outcomes into seven key capabilities like personal development, social development, and educational development. It provides examples of how commissioners, providers, and investors could utilize the framework.
Many employers express frustration with the Millennial Generation. This presentation offers a new framework for understanding "Emerging Adults" and working with the up and coming generation in the workplace. Solutions for accelerating the development of entry-level talent are discussed.
Taking Advantage of the New Banking LandscapeLaura Caton
The document discusses how the role of bank tellers has changed and provides recommendations for how to improve teller performance and retention. It notes that while the transactional aspects of a teller's job remain important, there is now a greater focus on connectivity, communication, and adapting to change. It recommends using behavioral assessments to evaluate if new hires have the appropriate strengths, and searching outside the banking industry to attract candidates with relevant customer service skills who may be a good fit. Selecting tellers based on both transactional abilities and social skills can help banks avoid high turnover rates.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
Purposeful Community and Change Leadership for the 21st Centuryohedconnectforsuccess
Purposeful Community and Change Leadership for the 21st Century
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
The document discusses the aging workforce and mature workers as an untapped resource for businesses. As baby boomers retire, there will be fewer new workers to replace them, creating a shortage of skilled labor. Mature workers are often overlooked despite advantages like experience, loyalty, and strong work ethic. The document outlines misconceptions about mature workers and best practices for attracting and retaining them, including flexibility, mentoring programs, and networking. Employers provide examples of how mature workers contribute stability, mentorship, and customer confidence to their organizations.
The document summarizes key parts of the book "The Carrot Principle" which discusses how recognition can be used to engage employees, retain talent, and accelerate performance. It describes recognition programs at DHL and KPMG that increased employee retention, engagement, and the number of recognition awards given. It also outlines the components of an effective recognition culture, including frequent, specific, meaningful recognition tied to goals, values, and performance.
Corporate Real Estate Asset Approval StructureAsher McInerney
This document summarizes research on real estate asset decision making processes at multinational corporations. It conducted interviews and surveys of multinationals to compare their approval structures and monetary levels to academic research. The survey found that most delegated spending to regional or local levels up to $5 million. It also found that decentralizing decisions improved efficiency, accountability, and team morale. Academic studies concluded that decentralizing decision rights to those closest to the work enables faster adaptation and empowerment over centralized structures.
The document introduces a third year high school student named Gichele Ann who enjoys spending time with her pets, watching TV, eating junk food, and cooking. She describes having her heart broken by love in the past. Gichele has many friends from school and college and treasures them, despite sometimes being "pasaway". She dreams of becoming a successful engineer to make her family proud.
Get Immersed! Workshops and Seminars
Social Networking & Mobile Networking masterclass.
Delegates are asked to bring wifi enabled laptops and their mobiles!
CJ from PCM Creative will help you get to grips with and immersed in social networking media including Ning, Twitter and Qik.
25 people maximum per session.
These session run the presentation directly from Slideshare with a backup slide show on a memory stick... just in case the Internet falls over at the venue!
There are no paper handouts this is it.
The document discusses principles for ministry to young adults, including that relationships are more important than rituals, purpose is more important than activity, and significance trumps loyalty. It also discusses that most people feel their lives have meaning or purpose, though religiously unaffiliated people are more likely to lack a sense of purpose. Churches should consider how to reach the millennial generation. The document outlines guiding principles for missional-emergent ministry, including being interactive, engaging, and experiential.
A música fala sobre um amor que foi separado pelo destino, mas que está prestes a se reencontrar. O cantor diz que guardou todo seu amor e carinho para entregar quando o parceiro chegar, e que não sabe se conseguirá falar quando o vir de perto novamente.
For the first time in history there are four cohorts in the workplace at the same time and it is causing a bit of a stir. The primary challenge today is how to navigate amidst these differences.
This keynote is designed to educate attendees on generational traits and trends as well its goal is to help breakdown the generational boundaries that multiple generations and differing personalities create within a corporate culture.
Using her trademark soft approach humor and relevant examples that leave the audience feeling validates and understood! Olivia motivates audiences by providing real-time approaches to current challenges.
Based on her book, Four Generation-One Workplace, this keynote will leave you provoked and inspired to approach the other generations in new and positive ways.
Recorded webinar: http://slidesha.re/18pOceU
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ornament" appears.
Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for prioritizing and maintaining focus on the projects and improvement activities that lead to outstanding business performance. But many organizations need to build fundamental skills before they're ready to fully utilize strategy deployment as it was intended.
In this webinar, you'll learn how to build fundamental skills by:
• Prioritizing the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on.
• Gaining organization-wide alignment, the key to successful plan execution.
• Managing the plan to keep distractions at bay and generate the level of results all organizations are capable of.
In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.
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.
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.
Five massive foundational shifts are impacting financial service providers of all types, and they are impacting those that serve affluent clients in especially unique ways. Many of the strategies, skills and behaviors that enabled success in the past are now at best ineffective, and completely irrelevant in some cases. Advisors and firms serving affluent clients must adapt to these new realities to be successful in the future.
As the Irish consumer adapts to instability as the new normal, coping behaviors used during the recession are becoming standard. Consumers are focusing on practical ways to get the most from reprioritized lifestyles. While consumer sentiment saw peaks and troughs in late 2011, an overall trend of stability has emerged in 2012 as consumers accept the situation and find hope in adapting. Brands must be aware of shifting moods and spending patterns to find opportunities during periods of optimism and restriction.
The document discusses organizational behavior issues at Coca-Cola Vietnam. It provides a brief history of Coca-Cola in Vietnam since 1960 and consolidating its 3 companies in 2001 under one general control. It then discusses some external troubles Coca-Cola faces such as economic recession, competitive pressures from Pepsi, and technological developments requiring more spending. The document also examines employee attitudes, common conflicts that arise, and Coca-Cola's approaches to motivation and leadership which include aligning employees behind its vision and leveraging diversity.
The document discusses developing a framework of outcomes for youth services and young people. It aims to establish a common language around measuring the impact and social outcomes of youth programs. The framework wants to be accepted by commissioners, providers, and investors. It also wants to allow benchmarking and sharing of best practices. The outcomes framework clusters outcomes into seven key capabilities like personal development, social development, and educational development. It provides examples of how commissioners, providers, and investors could utilize the framework.
Many employers express frustration with the Millennial Generation. This presentation offers a new framework for understanding "Emerging Adults" and working with the up and coming generation in the workplace. Solutions for accelerating the development of entry-level talent are discussed.
Taking Advantage of the New Banking LandscapeLaura Caton
The document discusses how the role of bank tellers has changed and provides recommendations for how to improve teller performance and retention. It notes that while the transactional aspects of a teller's job remain important, there is now a greater focus on connectivity, communication, and adapting to change. It recommends using behavioral assessments to evaluate if new hires have the appropriate strengths, and searching outside the banking industry to attract candidates with relevant customer service skills who may be a good fit. Selecting tellers based on both transactional abilities and social skills can help banks avoid high turnover rates.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
Purposeful Community and Change Leadership for the 21st Centuryohedconnectforsuccess
Purposeful Community and Change Leadership for the 21st Century
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
The document discusses the aging workforce and mature workers as an untapped resource for businesses. As baby boomers retire, there will be fewer new workers to replace them, creating a shortage of skilled labor. Mature workers are often overlooked despite advantages like experience, loyalty, and strong work ethic. The document outlines misconceptions about mature workers and best practices for attracting and retaining them, including flexibility, mentoring programs, and networking. Employers provide examples of how mature workers contribute stability, mentorship, and customer confidence to their organizations.
The document summarizes key parts of the book "The Carrot Principle" which discusses how recognition can be used to engage employees, retain talent, and accelerate performance. It describes recognition programs at DHL and KPMG that increased employee retention, engagement, and the number of recognition awards given. It also outlines the components of an effective recognition culture, including frequent, specific, meaningful recognition tied to goals, values, and performance.
Corporate Real Estate Asset Approval StructureAsher McInerney
This document summarizes research on real estate asset decision making processes at multinational corporations. It conducted interviews and surveys of multinationals to compare their approval structures and monetary levels to academic research. The survey found that most delegated spending to regional or local levels up to $5 million. It also found that decentralizing decisions improved efficiency, accountability, and team morale. Academic studies concluded that decentralizing decision rights to those closest to the work enables faster adaptation and empowerment over centralized structures.
International human resource management involves adapting HR practices like hiring, training, compensation, and performance evaluation to different country contexts. IHRM managers face greater complexity than domestic HR due to differing cultures, economic environments, and legal systems among countries. They must decide whether to employ managers from the home country, host country, or third countries, balancing communication with headquarters with local knowledge. Proper selection and training of expatriates is important to reduce costly expatriate failure. Cultural adaptation challenges like culture shock can also impact performance, so pre-departure preparation and support are needed.
The document discusses strategies for accelerating rural business growth. It advocates moving beyond traditional startup services to focus on growth, such as helping businesses expand markets, stimulate growth sectors, and link to global networks. Specific strategies proposed include developing accelerator programs based on the boot camp model, exploiting new financing tools like angel funds and crowdfunding, and better utilizing existing capital pools. The document also discusses targeting "second stage" businesses between 10-99 employees through focused growth services providing information, infrastructure, and connections.
This document discusses a looming culture crisis facing companies as a result of the COVID-19 pandemic. It identifies four forces eroding company culture: fatigue and burnout rising among employees, a growing misalignment between employer and employee expectations, resistance from employees returning to the workplace full-time, and a misunderstanding of changing employee expectations. The forces are exacerbating fragility, disconnect, and disengagement at a time when companies need strong cultures and engagement to rebound from the pandemic. The document proposes using a culture assessment survey and guidance from engagement experts to help companies understand, communicate with, and take targeted action to bolster their cultures and avoid a "culture crisis."
Four Generations One Workplace: Sharing in the information age
1. 22/10/2012
“This so called
‘Generation Gap’ is
just a conversation
we haven’t taken
the time to have
yet”
~Olivia McIvor
Recruiting was Simpler when Work
Was a Paycheck…
1
2. 22/10/2012
2% increase in
How do I
employee maintain
cheerfulness = ‘freshness’ as
1% increase
on the bottom line
a recruitment
& engagement
-Daniel Goleman
strategy?
Step Into this Vital Leadership Role
1. Recruitment: Why I picked you
2. Retention: Why I stay with you
3. Engagement: Why I am committed
emotionally to you
2
3. 22/10/2012
….And Who are Your Future Leaders
1. Leader’s inspirational influence
2. The culture
3. The work itself
Recruiting is About Work Fulfillment
1. Continual learning 8M surveyed in 1600
companies. Results showed cash &
2. On the job challenges non-cash had the same effect
on productivity.
3. Opportunity to express
oneself $3 in cash was required to
affect the same result as $1 in
non-cash rewards
4. Striking a balance ~World at Work
between life & work
3
4. 22/10/2012
3
Knowledge Transfer Crisis
2.5
2
1.5 3.1 ratio
decline
1
Ratio of 15-24
To 55-64 Age
0.5 Groups entering
the workforce
0
1921 1981 1991 2011 2021 2031
Globe & Mail Source 2012: census of population and estimates
Vigilance to Values Alignment Required
“Canada is developing a 2012 Hot CND Jobs
desperate skilled labour
shortage and resolving it is key 1. Financial Manager
to the continued success of 2. Skilled Trades -construction,
Canadian businesses and the transportation, manufacturing,
economy." service
3. College/Vocational Teacher
“It predicted that over the next 4. Dentist or dental hygienist
decade there would be shortfalls in 5. Computer & IS mgrs
construction, oil and gas, nursing, 6. University professor
trucking, hospitality industry and 7. Human Resource specialist/Mgr
steel trades.”
8. Pharmacist
~The Canadian Chamber of Commerce 2012 9. Registered Nurse
10. Retail Manager
4
5. 22/10/2012
The main challenge of any customer
service organization,
and in the end that is all of us, is to
align the interests of the organization
with the interests of its people.
Clive Beddoe, former CEO West Jet Airlines
The New Currency
• Intrapreneurship: Ramp up bonus 87% of employees
structures not base pay report having
• Equalize non-monetary and workplace
monetary flexibility as
• Ask “what do you think?” more extremely or very
• Utilize underrepresented pools of important if they
labour were looking for a
first nation, older population, youth, disabled, new job
~National Study of the Changing Workforce
immigrants
5
6. 22/10/2012
“Young people today have no respect for
authority, for their elders, or for the traditions
of the past.
They are lazy and unwilling to work hard
causing no end to worry about the future”
It is not age differences
that create a divide but
our judgments about
each other does
6
7. 22/10/2012
The Changing of Words
WORK ETHIC
SOCIAL SKILLS
TECHNOLOGY
COMPANY LOYALTY
Command
approach
I am my work
Interpersonal
Interconnected approach
approach I live to work
I work to play
Entrepreneurial
approach
I work to live
7
8. 22/10/2012
Command
approach
Imprints Translates to work
• Industrial age My Request: Respect me
• Grew up during the • Respects authority
depression/war
• Work ethic vs. education
• Work hard-pay your ‘dues’
• Formal approach
• Loyalty to church, institutions
country Work Credo: ‘I am my work’
• Loyalty is power
Interpersonal
Approach
Imprints Translates to Work
• Industrial age My Request: Value Me
• Time of optimism • High work ethic & loyalty
• Work hard-pay your ‘dues’
• “is this all there is?”
• Cradle to grave loyalty
• Experience is power
• Raised by traditional family
• Civil Rights/women’s rights Work Credo: “I live to work”
• Profession becomes identity
8
9. 22/10/2012
Engagement Strategies Mature Workers
• Interview respecting knowledge & wisdom
• Create mentorship roles
• Offer flexibility with hours
• Adapt the nature of work (Reduce
workload/physical demands of job)
• Offer part-time/job sharing options
• Grant unpaid time off for
activities/volunteerism
• Provide specialized training if required
The Voice of Your Candidates is Clear
1. Recruitment: Why I
picked you
2. Retention: Why I stay
here
3. Engagement: Why I am
committed emotionally
9
10. 22/10/2012
Entrepreneurial
approach
Imprints Translates to Work
• Information age My Request: Invest in Me
• Parent/sibling downsized • Don’t micro-manage me
• Time alone-’latch-key’ kids • Grow skills vs. job security
• Brutal recession • Education becomes power
• Rapid, unprecedented Work Credo:" I work to live”
change
• Demand life-balance
• Marrying later
Interconnected
approach
Imprints Translates to Work
My Request: Mentor Me
• Information Age
• ” be anything you want” • Confident & assertive
• Access to everything • Community & mentors
• Built in BS detector • Parents are heroes
• Most wanted children • Widen career paths
• College becomes High School Work Credo: “I work to play”
• Delayed adulthood • Work can be fun
10
11. 22/10/2012
loyalty is power
Respect Me
Mentor Me Value Me
Invest in Me experience is power
education is power
My Crystal Ball
• Pay closer attention to boomer exodus. Re-
engage with them to hire or re-hire
• Recruit more to individual values
alignment
• Be open to adapt job descriptions to
individuals
• Bury the ‘cookie cutter’
• Ask “what barriers are in the way of
knowledge & wisdom transfer?”
11
12. 22/10/2012
Thank You
Olivia McIvor
www.theorganizationalculturegroup.com
info@theorganizationalculturegroup.com
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