Generation Myth
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The document discusses research conducted on generational differences in the workplace. Key findings include: 1) Employees of different ages disputed that age alone causes issues between groups and that individuals vary more than generations. 2) Management should focus on communication, reasonable standards, and building trust rather than blaming age differences. 3) Communication with staff was identified as an area of weakness. Older workers appeared similarly motivated and eager to learn as younger employees, challenging stereotypes of the generations.
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This document provides an introduction, literature review, and methodology section for research on how training, continuing education, and professional development practices influence employee satisfaction and retention rates. The introduction discusses how assessing these variables can help determine which are more significantly correlated to improving satisfaction and retention. The literature review covers topics like understanding employee needs, the importance of training effectiveness, and how career development impacts satisfaction. The methodology section outlines the purpose, research questions, sample, design, and IRB proposal for the study.
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A summary of the Best Employers research we did at Hewitt. Described the characteristics of best employers and drivers of employee engagement.
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The document summarizes the findings of a survey of over 300 working men in the US about gender diversity in the workplace. Key findings include:
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- Less than half of men have publicly advocated for gender equality, with 1/5 admitting they have not acted as allies.
- There is a perceived gender imbalance in most workplaces, with women making up less than half of employees and top management.
Thoufi project
This document discusses employee attrition and retention. It begins by defining employee turnover and explaining that high turnover can harm a company's productivity. The document then discusses the objectives of studying attrition at Milma, an organization in the dairy industry. It aims to understand satisfaction levels, identify dissatisfaction factors, and suggest improvements. The research methodology section explains that primary data was collected through questionnaires, while secondary data came from company websites and reports. Key factors like career growth, work environment, and policies were examined. The limitations of the small sample size and difficulties collecting past data are also noted.
Pragati leadership training - best boss insights
1) 1267 employees nominated 407 bosses from over 90 organizations as part of identifying the best bosses. The average nominations per boss was 3.11, with the highest being 86 nominations.
2) The top qualities identified in the best bosses were teamwork, confidence, and analytical thinking. Employees with different tenure levels identified similar top qualities, though some variations existed.
3) Younger employees (0-2 years tenure) were more likely to participate in nominating bosses compared to longer-tenured employees. Inspiring employees was rated the highest quality across all groups.
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This document summarizes key points from a book about leadership in an aging workforce. It discusses how the US workforce is aging as lifespans increase. By 2030, millennials will outnumber baby boomers. Each generation has different traits that affect their work styles. As the workforce becomes more diverse in age, gender, ethnicity and other factors, managers must consider varying perspectives. The future will require adapting to technological changes and retaining both older and younger employees. Leaders need self-awareness and must develop different skills to effectively manage a multigenerational workforce.
C3 © 2014 Data retrieved from Ernst and Youn.docx
C3
© 2014 Data retrieved from Ernst and Young, http://goo.gl/8pK4wo
Monday, May 5, 2014
Managing a multi-
generational workforce.
By Samantha Lee
A new study shows a momentous shift in
both Generation X and Millennials moving
into various levels of management positions
over the past half-decade. Add to this the
strong presence of Baby Boomers, and it
becomes apparent that the American
workforce today is a veritable melting pot of
age demographics.
In a survey of more than 1,000 US
companies, results show that each
generation has its own strengths and
weaknesses. The data is potentially of great
importance to those who find themselves in
the position of managing this cross-
generational mix.
The majority (75%) of respondents who
identified as managers said that supervising
multi-generational teams poses some
significant challenges. The study broke down
the perceived strengths and weaknesses of
each generational group, and this data could
prove useful for those who find themselves in
this kind of management position.
Below are the study's findings on the
strengths and weaknesses of Millennials,
Gen X-ers, and Baby Boomers, respectively:
Strengths: Millennials are viewed as the
most tech-savvy who know how to use
social media to their advantage. These
younger workers are also viewed as
being the most "enthusiastic" about their
jobs.
Weaknesses: Millennials scored the lowest
on being a "team player," "hardworking,”
and "a productive part” of the company.
Strengths: Gen X-ers were perceived as
the best managers. They also fared best
when it comes to generating revenue, being
a problem-solver, and having good team-
working skills.
Weaknesses: Gen X-ers scored the lowest
in terms of being cost-effective. Simply put,
they get paid the most on average.
Strengths: Baby Boomers ranked the
highest when it comes to being a
productive part of their companies. They
also ranked high in terms of being
"hardworking,” a "team player," and
mentoring others.
Weaknesses: Boomers ranked lowest with
regards to being “adaptable.”
It is of course important to avoid
stereotyping or overgeneralizing. Still, any
good manager knows the importance of
managing personalities, and consideration
of this kind of data is a great place to start.
Samantha Lee is a staff writer for The
Examiner. [email protected]
http://goo.gl/8pK4wo
© 2014 Source material retrieved from Pew Research Center, http://www.pewresearch.org/Millennials/
Millennials entering
workforce in record
numbers
__________________________________
by Harold Kramer • May 1, 2014
__________________________________
So-called “Millennials,” defined recently by Pew
as being born between 1977 and 1992, will soon
become the largest generation with the highest
total spending power in history. They have
already become a significant percentage of the
workforce. What does this mean for m.
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SHADES OF GREY: An exploratory study of engagement in work teams
Following the publication of “Engagement through CEO Eyes” in 2013, the Barriers TAG have commissioned the largest ever UK study of barriers to team engagement.
The joint study, from Engage for Success, Ashridge Executive Education and Oracle, challenges conventional thinking about the way engagement is measured and suggests that teams are often nowhere near as engaged as their organisations think they are.
The study shows that only a quarter of UK teams are giving their best at work, while almost a third (32 per cent) are actively disengaged.
The report is based on a study of 195 participants from 28 teams across seven industry sectors. Organisations in the study varied from SMEs to UK-based multi-nationals, from sectors ranging from Government and aviation to chemicals and healthcare.
2. PROJECT
This document discusses the importance of employee engagement for organizations. It defines employee engagement as employees exerting discretionary effort and remaining loyal to the organization. Research shows engaged employees are more productive, innovative, and loyal with lower turnover. The document notes that while many organizations implement engagement initiatives, true payoffs are not always realized. It explores drivers of increased focus on engagement including people becoming the primary competitive advantage and retention challenges in the "war for talent". The researcher aims to study engagement levels in the apparel retail sector and relationships between engagement and factors like satisfaction and retention through surveys.
Generation Gap in Organization
Generation Gap in Organization and its effects. What should organization do and what we as an individual should do to bridge the gap.
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Career assistance for older workers
This document provides information and guidance for career advisors working with baby boomer clients over 50. It discusses establishing rapport, understanding the characteristics and barriers this population faces, and addressing myths and stereotypes about older workers. Helpful tools for advisors include assessing strengths, weaknesses, opportunities, and threats (SWOT analysis), Myers-Briggs Type Indicator (MBTI) assessments, and exploring "encore careers" that combine income, purpose and impact in the second half of life. The goal is to effectively assist older workers in finding new careers, jobs and education as this population faces longer unemployment and age discrimination.
association article - Copy
This document discusses how to boost employee morale during tough economic times. It notes that employee morale is low due to job insecurity and lack of raises and promotions. As a result, 70% of US employees report feeling disengaged from their work. The document then provides three suggestions for improving employee morale: 1) recognize employees' contributions, 2) provide training opportunities for skill development, and 3) foster communication and a sense of being part of a team. It stresses that gaining employee feedback through an anonymous survey is important for understanding engagement issues.
Clarifying boundaries
1. A study was conducted to identify factors that cause staff to feel drained at an educational institution. A survey was administered to staff at Smt Sulochanadevi Singhania School to rate 14 potential factors.
2. The top priorities identified were lack of freedom, confusion at higher levels, repetitive work, and rigid rules/conditions. Other factors included lack of trust, direction, and recognition.
3. When surveyed again after 3 months, some priorities shifted slightly, but the top concerns remained the same. This provided insight into which issues required more attention from leadership.
Diversity, Equity and Inclusion IIUnconscious Bias and Gen
Diversity, Equity and Inclusion II
Unconscious Bias and
Gender/Age/Ethnic Stereotypes
1
2
Overview
3
What is unconscious bias?
How to manage the ageing workforce and age diversity in the workplace?
How can we practise inclusive leadership?
Unconscious Bias in Singapore
https://www.youtube.com/watch?v=Zpz5iVhoI7Y
Unconscious Bias
Unconscious biases are:
attitudes beyond our regular perceptions of ourselves and others
reinforced by our environment and experiences
the basis for a great deal of our patterns of behaviour about diversity.
Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate.
Adapted from Queensland Government
Impacts of Unconscious Bias
Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs.
Unconscious bias in the workplace can mean:
talented people are left out of your workforce or not allowed equal opportunity for development and career progression
diverse voices aren’t heard in meetings and decisions can be impaired
your culture is not genuinely demonstrating inclusive workplace principles
employees are not able to fully contribute to your organisation
creativity and productivity of your team or organisation may be compromised.
Adapted from Queensland Government
How to Overcome Unconscious Bias
Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience.
Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible.
Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about.
Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit.
Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo
Class Activity One
Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/
Identify the policies the tech companies are implementing to reduce unconscious bias.
Have you encountered unconscious bias before?
What can individuals do to ...
Downsizing the Company Without Downsizing MoraleS P R .docx
Downsizing the Company
Without Downsizing
Morale
S P R I N G 2 0 0 9 V O L . 5 0 N O . 3
R E P R I N T N U M B E R 5 0 3 1 0
Aneil K. Mishra, Karen E. Mishra
and Gretchen M. Spreitzer
Please note that gray areas reflect artwork that has been
intentionally removed. The substantive content of the ar-
ticle appears as originally published.
SMR310
This document is authorized for use only in MT460 Management Policy and Strategy by Kaplan University from May
2012 to June 2017.
WWW.SLOANREVIEW.MIT.EDU SPRING 2009 MIT SLOAN MANAGEMENT REVIEW 39
Downsizing the
Company Without
Downsizing Morale
AFTER MORE THAN two decades of research into corporate downsizing, there remains a funda-
mental question: “How can managers and employees rethink their organizations even as they confront
the need to downsize?” More specifically, how can organizations support learning, innovation and
creativity while at the same time finding effective ways to improve costs, quality and productivity?
Some might argue that these goals are at odds with one another — that you can’t build a better and a
leaner organization. We disagree. In our 1998 Sloan Management Review article, “Preserving Employee
Morale During Downsizing,” we maintained that strong organizations need to develop resilience so
they could take advantage of new opportunities that arise during periods of economic retrenchment.1
When downsizing is unavoidable, smart managers look for
opportunities to improve flexibility, innovation and internal
communication to improve trust between managers and employees.
BY ANEIL K. MISHRA, KAREN E. MISHRA AND GRETCHEN M. SPREITZER
THE LEADING
QUESTION
How can man-
agers and their
employees
rethink their
organizations
as they con-
front the need
to downsize?
FINDINGS
! Rather than focus-
ing on being
smaller and more
efficient today, the
goal should be to
become better and
more competitive
tomorrow.
! The most successful
companies focus on
building trust and
empowerment.
! Front-line managers
need to be trained
and empowered
to become liaisons
between top
management
and employees.
D O W N T U R N : M A N A G I N G P E O P L E
This document is authorized for use only in MT460 Management Policy and Strategy by Kaplan University from May
2012 to June 2017.
www.sloanreview.mit.edu
40 MIT SLOAN MANAGEMENT REVIEW SPRING 2009 WWW.SLOANREVIEW.MIT.EDU
D O W N T U R N : M A N A G I N G P E O P L E
Our subsequent research, consulting and manage-
ment coaching has reaffirmed our v iew that
downsizing isn’t just about “doing more with less.”
It is also about creating flexibility, innovation and
better communication that lead to increased trust
and empowerment between managers and employ-
ees. (See “About the Research.”)
In our original article, we presented four widely
accepted goals of downsizing: reducing total costs;
increasing labor productivity; improving quality;
and enhancing th ...
Similar to Generation Myth (20)
Men's views on gender diversity in the workplace 092016
Men's views on gender diversity in the workplace 092016
Leadership in an Aging workforce and emerging leaders
Leadership in an Aging workforce and emerging leaders
SHADES OF GREY: An exploratory study of engagement in work teams
SHADES OF GREY: An exploratory study of engagement in work teams
Hay group -_how_to_stop_your_talent_taking_flight_guide
Hay group -_how_to_stop_your_talent_taking_flight_guide
Diversity, Equity and Inclusion IIUnconscious Bias and Gen
Diversity, Equity and Inclusion IIUnconscious Bias and Gen
Downsizing the Company Without Downsizing MoraleS P R .docx
Downsizing the Company Without Downsizing MoraleS P R .docx
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Generation Myth
- 1. The Generation Gap Jason DunstoneManaging Director March 2009
- 3. The story starts here …
- 4. In the second half of 2007, Square Holes worked with the Australian Institute of Management of South Australia and SA Great to conduct research into the attitudes and needs of younger workers [aged under 40].
- 5. Then what?
- 6. AIM SA and Square Holes were interested in understanding employees beyond Gen X & Y.
- 7. Objective “Explore broader issues in relation to the needs of differing groups of workers. The particular relevance of this study is the ageing workforce.”
- 8. So what did we do?
- 9. Focus groups Survey Cluster analysis Reporting
- 10. An online survey was conducted from the 19th of February to the 5th of March 2009 using the AIM database to administer an insightful study of workplace culture.
- 11. Key insights
- 12. They typically disputed the idea that differing age groups have issues working together.
- 14. Blunt messagesfrom the research
- 15. 1.Not all employees are the same, yet it’s not about age
- 16. Dynamo Gimme Plodders Made it
- 19. 2.Management should stop shiftingthe blame
- 20. What employees seek Trust and respect in your abilities Respectful management Trustworthy management Strong communications skills Management has reasonable standards for output and workload
- 21. Person work best with
- 22. 3.Communicationwith staffis a weakness
- 23. 4.Job satisfaction does not equal loyalty
- 24. One in twenty employees are extremely happy & extremely likely to be with their employer in 3 years time
- 26. 5.Older staff are not that different
- 27. Staff aged 60+ appear to be the least loyal, although this could at least partly be attributed to a lower level of perceived job security. Most have an enthusiastic attitude to workand are not dissimilar to younger employees. They are often seeking professional development and challenges as are other employees. For many, they now have an invigorated relationship to work and may be seeking a second, third or subsequent career change. There is generally an eagerness to work within a team of differing ages. They prefer managers aged 38-60.
- 29. Focus on psychographics not demographics Understand staff segments Hire, train and guide strong managers Maximize satisfaction and loyalty Be inclusive irrespective of age
- 30. A copy of the 2009 report can be downloaded from [Friday] ... http://www.aimsa.com.au