Many of our most powerful and lasting beliefs are formed when we are teenagers, when we first shift our focus from tangible objects and begin to wrestle with the values and ideas in the world around us. What we see and hear—and the conclusions we draw—influence for our lifetimes what we value, how we measure success, whom we trust, and the priorities we set for our own lives, including the role work will play within it.
Geography significantly influences the formation of generational beliefs and behavior. Each country’s unique social, political, and economic events shape specific views and attitudes among today’s adults. Understanding these country-to-country differences is critical to creating employment deals that attract and retain the best employees in each geographic area. Western generational models cannot be applied broadly to a global workforce.
Understanding individuals’ backgrounds and resultant perspectives or mental models both within generations and across geographies helps leaders grapple with the diversity, challenges, and potential of a global workforce. Better understanding leads to greater empathy for the “other guy’s” point of view and, ultimately, provides the foundation for more effective and efficient talent management practices.
By Tammy Erickson & Tim Bevins
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy. Understanding generational differences can help employers engage younger workers and ensure business success.
Abstract: Discouraged Youth’ is defined as those youth who are not working even though they have expressed a desire to work, but due to the fact that they felt that undertaking a job search would be a futile effort, have not continued with the effort to seek a job . The magnitude of this crisis is a cause for concern for Mauritius; hence this study was conducted with the objective of creating a deeper understanding of discouraged youth. Primary data is used for this study, and the survey covers a sample of 500 unemployed youth across the island. The probit regression model is used to analyse the determinants affecting discouraged youth. The findings of the study found that age, age2, marital status, gender and tertiary education, area of study based on friend’s opinion, length of unemployment less than 12 months and prior experience have an impact on discouraged youth. From the analysis it was noted that education and training systems should be revisited to bridge the skills gap.
Keywords: Labour Force, Unemployment, Discouraged Youth, Probit Regression Analysis, Mauritius.
Brazil and the talent war (notes included)Rob Brouwer
This document discusses Brazil's growing economy and talent gap challenges. It notes that while Brazil has experienced significant economic growth and an expanding middle class, its education system has not kept pace, resulting in a shortage of skilled professionals. This talent gap presents difficulties for companies in hiring qualified workers and retaining top talent. The document advocates adopting an integrated, brand-focused approach to recruitment with targeted messaging to attract and engage potential job candidates across different media and throughout the entire hiring process.
Canada faces a challenge in connecting talent with opportunities. The current processes for doing so are inefficient, with students not seeing the relevance of their education to future work and lacking motivation. Many adults also find themselves in unfulfilling jobs. This results in economic losses through reduced productivity, as well as increased health and social costs. Implementing alternatives to better connect talent with opportunities could yield billions in annual savings and increased prosperity.
This document discusses managing a multi-generational workforce. It notes that by 2020, Gen Y will represent 44% of the US workforce and outlines key differences between generations like their views on work-life balance, job stability, and technology experience. To engage multiple generations, the document recommends improving feedback mechanisms, promoting connectivity using social tools, evaluating the employee experience, and facilitating positive dialogue about generational issues. The overall message is that embracing diversity across generations can provide benefits if leaders adapt their mindsets and processes.
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy. Understanding generational differences can help employers engage younger workers and ensure business success.
Abstract: Discouraged Youth’ is defined as those youth who are not working even though they have expressed a desire to work, but due to the fact that they felt that undertaking a job search would be a futile effort, have not continued with the effort to seek a job . The magnitude of this crisis is a cause for concern for Mauritius; hence this study was conducted with the objective of creating a deeper understanding of discouraged youth. Primary data is used for this study, and the survey covers a sample of 500 unemployed youth across the island. The probit regression model is used to analyse the determinants affecting discouraged youth. The findings of the study found that age, age2, marital status, gender and tertiary education, area of study based on friend’s opinion, length of unemployment less than 12 months and prior experience have an impact on discouraged youth. From the analysis it was noted that education and training systems should be revisited to bridge the skills gap.
Keywords: Labour Force, Unemployment, Discouraged Youth, Probit Regression Analysis, Mauritius.
Brazil and the talent war (notes included)Rob Brouwer
This document discusses Brazil's growing economy and talent gap challenges. It notes that while Brazil has experienced significant economic growth and an expanding middle class, its education system has not kept pace, resulting in a shortage of skilled professionals. This talent gap presents difficulties for companies in hiring qualified workers and retaining top talent. The document advocates adopting an integrated, brand-focused approach to recruitment with targeted messaging to attract and engage potential job candidates across different media and throughout the entire hiring process.
Canada faces a challenge in connecting talent with opportunities. The current processes for doing so are inefficient, with students not seeing the relevance of their education to future work and lacking motivation. Many adults also find themselves in unfulfilling jobs. This results in economic losses through reduced productivity, as well as increased health and social costs. Implementing alternatives to better connect talent with opportunities could yield billions in annual savings and increased prosperity.
This document discusses managing a multi-generational workforce. It notes that by 2020, Gen Y will represent 44% of the US workforce and outlines key differences between generations like their views on work-life balance, job stability, and technology experience. To engage multiple generations, the document recommends improving feedback mechanisms, promoting connectivity using social tools, evaluating the employee experience, and facilitating positive dialogue about generational issues. The overall message is that embracing diversity across generations can provide benefits if leaders adapt their mindsets and processes.
Survey results: The age of unbounded dataMoxie Insight
This document discusses a survey on how enterprises are leading in the age of unbounded data. The key findings include:
- Enterprises have become highly instrumented, using new data sources and analytics to drive insights. However, making sense of this complex data ecosystem is challenging.
- Sense-making is the top data priority for enterprises, more so than just accessing more data. Data quality issues are also a major problem.
- Customer data in particular has low quality and is underutilized, despite its potential to drive competitive advantage.
- Fewer than half of respondents rate the quality of their customer, partner, and employee data as good or excellent.
- While most enterprises measure customer experience
The New Who and the myth of customer empowermentMoxie Insight
This presentation by Naumi Haque and Jeff DeChambeau explores how the enterprise needs to reevaluate its understanding of "who" its customers are to take into account today's data-rich consumer lifestyle.
Gamers are predisposed to certain behaviors based on their experiences playing games. They are self-interested and focused on winning, have a need for speed in their activities, and demand engaging experiences. They are also willing to experiment and fail quickly in an iterative process to achieve mastery. These traits have implications for how managers can structure work and how marketers can engage gamers as customers.
I delivered this shorter version of my Gov. Transformation Through Public Data presentation at the Personal Democracy Forum 2008 in June.
(watch in full screen mode to read the narration). While this version concentrates on government, IMHO the same tools are valid for corporations, with similar benefits, as part of an Enterprise 2.0 strategy.
Capitalizing on the Incredibly Shrinking Marcom Expense LineMoxie Insight
The document discusses how social media marketing strategies can be more effective by spending and talking less. It notes that most marketing budgets focus on traditional channels, but digital channels can provide savings. Examples are given of how companies like Starbucks, Wine Library, and Yelp have successfully used approaches like Twitter and Facebook to reach customers at low costs. The key is shifting from always trying to engage customers in conversations to using tools and platforms to provide value and shareable content.
This document contains copyright information for Moxie Software from 2010. It asserts the company's full rights over the content. However, the document does not provide any other significant details apart from the copyright notice.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
Love the one youre with slide deck 061813Scott Davis
The document discusses strategies for managing a multigenerational workforce, focusing on engaging millennial employees born between 1982-2004. It emphasizes the importance of creating a diversity-friendly and inclusive workplace, developing personal relationships and loyalty, taking advantage of millennials' market-oriented mindset, providing mentoring opportunities, setting clear expectations, recognizing efforts, and helping overcome fears of failure. Engaging millennial employees is critical due to their large numbers and high job mobility.
Love the one youre with slide deck pmi houston 061213Scott Davis
Here are some suggestions to help overcome fear of failure when making sales calls:
- Prepare thoroughly for each call by researching the prospect and anticipating objections. Having answers ready will build confidence.
- Focus on value, not features. Explain clearly how your solution benefits the prospect rather than just describing what you're selling.
- Ask for feedback. If a call doesn't go well, ask the prospect what could have made the conversation more useful for them. Learn from the experience.
- Start with warm introductions through mutual connections if possible. Referrals help establish credibility from the beginning.
- Remember that rejection is not personal, it's just business. Don't take "no" personally and keep a positive
Running head POLICE ETHICS2POLICE ETHICSAbstract (summary).docxcharisellington63520
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Abstract (summary)
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Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. During Sheriff Baca's speech, he used several demonstrated EI leadership styles to emotionally connect with his new deputies and their families: * Visionary: self-confidence; change catalyst; mobilize others to follow a vision * Democratic: team leadership; communication; build commitment through participation * Coaching: emotional self-awareness; builds strengths for the future The Sheriff was fully aware that the young officers he was addressing were not of his generation, but a unique generation. Providing the tools for the Y Generation employee's success in the organization will help ensure additional interest and careers in law enforcement by creating a working environment where mentors (coaching) are honest and clear, stating what specific behaviors are expected and why they are good or bad.
THEY'RE HERE! The face of law enforcement is going to change and be quite different than what we know today. This will be largely due to the influx of the "Y Generation". What does this mean for the profession of law enforcement, which is a traditionally administered in a para-military manner? Policing usually defers decisionmaking to those of higher rank in a top-down management style. Given the norms and perspectives of those now entering our agencies, the "usual" way may no longer be enough.
Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. Leadership through Emotional Intelligence 'EI' will be what matters; open communication, teamwork and input from each member of the team may become the hallmark of those organizations that will succeed in the coming decade.
Generation Y
Those entering our workforce are substantially different than those now in charge. Baby Boomers, those born 1946 to 1964, are generally characterized by long work hours, sacrificing family time, and tending to stay with one company or organization for the span of their careers (Gamel, 2001). Generation Y considers work important, but prefers to balance work with personal and family time. They also express a need to be valued for doing the job and can be expected to change jobs numerous times looking for the right fit if not engaged (Gamel, 2001).
According to Cara Spiro in "Workplace Transformation" those now entering the workplace share "...optimism, education, collaborative ability, and open-mindedness." She says the "Y Generation are the hottest commodities on the .
Data was collected from groups of Generation Y employees of corporate institutions, freelancers, entrepreneurs, small business workers as well as students between the ages of 16-30. Participants in the research were asked to provide basic biographical data† and then answer a series of 15 questions which pertained to their beliefs and opinions about current and past experiences and habits. These were based around Political, Economic, Social and Technological topics.
Have questions? Tweet @calomas
Gen Now - Understanding the Multi-Gen Workforce and the Coming Leadership Def...Kelly Services
The document discusses strategies for engaging a multi-generational workforce. It notes that the modern workforce includes Baby Boomers, Gen X, and Gen Y employees who have different expectations of work. To be successful, organizations must adapt their mindsets and processes to genuinely integrate the learning and leadership styles of all generations. The document recommends improving feedback mechanisms, promoting connectivity, evaluating the employee experience, and facilitating positive dialogue about generational differences to engage a multi-generational workforce.
L'optimisme prévaut chez les jeunes des pays émergentsIpsos France
Young people surveyed in 45 cities globally remain optimistic about their future career prospects despite economic uncertainties. However, disconnects exist between their career aspirations and realities. While 70% believe they will find opportunities in their preferred fields, 55% currently work in industries they did not aspire to be in. Many youth see higher education as necessary for success but financially out of reach. Barriers like a lack of experience and connections also impede their job searches. Increased access to education, jobs, and skills training could help bridge gaps between youth aspirations and economic realities.
This document discusses communication challenges in a multigenerational workforce and analyzes strategies to improve effectiveness. It first provides an overview of the four main generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. It describes key differences between the generations in values, work ethics, job mobility, compliance, and motivators. The document then discusses how organizational communication theories can be applied to build collaboration between generations. Specifically, it argues managers must understand generational characteristics to communicate effectively and motivate employees. A more collaborative environment that meets generational needs could improve efficiency, effectiveness, and teamwork.
Gen Y cannot be generalized as a homogeneous stratum across globe, as the influencing factors in each country and culture differs hugely. This report tries to bring the key differentiating factors of Indian Millennial
Gen Y cannot be generalized as a homogeneous stratum across globe, as the influencing factors in each country and culture differs hugely. This report tries to bring the key differentiating factors of Indian Millennial
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations by leveraging each group's strengths. However, it also presents challenges as generations may have differing perspectives. Leaders play a key role in engaging employees and influencing organizational culture to maximize performance across generations.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. This impacts organizational culture, employee engagement, customer satisfaction, and business success.
Survey results: The age of unbounded dataMoxie Insight
This document discusses a survey on how enterprises are leading in the age of unbounded data. The key findings include:
- Enterprises have become highly instrumented, using new data sources and analytics to drive insights. However, making sense of this complex data ecosystem is challenging.
- Sense-making is the top data priority for enterprises, more so than just accessing more data. Data quality issues are also a major problem.
- Customer data in particular has low quality and is underutilized, despite its potential to drive competitive advantage.
- Fewer than half of respondents rate the quality of their customer, partner, and employee data as good or excellent.
- While most enterprises measure customer experience
The New Who and the myth of customer empowermentMoxie Insight
This presentation by Naumi Haque and Jeff DeChambeau explores how the enterprise needs to reevaluate its understanding of "who" its customers are to take into account today's data-rich consumer lifestyle.
Gamers are predisposed to certain behaviors based on their experiences playing games. They are self-interested and focused on winning, have a need for speed in their activities, and demand engaging experiences. They are also willing to experiment and fail quickly in an iterative process to achieve mastery. These traits have implications for how managers can structure work and how marketers can engage gamers as customers.
I delivered this shorter version of my Gov. Transformation Through Public Data presentation at the Personal Democracy Forum 2008 in June.
(watch in full screen mode to read the narration). While this version concentrates on government, IMHO the same tools are valid for corporations, with similar benefits, as part of an Enterprise 2.0 strategy.
Capitalizing on the Incredibly Shrinking Marcom Expense LineMoxie Insight
The document discusses how social media marketing strategies can be more effective by spending and talking less. It notes that most marketing budgets focus on traditional channels, but digital channels can provide savings. Examples are given of how companies like Starbucks, Wine Library, and Yelp have successfully used approaches like Twitter and Facebook to reach customers at low costs. The key is shifting from always trying to engage customers in conversations to using tools and platforms to provide value and shareable content.
This document contains copyright information for Moxie Software from 2010. It asserts the company's full rights over the content. However, the document does not provide any other significant details apart from the copyright notice.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
Love the one youre with slide deck 061813Scott Davis
The document discusses strategies for managing a multigenerational workforce, focusing on engaging millennial employees born between 1982-2004. It emphasizes the importance of creating a diversity-friendly and inclusive workplace, developing personal relationships and loyalty, taking advantage of millennials' market-oriented mindset, providing mentoring opportunities, setting clear expectations, recognizing efforts, and helping overcome fears of failure. Engaging millennial employees is critical due to their large numbers and high job mobility.
Love the one youre with slide deck pmi houston 061213Scott Davis
Here are some suggestions to help overcome fear of failure when making sales calls:
- Prepare thoroughly for each call by researching the prospect and anticipating objections. Having answers ready will build confidence.
- Focus on value, not features. Explain clearly how your solution benefits the prospect rather than just describing what you're selling.
- Ask for feedback. If a call doesn't go well, ask the prospect what could have made the conversation more useful for them. Learn from the experience.
- Start with warm introductions through mutual connections if possible. Referrals help establish credibility from the beginning.
- Remember that rejection is not personal, it's just business. Don't take "no" personally and keep a positive
Running head POLICE ETHICS2POLICE ETHICSAbstract (summary).docxcharisellington63520
Running head: POLICE ETHICS
2
POLICE ETHICS
Abstract (summary)
The full text may take 40-60 seconds to translate; larger documents may take longer.
Cancel
Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. During Sheriff Baca's speech, he used several demonstrated EI leadership styles to emotionally connect with his new deputies and their families: * Visionary: self-confidence; change catalyst; mobilize others to follow a vision * Democratic: team leadership; communication; build commitment through participation * Coaching: emotional self-awareness; builds strengths for the future The Sheriff was fully aware that the young officers he was addressing were not of his generation, but a unique generation. Providing the tools for the Y Generation employee's success in the organization will help ensure additional interest and careers in law enforcement by creating a working environment where mentors (coaching) are honest and clear, stating what specific behaviors are expected and why they are good or bad.
THEY'RE HERE! The face of law enforcement is going to change and be quite different than what we know today. This will be largely due to the influx of the "Y Generation". What does this mean for the profession of law enforcement, which is a traditionally administered in a para-military manner? Policing usually defers decisionmaking to those of higher rank in a top-down management style. Given the norms and perspectives of those now entering our agencies, the "usual" way may no longer be enough.
Obedience, loyalty and seniority may mean something entirely different to Gen Y. Those now in leadership positions can either chafe at the differences, or use the tenets of Emotional Intelligence to meet the needs and desires of this youngest generation. Leadership through Emotional Intelligence 'EI' will be what matters; open communication, teamwork and input from each member of the team may become the hallmark of those organizations that will succeed in the coming decade.
Generation Y
Those entering our workforce are substantially different than those now in charge. Baby Boomers, those born 1946 to 1964, are generally characterized by long work hours, sacrificing family time, and tending to stay with one company or organization for the span of their careers (Gamel, 2001). Generation Y considers work important, but prefers to balance work with personal and family time. They also express a need to be valued for doing the job and can be expected to change jobs numerous times looking for the right fit if not engaged (Gamel, 2001).
According to Cara Spiro in "Workplace Transformation" those now entering the workplace share "...optimism, education, collaborative ability, and open-mindedness." She says the "Y Generation are the hottest commodities on the .
Data was collected from groups of Generation Y employees of corporate institutions, freelancers, entrepreneurs, small business workers as well as students between the ages of 16-30. Participants in the research were asked to provide basic biographical data† and then answer a series of 15 questions which pertained to their beliefs and opinions about current and past experiences and habits. These were based around Political, Economic, Social and Technological topics.
Have questions? Tweet @calomas
Gen Now - Understanding the Multi-Gen Workforce and the Coming Leadership Def...Kelly Services
The document discusses strategies for engaging a multi-generational workforce. It notes that the modern workforce includes Baby Boomers, Gen X, and Gen Y employees who have different expectations of work. To be successful, organizations must adapt their mindsets and processes to genuinely integrate the learning and leadership styles of all generations. The document recommends improving feedback mechanisms, promoting connectivity, evaluating the employee experience, and facilitating positive dialogue about generational differences to engage a multi-generational workforce.
L'optimisme prévaut chez les jeunes des pays émergentsIpsos France
Young people surveyed in 45 cities globally remain optimistic about their future career prospects despite economic uncertainties. However, disconnects exist between their career aspirations and realities. While 70% believe they will find opportunities in their preferred fields, 55% currently work in industries they did not aspire to be in. Many youth see higher education as necessary for success but financially out of reach. Barriers like a lack of experience and connections also impede their job searches. Increased access to education, jobs, and skills training could help bridge gaps between youth aspirations and economic realities.
This document discusses communication challenges in a multigenerational workforce and analyzes strategies to improve effectiveness. It first provides an overview of the four main generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. It describes key differences between the generations in values, work ethics, job mobility, compliance, and motivators. The document then discusses how organizational communication theories can be applied to build collaboration between generations. Specifically, it argues managers must understand generational characteristics to communicate effectively and motivate employees. A more collaborative environment that meets generational needs could improve efficiency, effectiveness, and teamwork.
Gen Y cannot be generalized as a homogeneous stratum across globe, as the influencing factors in each country and culture differs hugely. This report tries to bring the key differentiating factors of Indian Millennial
Gen Y cannot be generalized as a homogeneous stratum across globe, as the influencing factors in each country and culture differs hugely. This report tries to bring the key differentiating factors of Indian Millennial
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations by leveraging each group's strengths. However, it also presents challenges as generations may have differing perspectives. Leaders play a key role in engaging employees and influencing organizational culture to maximize performance across generations.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. This impacts organizational culture, employee engagement, customer satisfaction, and business success.
This document provides facts, figures, and practical advice about Millennial careers from workforce experts. Some key points:
- By 2020, Millennials will make up over a third of the global workforce. They are generally optimistic about their career prospects but expect to work longer than previous generations, with many expecting to work into their 70s or until death.
- Millennials prioritize money, job security, and time off when looking for jobs. They define job security as career security through continuous skills development rather than staying in one job.
- Most Millennials foresee taking significant breaks from work for various reasons like education, hobbies, travel, or caring for family. They see their careers as
This document provides facts, figures, and practical career advice for millennials based on research from a global workforce expert. Some key points:
- By 2020, millennials will make up over a third of the global workforce, making them an important group for employers to understand.
- The research found that millennials are generally optimistic about their career prospects and confident in their ability to find good work, though outlooks vary significantly between countries.
- Millennials expect to work longer careers than previous generations, with over half expecting to work past age 65 and some expecting to work until death. They also anticipate taking significant breaks for education, travel, or caregiving responsibilities.
- Millennials prioritize
This document discusses managing expectations of Generation Y (Gen Y) employees. It begins with an abstract that notes Gen Y now makes up a large portion of the workforce globally and in India. It then outlines the research methodology used and provides an introduction to different generations currently in the workforce. The main sections examine why focus is on Gen Y, their expectations around work, how companies have adapted practices, challenges in India, and suggestions for effectively managing Gen Y. Key points are that Gen Y expects meaningful work and autonomy, companies are changing work cultures to better engage them, and understanding their needs and empowering them can help with commitment and decision making.
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.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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.
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.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
2. GENERATIONS AND GEOGRAPHY | PG. 2
Many of our most powerful and lasting beliefs are formed when we are teenagers, when we first
shift our focus from tangible objects and begin to wrestle with the values and ideas in the world
around us. What we see and hear—and the conclusions we draw—influence for our lifetimes what
we value, how we measure success, whom we trust, and the priorities we set for our own lives,
including the role work will play within it.
Geography significantly influences the formation of generational beliefs and behavior. Each country’s
unique social, political, and economic events shape specific views and attitudes among today’s
adults. Understanding these country-to-country differences is critical to creating employment deals
that attract and retain the best employees in each geographic area. Western generational models
cannot be applied broadly to a global workforce.
Understanding individuals’ backgrounds and resultant perspectives or mental models both within
generations and across geographies helps leaders grapple with the diversity, challenges, and
potential of a global workforce. Better understanding leads to greater empathy for the “other guy’s”
point of view and, ultimately, provides the foundation for more effective and efficient talent
management practices.
How generations form
The work of Swiss biologist and psychologist Jean Piaget provides a framework for looking at the
development of generational characteristics. In his highly influential research on child development,
Piaget concluded that children build cognitive structures—mental maps—to help make sense of their
conceptual experiences from about age 11 onward, when they are pre-teens and young teens. Piaget
also concluded that it is primarily new experiences that alter the developing child’s cognitive
structure, rather than those that are perceived as having “always” been true. 1
Because the formative events differ over time and by geography, it’s logical that each generation in
each geographic area will form its own unique impressions and, to some extent, think and behave
based on a different set of rules. Their different coming-of-age experiences influence attitudes
toward the world, toward work, and toward each other. Of course, each individual also has had
unique teen experiences depending on socioeconomic status, parents’ philosophies, race or
ethnicity, gender, religion, and a host of other factors. The prominent events they experience in
common with each other give their cohort its defining characteristics. 2
Today’s younger generations, who shared teen experiences via the internet and globally available
cable news, have some characteristics in common regardless of where they grew up, while the older
generations exhibit striking differences because their teen experiences were more limited to their
specific geographies and cultures and less influenced by international events.
The global workforce
Over the next decade, engaging talent from multiple generations and geographies will be vitally
important for business success. As businesses expand, the availability of talent to match this growth
3. GENERATIONS AND GEOGRAPHY | PG. 3
will be limited in many areas and skill sets. Almost every company will find it challenging to attract
and retain top talent.
The crux of the challenge is that growth in the workforce is slowing around the world. Virtually every
country will experience a lower rate of growth in its working-age population over the next 40 years
than occurred over the past 40 years (Figure 1). For example, the working-age population in Mexico
grew at 200% over the past 40 years, but is expected to grow by only approximately 20% over the
next 40. The workforce in a number of countries, including Germany, Japan, Italy, Russia, France,
Spain, the Netherlands, South Korea, and China, will actually decline in size. As workforce growth
slows or declines, growing companies will need to recruit, retain, and engage multiple generations of
talent to meet their human capital needs. In many instances, companies will need to tap talent in
multiple geographic areas, as well.
FIGURE 1: SLOWER WORKFORCE GROWTH AROUND THE WORLD
Globally: Significantly Slower
Growth in the Working Age Population
1970-2010
2010-2050
Mexico Brazil India China South Australia Canada US NetherlandsSpain France UK Russia Italy Japan Germany
Korea
Source: Deloitte Research/UN Population Division (http://esa.un.org/unpp/) It’s 2008:
Do You Know Where Your Talent Is? Why Acquisition and Retention Strategies Don’t Work, p.6
The growth in the workforce is slowing because birth rates around the world have been declining for
decades (Figure 2). As economies shift from being primarily agrarian to industrially based, the need
for large families to work the land declines and the expense associated with rearing children prompts
most families to limit the number of births. These economic realities provide little reason to expect
that birth rates will increase over the years ahead.
4. GENERATIONS AND GEOGRAPHY | PG. 4
FIGURE 2: DECLINING BIRTH RATES AROUND THE WORLD
Declining Birth Rates Around the World
Births per
100 Population
6
5
4 African Avg
3 India
Japan
Brazil
2
Western European Average China
United States
1
0
1820 1900 1950 1998
Source: "Changing Global Demographics," H.S. Dent Publishing, 2007, based on data from the United Nations.
As the decline in birth rates continues, companies that hope to grow faster than the rate of growth
of the workforce within a given country will need to develop competitive talent management
practices to attract and retain a disproportionate share of the available labor. Companies that need
young talent will have to be highly attuned to the needs of these generations in each market.
The fundamental characteristics of the workforce are also being affected by growing life
expectancies. Many individuals in many countries are expected to lead healthy, active lives well into
their 70s, 80s, and beyond. Although most will not want to work full-time, or at the same pace and
intensity that characterized their work experience while in their 40s and 50s, many will be willing to
remain active in the workforce in some way. As the availability of skilled employees decreases,
companies will be increasingly motivated to retain and recruit older workers. Thus, a four- or even
five-generation workforce is likely to be a reality for many companies for the foreseeable future.
As companies are challenged to draw the best talent from each age group in multiple countries,
insight into generational and geographic differences will improve the likelihood that talent
management and leadership practices will provide critical advantages for the future.
Four generations in eight geographies
In the US today, most companies and governments have a four-generation workforce:
• Traditionalists
- Born: 1928 to 1945
- Formative years: 1940s and 1950s
- Age in 2011: 66 plus years
5. GENERATIONS AND GEOGRAPHY | PG. 5
• Boomers
- Born: 1946 to 1960
- Formative years: 1960s and 1970s
- Age in 2011: 51 to 65 years old
• Generation X
- Born: 1961 to 1979
- Formative years: late 1970s through the mid-1990s
- Age in 2011: 32 to 50 years old
• Generation Y
- Born: 1980 to 1995
- Formative years: mid-1990s through late 2000s
- Age in 2011: 16 to 31 years old
Of course, no generation covers a precise time span—many people born near the boundary years
share characteristics of generations on both sides. However, these general groupings have surprising
validity in the US and in many other parts of the world. In areas which the generational groupings
might vary slightly, for this report, we have kept the age spans consistent to allow comparisons
across the geographies.
Research on the generations in eight major countries points out significant differences around the
globe, as shown in Figure 3.
FIGURE 3. KEY CHARACTERISTICS OF EACH GENERATION IN EIGHT MAJOR COUNTRIES
Born: Born: Born: Born:
1928 to 1945 1946 to 1960 1961 to 1979 1980 to 1995
TRADITIONALISTS BOOMERS GENERATION X GENERATION Y
· Modest · Materialistic · Self-reliant · Immediate
· Respectful consumers · Wary · Optimistic
Brazil · Risk-averse · Politically cautious · Family-centric · Digital natives
· Idealistic · Financially driven
· Hard-working · Rigid and · Educated · Immediate
· Idealistic re: authoritarian · Sacrificing for the · High self-esteem
China communism · Loyal to the Party common good · Digital natives
· Relationship- · Viewing work as · Committed to their · Materialistic
oriented service to country children
· Disoriented and · Competitive · Career-oriented · Immediate
disillusioned · Psychologically · Focused on self · Financially
Germany · Disinterested in responsible for and family pressured
politics relieving guilt · Cautious about · Digital natives
· Hard-working · Activists national identity · Green
6. GENERATIONS AND GEOGRAPHY | PG. 6
Born: Born: Born: Born:
1928 to 1945 1946 to 1960 1961 to 1979 1980 to 1995
TRADITIONALISTS BOOMERS GENERATION X GENERATION Y
· Respectful of · Committed to · Career-oriented · Immediate
tradition education · Cynical regarding · Seeking to have an
· Relationship- · Tied to family and politicians impact
India oriented tradition · Eager consumers, · Digital natives
· Conservative · Dissatisfied with excited about · Steeped in
leadership opportunities democracy
· Fatalistic and · Competitive · Self-reliant · Immediate
enduring · Patriotic · Hyper-responsible · Proud of country
Russia · Hard-working · Educated men and for parents and · Digital natives
· Respectful of possessive mothers children · Driven for financial
authority · Short-term success
· Tied to tribal · Proud of the · Disillusioned · Conservative
customs country’s progress · National identity · National identity
Saudi · Loyal to family · Grateful to leaders · Conflicted by · Mistrustful of
Arabia · Work to provide · Unsettled by oil tradition/ institutions
for family money/religion modernity · Digital natives
dichotomy
· Loyal joiners · Competitive · Self-reliant · Immediate
United · Respectful · Anti-authoritarian · Mistrustful · Optimistic
Kingdom · Frugal · Idealistic · Dedicated parents · Digital natives
· Family-centric
· Loyal joiners · Competitive · Self-reliant · Immediate
United · Respectful · Anti-authoritarian · Mistrustful · Optimistic
States · Fiscally · Idealistic · Dedicated parents · Digital natives
conservative · Family-centric
The eight countries profiled include the four BRIC countries (Brazil, Russia, India, and China), some of
the most important markets for talent over the next decade, as well as one country from the Middle
East. The two countries chosen in Europe, the UK and Germany, represent the two opposing sides in
World War II. The workforce in each country includes individuals with very different perspectives and
values, based on their youthful experiences.
Implications
Wise and attentive employers recognize and leverage the differences among individuals. In some
situations, it may be possible to leverage local or generational strengths or motivations in talent
selection for the company. More importantly, it is the different assumptions and values of diverse
individuals that provide the key ingredients for innovation—multiple perspectives and ideas about
how things might be done.
Today leaders are challenged to consistently harness the diversity of the workforce in ways that are
creative and productive—to bring multiple ideas and approaches together in a constructive quest for
a better way. As global business becomes the norm, companies that succeed at building and
7. GENERATIONS AND GEOGRAPHY | PG. 7
engaging a multigenerational, multigeographical workforce will benefit enormously, in innovation
and on the bottom line. With the increasing importance of talent as a competitive factor, the ability
to recognize and capitalize on the significant differences in workforces around the world and across
the generations is one of the most important strategic opportunities for decades to come. Talent
management practices in global companies need to reflect an understanding of the core aspirations
and drivers of employees by both generation and geography. The application of a Western
generation model to a global workforce misses important differences in the motivations of the
workforce.
Understanding the generations and geographies can help organizations develop the most effective
approaches to recruiting, motivating, and managing people; structuring job assignments and career
paths; and creating high-performance teams. Rather than creating standardized global approaches,
companies are increasingly challenged to customize programs that speak directly to employees’
aspirations, ambitions, and attitudes by generational cohort and by country. Striking the optimum
local/global balance is important to leveraging resources effectively. Understanding the life
experiences, mental models, and values employees bring to work is key to engaging them.
This article is based on research conducted as part of Moxie Insight’s Talent program – cutting-edge
research exploring the changing nature of work and the workforce.
1
Piaget’s theory identifies four developmental stages and the processes by which children progress through them:
1. Sensorimotor stage (birth to two years old): The child, through direct physical interaction with his or her
environment, builds a set of concepts about reality and how it works. In this stage, a child does not know
that physical objects remain in existence even when out of sight. Intelligence takes the form of motor
actions.
2. Preoperational stage (ages two to seven): The child is not yet able to conceptualize abstractly and needs
concrete physical situations. Intelligence is intuitive in nature.
3. Concrete operations (ages seven to eleven): As physical experience accumulates, the child starts to
conceptualize, creating logical structures that relate to concrete objects or physical experiences. For
example, numbers are associated with physical objects and arithmetic equations can be solved.
4. Formal operations (beginning at ages eleven to fifteen): By this point, the child’s cognitive structures are
like those of an adult and include conceptual reasoning. Thinking involves abstractions. Mental models that
will persist throughout adulthood are formed.
2
Formative work using the frameworks of child development stages to understand generational patterns includes
that done by Morris Massey, “What You Are Is Where You Were When,” video program (Cambridge, MA: Enterprise
Media, 1986); and William Strauss and Neil Howe, Generations: The History of America’s Future, 1584 to 2069 (New
York: Quill, 1991)