Attracting and Retaining Talent During the Great ResignationPayScale, Inc.
The document discusses strategies for attracting and retaining talent during the Great Resignation. It begins with an introduction to the topic and presenters. It then covers attracting talent through competitive compensation, emphasizing total rewards and company culture. It also discusses the importance of remote and flexible work. The second half focuses on retaining talent, noting that compensation and career growth are top reasons for turnover. It provides tips for retention such as raising pay, rewarding employees, promoting work-life balance, and strengthening company culture. The presentation concludes by emphasizing that an engaging employee experience may be more important for attraction and retention now than in the past.
Human resource Recruitment and SelctionRajan Neupane
The document discusses recruitment and selection practices. It covers the goals of recruitment as attracting qualified applicants and discouraging unqualified ones. It also discusses constraints, diversity efforts, factors influencing recruitment, and the advantages and disadvantages of internal and external recruitment sources. Finally, it covers socializing and placing new hires, including purposes, processes, and considerations for developing socialization programs.
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
This document analyzes attrition at Bata India Limited between 2010-2011. It studies the external and internal factors that influence employee turnover. Primary reasons for attrition included higher compensation elsewhere, better benefits packages, career opportunities, unsupportive supervision, and lack of recognition. An analysis of exit interview forms found that better career opportunities was the main reason people left. The document recommends that BIL provide more career development and training opportunities for employees, ensure fair compensation, introduce job rotation, and implement a "Fun in the Organization" concept to motivate employees and reduce turnover.
Strategic human resource management (SHRM) aligns human resource management practices with an organization's strategic goals and objectives. It differs from traditional HRM in its structure, scope, coordination, and functioning to support organizational strategy. The objectives of SHRM include assessing how well HRM supports mission accomplishment, exploring HR's role in strategic planning, and identifying how HR works with managers to achieve strategic goals. Key strategic theories that inform SHRM include the resource-based view of the firm, behavioral perspective, cybernetic systems, and agency/transaction cost theory. Non-strategic models also consider institutional and political forces that influence HRM practices.
This document discusses the relationship between organizational culture and strategic human resource management. It provides frameworks for analyzing organizational culture, including Hofstede's cultural dimensions model, the competing values framework, and the cultural web. The case study of Dicom Group plc is presented, which has a culture characterized by flat structures, integrity and respect in treating employees, and motivating workers to outcompete rivals. For Dicom, aligning its flexible and loose culture with its goals of acceleration, transformation, and maintaining market share supports high performance. The document concludes that organizational culture can enhance performance and satisfaction if it provides shared behavioral styles, approaches to problem-solving, and norms to guide rewards and prevent undesired behaviors.
Attracting and Retaining Talent During the Great ResignationPayScale, Inc.
The document discusses strategies for attracting and retaining talent during the Great Resignation. It begins with an introduction to the topic and presenters. It then covers attracting talent through competitive compensation, emphasizing total rewards and company culture. It also discusses the importance of remote and flexible work. The second half focuses on retaining talent, noting that compensation and career growth are top reasons for turnover. It provides tips for retention such as raising pay, rewarding employees, promoting work-life balance, and strengthening company culture. The presentation concludes by emphasizing that an engaging employee experience may be more important for attraction and retention now than in the past.
Human resource Recruitment and SelctionRajan Neupane
The document discusses recruitment and selection practices. It covers the goals of recruitment as attracting qualified applicants and discouraging unqualified ones. It also discusses constraints, diversity efforts, factors influencing recruitment, and the advantages and disadvantages of internal and external recruitment sources. Finally, it covers socializing and placing new hires, including purposes, processes, and considerations for developing socialization programs.
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
This document analyzes attrition at Bata India Limited between 2010-2011. It studies the external and internal factors that influence employee turnover. Primary reasons for attrition included higher compensation elsewhere, better benefits packages, career opportunities, unsupportive supervision, and lack of recognition. An analysis of exit interview forms found that better career opportunities was the main reason people left. The document recommends that BIL provide more career development and training opportunities for employees, ensure fair compensation, introduce job rotation, and implement a "Fun in the Organization" concept to motivate employees and reduce turnover.
Strategic human resource management (SHRM) aligns human resource management practices with an organization's strategic goals and objectives. It differs from traditional HRM in its structure, scope, coordination, and functioning to support organizational strategy. The objectives of SHRM include assessing how well HRM supports mission accomplishment, exploring HR's role in strategic planning, and identifying how HR works with managers to achieve strategic goals. Key strategic theories that inform SHRM include the resource-based view of the firm, behavioral perspective, cybernetic systems, and agency/transaction cost theory. Non-strategic models also consider institutional and political forces that influence HRM practices.
This document discusses the relationship between organizational culture and strategic human resource management. It provides frameworks for analyzing organizational culture, including Hofstede's cultural dimensions model, the competing values framework, and the cultural web. The case study of Dicom Group plc is presented, which has a culture characterized by flat structures, integrity and respect in treating employees, and motivating workers to outcompete rivals. For Dicom, aligning its flexible and loose culture with its goals of acceleration, transformation, and maintaining market share supports high performance. The document concludes that organizational culture can enhance performance and satisfaction if it provides shared behavioral styles, approaches to problem-solving, and norms to guide rewards and prevent undesired behaviors.
The document summarizes key aspects of employee engagement including definitions, benefits, and strategies for building an engaged workforce. It discusses employee engagement measures like intellectual, affective, and social engagement. Benefits include improved performance, innovation, and retention. Building engagement requires strong leadership, manager support, employee voice, integrity, and fairness. While engagement often has positives, studies find it can potentially lead to burnout. The document also reviews employee engagement in Pakistan and references from Forbes, Harvard Business Review, and other sources.
The document discusses talent management. It defines talent management as a process that helps companies attract, develop, and retain skilled employees. It outlines some key aspects of talent management including recruitment, compensation, training, performance management, retention programs, and promotion. It also provides examples of how major companies like Infosys implement strategic talent management practices to gain a competitive advantage through their employees. Effective talent management is important for organizations to succeed in today's global economy by ensuring they have the best talent.
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Strategic human resource management (SHRM) aligns human resource initiatives with organizational mission and objectives to gain a competitive advantage. It involves five critical competencies for HR: strategic contribution, business knowledge, personal credibility, HR delivery, and HR technology. The strategic management process determines what needs to be done over 3-5 years to achieve objectives, examines the organization and environment, and establishes fit while reviewing and revising plans. SHRM informs and is shaped by business strategy and human capital management, focusing on treating people as assets rather than costs and adopting an integrated approach.
The document discusses e-HRM (electronic human resource management). It defines e-HRM as the planning, implementation and application of information technology to support HR activities and processes. It describes how e-HRM can automate tasks like recruitment, training, performance management and compensation. The benefits of e-HRM include improved efficiency, reduced costs, and strategic decision making support for HR. However, e-HRM also faces challenges like high implementation costs and less personal interaction between employees and managers. Overall, the document provides an overview of the key concepts, applications, advantages and disadvantages of managing HR electronically.
Influence Of Technology On Human Resource ManagementNavitha Pereira
This document discusses the influence of technology on human resource management (HRM). It outlines how technology has transformed recruitment, training and evaluation, communication, applicant tracking systems, teleworking, and the future of HRM. Some key points include: 79% of Global 500 companies use the internet for recruitment, which provides lower costs, quicker hiring, and access to more candidates. Technology allows for tracking employee skills, training, evaluations, and using that data to help managers provide development opportunities. It also speeds up communication and productivity within organizations. The future of HRM will focus on employee experience over engagement, digitalized HRM systems, people analytics, and the growing gig economy of freelancing. Overall, technology significantly impacts all areas of H
This document discusses human resource management (HRM), including its scope, functions, and the process of HR planning. It defines HRM as managing people within an organization to maximize productivity. The scope of HRM includes personnel management, employee welfare, and industrial relations. Key functions are staffing, compensation/benefits, and defining work. HR planning involves forecasting needs, auditing current resources, and developing action plans. Common forecasting techniques discussed are trend analysis, expert forecasts, scenarios, and regression analysis.
Strategic Approach to Human Resource ManagementAtul Chanodkar
Strategic Approach to Human Resource Management
- Why Strategy
- Defining Strategy
- Key Elements of SHRM
- Differentiating Traditional and Strategic HRM
- Integrating HR Strategies with Corporate and Functional Strategies
- Integrating Human Resources in Strategic Decisions
- Organizational Human Resource Strategy: A Quick Look
IHRM-Issues and Trends(Learning Resource)Self-employed
This document discusses international human resource management issues. It begins by outlining the objectives of understanding different organizational forms used internationally, factors companies must consider in different countries, how domestic and international HRM differ, staffing processes, training needs, compensation plans, performance reviews, and labor relations globally. It then defines types of corporations, how international companies affect the world economy, and how the global environment influences management. The document provides details on issues in international HRM, recruiting and selecting global managers, training and developing expatriates, compensation practices in different countries, and performance reviews and labor relations internationally.
The document provides an overview of total rewards management. It discusses that total rewards includes all compensation and benefits that employees value in the employment relationship, including pay, benefits, work-life programs, and professional development. It emphasizes that retaining top talent is important to business success and that engaged employees can significantly impact business outcomes like revenues, profits, and growth. The document also covers considerations for re-tuning total rewards programs, such as trends in compensation, benefits, healthcare, private exchanges, and base pay. It stresses that professional development and leadership have a direct impact on retaining critical talent.
This document discusses employee retention and turnover. It provides an overview of the causes of employee attrition and ways that agencies can improve retention rates. It discusses truths about turnover, including that some turnover is desirable, turnover is costly, and money is not always the key factor in retention. Reasons for employee burnout and ways to identify it are outlined. Succession planning is important to mitigate losses from retirements. The public sector faces impacts from demographic changes as large numbers of baby boomers retire.
Business Studies - Human Resources Department
The aspects of the human resources department and management are explained including the 2 main types of HRM which is soft and hard HRM. It also explains the factors that affect it and objectives along with the jobs that HRM do.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
Employee retention issues and analysisRehan Akhtar
It covers employee retention issues, reasons for attrition, attrition analysis, ways to reduce attrition and how to predict attrition using identified attributes
Technology in Employee Recruitment and SelectionIoannis Nikolaou
This document summarizes technology used in employee recruitment and selection processes. It discusses how internet-based tools like company career sites, job boards, and social networking websites have changed recruitment. It also examines applicant tracking systems, video CVs, resume parsing, and screening tools used to evaluate applicants. For selection, it outlines digital interviewing, automated testing, simulations, and how big data and analytics are used. Critical issues discussed include the equivalence and validity of these tools as well as privacy and legal concerns. The document concludes by proposing areas for future research.
Concerned about turnover? Losing key employees? Want to increase performance?
Review this slideshow overview of our successful program designed to attract, develop and retain your best employees.
Capture the hearts of your audience with an engaging vision, decked up in our, employee experience PowerPoint presentation slides. This bundle of 37 high-quality slides is all set to take you on a ride with intrinsic employee experience topics in a business environment. Special graphs, charts, and spreadsheets are included here for a precise analysis. Pic charts, line charts, and dot graphs are included here to write on employee engagement key statics, survey analysis, activities to increase employee engagements. Our predesigned employee experience PowerPoint presentation editable layouts assist planners to segment and clarify the topic with brevity. Consider all important discussions and consider the minutest possibilities. Our layouts highlight the ingredients with clarity and can be applied by all kinds of professionals, managers, individuals, temporary permanent teams involved in any business. Everyone feels galvanized with our Employee Experience PowerPoint Presentation Slides. They foster great drive and determination.
Reward management aims to motivate employees through fair and consistent rewards that recognize good performance. Effective reward programs align with business goals and culture while meeting employee needs. When designing a reward scheme, organizations should consider both financial and non-financial rewards, as well as intrinsic and extrinsic motivations. An ideal reward system has multiple components, measures effectiveness, and continually evaluates outcomes to support business strategy.
As Boomers age and retire, volunteer organizations look to them to bulk up their ranks, but this may not be the case. This presentation discusses the demographic makeup of our society and the implications for volunteering into 2020 and beyond.
The document summarizes key aspects of employee engagement including definitions, benefits, and strategies for building an engaged workforce. It discusses employee engagement measures like intellectual, affective, and social engagement. Benefits include improved performance, innovation, and retention. Building engagement requires strong leadership, manager support, employee voice, integrity, and fairness. While engagement often has positives, studies find it can potentially lead to burnout. The document also reviews employee engagement in Pakistan and references from Forbes, Harvard Business Review, and other sources.
The document discusses talent management. It defines talent management as a process that helps companies attract, develop, and retain skilled employees. It outlines some key aspects of talent management including recruitment, compensation, training, performance management, retention programs, and promotion. It also provides examples of how major companies like Infosys implement strategic talent management practices to gain a competitive advantage through their employees. Effective talent management is important for organizations to succeed in today's global economy by ensuring they have the best talent.
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Strategic human resource management (SHRM) aligns human resource initiatives with organizational mission and objectives to gain a competitive advantage. It involves five critical competencies for HR: strategic contribution, business knowledge, personal credibility, HR delivery, and HR technology. The strategic management process determines what needs to be done over 3-5 years to achieve objectives, examines the organization and environment, and establishes fit while reviewing and revising plans. SHRM informs and is shaped by business strategy and human capital management, focusing on treating people as assets rather than costs and adopting an integrated approach.
The document discusses e-HRM (electronic human resource management). It defines e-HRM as the planning, implementation and application of information technology to support HR activities and processes. It describes how e-HRM can automate tasks like recruitment, training, performance management and compensation. The benefits of e-HRM include improved efficiency, reduced costs, and strategic decision making support for HR. However, e-HRM also faces challenges like high implementation costs and less personal interaction between employees and managers. Overall, the document provides an overview of the key concepts, applications, advantages and disadvantages of managing HR electronically.
Influence Of Technology On Human Resource ManagementNavitha Pereira
This document discusses the influence of technology on human resource management (HRM). It outlines how technology has transformed recruitment, training and evaluation, communication, applicant tracking systems, teleworking, and the future of HRM. Some key points include: 79% of Global 500 companies use the internet for recruitment, which provides lower costs, quicker hiring, and access to more candidates. Technology allows for tracking employee skills, training, evaluations, and using that data to help managers provide development opportunities. It also speeds up communication and productivity within organizations. The future of HRM will focus on employee experience over engagement, digitalized HRM systems, people analytics, and the growing gig economy of freelancing. Overall, technology significantly impacts all areas of H
This document discusses human resource management (HRM), including its scope, functions, and the process of HR planning. It defines HRM as managing people within an organization to maximize productivity. The scope of HRM includes personnel management, employee welfare, and industrial relations. Key functions are staffing, compensation/benefits, and defining work. HR planning involves forecasting needs, auditing current resources, and developing action plans. Common forecasting techniques discussed are trend analysis, expert forecasts, scenarios, and regression analysis.
Strategic Approach to Human Resource ManagementAtul Chanodkar
Strategic Approach to Human Resource Management
- Why Strategy
- Defining Strategy
- Key Elements of SHRM
- Differentiating Traditional and Strategic HRM
- Integrating HR Strategies with Corporate and Functional Strategies
- Integrating Human Resources in Strategic Decisions
- Organizational Human Resource Strategy: A Quick Look
IHRM-Issues and Trends(Learning Resource)Self-employed
This document discusses international human resource management issues. It begins by outlining the objectives of understanding different organizational forms used internationally, factors companies must consider in different countries, how domestic and international HRM differ, staffing processes, training needs, compensation plans, performance reviews, and labor relations globally. It then defines types of corporations, how international companies affect the world economy, and how the global environment influences management. The document provides details on issues in international HRM, recruiting and selecting global managers, training and developing expatriates, compensation practices in different countries, and performance reviews and labor relations internationally.
The document provides an overview of total rewards management. It discusses that total rewards includes all compensation and benefits that employees value in the employment relationship, including pay, benefits, work-life programs, and professional development. It emphasizes that retaining top talent is important to business success and that engaged employees can significantly impact business outcomes like revenues, profits, and growth. The document also covers considerations for re-tuning total rewards programs, such as trends in compensation, benefits, healthcare, private exchanges, and base pay. It stresses that professional development and leadership have a direct impact on retaining critical talent.
This document discusses employee retention and turnover. It provides an overview of the causes of employee attrition and ways that agencies can improve retention rates. It discusses truths about turnover, including that some turnover is desirable, turnover is costly, and money is not always the key factor in retention. Reasons for employee burnout and ways to identify it are outlined. Succession planning is important to mitigate losses from retirements. The public sector faces impacts from demographic changes as large numbers of baby boomers retire.
Business Studies - Human Resources Department
The aspects of the human resources department and management are explained including the 2 main types of HRM which is soft and hard HRM. It also explains the factors that affect it and objectives along with the jobs that HRM do.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
Employee retention issues and analysisRehan Akhtar
It covers employee retention issues, reasons for attrition, attrition analysis, ways to reduce attrition and how to predict attrition using identified attributes
Technology in Employee Recruitment and SelectionIoannis Nikolaou
This document summarizes technology used in employee recruitment and selection processes. It discusses how internet-based tools like company career sites, job boards, and social networking websites have changed recruitment. It also examines applicant tracking systems, video CVs, resume parsing, and screening tools used to evaluate applicants. For selection, it outlines digital interviewing, automated testing, simulations, and how big data and analytics are used. Critical issues discussed include the equivalence and validity of these tools as well as privacy and legal concerns. The document concludes by proposing areas for future research.
Concerned about turnover? Losing key employees? Want to increase performance?
Review this slideshow overview of our successful program designed to attract, develop and retain your best employees.
Capture the hearts of your audience with an engaging vision, decked up in our, employee experience PowerPoint presentation slides. This bundle of 37 high-quality slides is all set to take you on a ride with intrinsic employee experience topics in a business environment. Special graphs, charts, and spreadsheets are included here for a precise analysis. Pic charts, line charts, and dot graphs are included here to write on employee engagement key statics, survey analysis, activities to increase employee engagements. Our predesigned employee experience PowerPoint presentation editable layouts assist planners to segment and clarify the topic with brevity. Consider all important discussions and consider the minutest possibilities. Our layouts highlight the ingredients with clarity and can be applied by all kinds of professionals, managers, individuals, temporary permanent teams involved in any business. Everyone feels galvanized with our Employee Experience PowerPoint Presentation Slides. They foster great drive and determination.
Reward management aims to motivate employees through fair and consistent rewards that recognize good performance. Effective reward programs align with business goals and culture while meeting employee needs. When designing a reward scheme, organizations should consider both financial and non-financial rewards, as well as intrinsic and extrinsic motivations. An ideal reward system has multiple components, measures effectiveness, and continually evaluates outcomes to support business strategy.
As Boomers age and retire, volunteer organizations look to them to bulk up their ranks, but this may not be the case. This presentation discusses the demographic makeup of our society and the implications for volunteering into 2020 and beyond.
Dynamic presentation for all HR, OD and T&D experts on how to effectively develop our future leaders by leveraging generational similarities and differences in the workforce.
Today’s workforce is comprised of four generations, each with their own working styles, workplace environment and communication preferences, and views of how they expect to be treated as employees. This creates challenge for organizations in terms of attracting, recruiting and retaining high performers. These challenges will only grow as, by 2020, there will be five generations in the workplace and Boomers, the current leadership and dominant cohort, will be replaced by the less expert Generation Y cohort. Today, more than ever, Human Resources experts can take a leadership role in addressing these challenges and leveraging the differences for performance advantage.
Use recognition and reward to grow future leaders hr.com version january 24 2013Boomer Match to Business
The document discusses using recognition and reward to grow future leaders through leadership continuity. It notes that as baby boomers leave the workforce, there will be a loss of expertise that needs to be replaced. A 3-step process is proposed: 1) assess the costs of lost knowledge, 2) build a knowledge transfer process between generations, and 3) implement succession planning tools. Key considerations include lifestyle planning, mentoring, skills development, work-life balance, and career development to align rewards for senior leaders with opportunities for future leaders. The goal is to motivate knowledge sharing between cohorts and develop the next generation of leaders.
With boomers heading into retirement, succession planning takes on a higher priority. HR experts can turn this challenge into an opportunity to secure a seat at the C-suite table by developing a boomer legacy process.
The document discusses the aging of the baby boomer generation and the need to develop new leaders from younger generations as boomers retire. It notes that as boomers retire, there will be a decline in the proportion of the population that is of prime working age. This creates both leadership and skills gaps that must be addressed. The solution proposed is for HR experts to take a leadership role in developing a "Boomer Leader Legacy" process. This process would involve educating leaders about generational differences, assessing leadership needs, designing a leadership development strategy, and implementing a plan to transfer knowledge from boomers to newer generations of leaders.
MM Bagali........ Skills and Comptency........ HR Development...... Managemen...dr m m bagali, phd in hr
The document discusses competencies for various roles and contexts. It begins by outlining competencies needed for successful careers in human resources, including both HR content knowledge and personal competencies. It then discusses competencies for research, leadership at different levels (self, others, organization), and in the insurance industry. Competencies are framed as clusters that define superior performance in key work activities.
The document discusses strategies for developing and retaining talent in the guide dog industry through 2020 and beyond. It notes that multiple generations will be in the workforce, including baby boomers transitioning to retirement, millennials making up most of the workforce, and the impact of technology. It provides information about each generation and best practices for recruitment, onboarding, feedback, and emphasizing company culture and values to attract and retain talent. The guide dog industry needs to prepare for these workforce trends through diversity, competency development, and succession planning to find and keep the talent needed.
Claudia Tattanelli from Universum talks through the importance of a strong employer brand and reveals who are the top employers in MENA.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
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This document provides an overview of young people in the Canadian workplace. It discusses Canada's 2011 census data on generational breakdowns and an alternative classification system. It also examines unique personality traits of young people, what they look for in employers, challenges in hiring them, and how to create a culture where they want to stay. The document advocates training young people in basic skills, 21st century skills, and managing expectations to set them up for success.
Older workers and generational differences May 2013Timothy Holden
This document provides an overview of generational differences in the workplace and strategies for managing them. It discusses the four main generations (Traditionals, Baby Boomers, Generation X, and Millennials) and how they differ in core values, experiences, and workplace expectations. Some of the challenges with a multigenerational workforce include stereotypes, differing views of loyalty and authority, and communication issues. The document recommends conducting self-checks, embracing diversity, clear communication, and training to strengthen intergenerational relationships and reduce conflict.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Millennial & Gen Z in Blended and Online CoursesBrenda Jones
How do we engage Millennial and Gen z learners in Higher Ed blended and online courses? Active learning strategies are reviewed with select examples shared from real classes.
Our world in 4G starts now: Global understanding, Generational integration, Gender intelligence and Generosity. Business can be positively impacted through developing this mindfulness of our 4G world today. This is about shifting our lens on cultural awareness for improving workplace effectiveness.
The document discusses ways to improve graduate development programs. It suggests refocusing the traditional 70/20/10 model, where 70% of learning is on-the-job, 20% is formal training, and 10% is social learning. The presentation advocates increasing on-the-job learning and involvement of managers to support development. It also addresses engaging graduates by incorporating principles from gaming to measure participation and progress. Data-driven measurement of return on investment in graduate programs is another key topic.
Changing the Game in Graduate Development Nathan Clark
The document discusses ways to improve graduate development programs. It suggests refocusing the traditional 70/20/10 model, where 70% of learning is on-the-job, 20% is formal training, and 10% is social learning. The presentation advocates increasing on-the-job learning and involvement of managers to support development. It also discusses using principles of gaming and engagement dynamics to better engage graduates and measure return on investment. Examples of success and areas for improvement are provided.
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The future of the full time employee endangered species or accomplished tra...Boomer Match to Business
Comparison of the 20th century workforce and workplace to the 21st century workforce and workplace. Emphasis on the changing nature of work, specifically as it relates to the work environment, employee characteristics and types of jobs.
Infographic depicting research on why boomer leaders in Canadian organizations are reticent to share their expertise with the next generation of leaders.
This document discusses generational differences in the workplace. Generation Y, also known as Millennials, now make up 30% of the workforce. They prioritize work-life balance and learning opportunities over loyalty to their employer. In contrast, Baby Boomers value hard work and company success. This can lead to clashes between the generations as they have different expectations of the workplace. It is important for organizations to understand generational differences and play to each generation's strengths in order to attract and retain talent.
The Boomer Leader Legacy (BLL) process is for HR experts and leaders who are succession planning for leadership continuity - as the boomers exit the workforce.
Assessment tool - quick and easy - to determine level of customer service and satisfaction. Also includes characteristics and criteria for moving level of customer satisfaction along the continuum.
Finding a career or changing jobs in this new economy is a challenge. Think about pursuing your passion, what you can contribute to others, and re-brand yourself as a self-employed expert. This process will take you through the 5 steps you need to find your next role in the new employment marketplace.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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The Intergenerational Workforce - and the impact on your organization
1. BM2B - Matching Talent to Need
The
Intergenerational
Workplace
- and its’ impact on the future of our organizations
1
2. Which generational cohort do
you belong to?
Boomers - 1947 to 1966
Generation X - 1966 to 1979
BM2B - Matching Talent to Need
Traditionalists - pre 1947
Generation Y - 1980 to 1995
2
5. Multiple cohorts with
differing views of the
workplace – creates
conflict
Dominant boomer cohort
on the way out - creates
an expertise gap
BM2B - Matching Talent to Need
The challenges
5
6. Boomer exodus = Expertise Gap
vacancies rise
forces up training & development costs
Creates skills and knowledge gaps
BM2B - Matching Talent to Need
Boomers leaving
6
8. What we want
Generation
Y
Loyalty, respect for
authority
Company
loyalty, competition
Self
reliance, independence
Community
loyalty, equity
Company goals
Team and personal
goals
Career goals
Learning and growth
Company
performance
Personal and
company
performance
Personal results and fun
Speed of career
movement
For doing the job
Reward for
results, recognition
for contribution
Reward for outcomes
Reward for learning and
knowledge acquisition
Job
security, company
success, live to work
Work defines self
worth, live to work
Work/life balance, work
to live
Lines between personal
and work blurred. Pack
orientation
BM2B - Matching Talent to Need
Boomer
Generation
X
Traditionalist
8
9. “This is the 21st century, old man,” he said. “We don’t waste
money on newspapers. Here, you can borrow my iPad.”
I can tell you, that fly never knew what hit it…
BM2B - Matching Talent to Need
I was visiting my son-in-law and daughter
last night when I asked them if I could
borrow a newspaper.
9
10. What current leaders want
Concerns
Motivators
%
Do not enjoy mentoring or
coaching
53
Afraid of redundancy
56
No one needs their
knowledge
35
Not interested in giving
their knowledge away
30
Reason
%
Organization views skills
transfer as a priority
73
Will receive
reward/recognition for doing
it
20
Skills transfer part of
retirement planning
38
Get satisfaction from
teaching others
64
Reverse mentoring in place
18
BM2B - Matching Talent to Need
Reason
10
11. The solution
• Boomer Leaders are accountable
Boomer
• Risk assessment is completed (ROI)
Leader
• Knowledge transfer process is developed
Legacy
Process
BM2B - Matching Talent to Need
• Critical roles and skills are identified
11
12. Learning styles
Digital Immigrants
Digital Natives
Nonlinear (hyperlinked) logic of
learning
Focused mainly on facts and
knowledge acquisition
Focused more on learning how to
learn
Guided learning
Autonomous learning
Learning in specified time periods
Learning 24/7
Face-to-face learning
Interactive virtual learning
Learning as duty
Learning as fun
Rote learning
Analogical learning
*Conference Board of Canada, Bridging the Gaps.
BM2B - Matching Talent to Need
Linear acquisition of information
12
13. Knowledge Transfer Process
transferred?
2. What process is best suited to learning styles of
intended future leaders?
3. Which knowledge transfer methodologies should
BM2B - Matching Talent to Need
1. What knowledge and expertise needs to be
be applied?
13
15. How we communicate
Gen X
Gen Y
Boomer – 22%
Gen X – 28%
Gen Y – 27%
Boomers = 20%
GenX = 30%
GenY = 39%
BM2B - Matching Talent to Need
Boomer
15 – 45%
15
16. BM2B - Matching Talent to Need
Attracting interest
Research
16
21. Multiple cohorts with
differing views of the
workplace – working
together
Dominant boomer cohort
on the way out; effectively
closing the pending
expertise gap
BM2B - Matching Talent to Need
The challenges
21
22. BM2B - Matching Talent to Need
The
Intergenerational
Workplace
- and its’ impact on the future of our organizations
22
Editor's Notes
The workforce today is composed of 4 generations of employees. By 2020, the workforce will be composed of 5 generations, each generation, potentially, in the workplace with significantly different views of work and lifestyle, different styles of work, different preferences as they relate to communication, and different expectations about how they want to be treated as members of the workforce. Since the start of the industrial revolution, we have not seen this number of generations in the workforce.This intergenerational workplace has significant implications for productivity and performance within our organizations and, most importantly, the continued growth and development of our leaders. “The Intergenerational Workplace…and its impact on the future of our organizations” looks at the effects of demographic changes in the workplace and intergenerational leadership practices required to tackle these challenges and use them to advance the performance of the current and future employee.We will refer to cohorts during this presentation. As the foundation for our theory about future employee performance requirements and how to take advantage of the demographic differences, we will use the term cohorts. Generational cohorts are people born roughly at the same time, who as a consequence tend to have rather similar attitudes and expectations. They are often brought up with the same child rearing practices and have similar experiences as teenagers and young adults. This is a particularly sensitive period for acquiring a moral and political orientation. These shared experiences are termed ‘generational markers.’ These are important since they provide clues about how these generations will behave as they move into positions of decision making at work and have increasing access to resources.
First of all, let’s find out about you.To which cohort do you belong?Direct cohorts to get up and move to an area of the room designated for each cohort group (have flipchart posted in 4 areas of room with name of cohort and years of birth).Facilitator does a quick count of numbers in each group and makes note of the largest and smallest groups in the room. Question:Have a look around. What do you see? Do you think our group’ s generational make-up tonight is representative of the overall workplace today?Direct them to return to their seats and we will share with you the answer to that question.
Let’s look at that – the workplace today.Today, boomers are the largest group and Traditionalists the smallest. Generation X is considerably smaller than the boomers and Generation Y – the youngest group is already larger than Generation X.In CanadaBoomers = 10.0 million (peaked in 1961)Generation X = 3.0 millionGeneration Y = 9.2 millionThe first boomer turned 65 in 2012. Facilitator refers to the BM2B Banner.And what are the impacts of this workplace composition?With 4 distinct generations in the workforce today, this reflects the first time a generational mix of this proportion has existed in Canadian organizations – and a significant shift is underway reaching its peak by the year 2020.Today, 40% of senior positions are held by the generation known as the baby boomers – they lead the companies and the country – they hold a significant amount of expertise.Recent studies with business owners representing the majority of employers in Canada – less than 11% have a succession plan in place – a means to pass on their business and expertise.Generation X and Y have entered the workforce and they have arrived with different preferences, working styles, and views of work, workplace environment and how they should be treated as employees. Generation Y, by 2020, will be the dominant group – one full generation removed from the boomers.Question:What is the dominant cohort in your organization today? Request hand raising as you call out the cohort names.
What will the workplace look like in less than 10 years?Traditionalists – some will still be around. Think about the people you know, or have heard about, that are in their 80’s and still working. So there will still be a few in the workforce when we hit 2020. Classic example is Warren Buffet. I had a client – when I first met him, he was 75 years old and starting his 14th new business.Question:Does anyone know an employee or business owner over 70 years of age?Boomers - in less than a decade, the youngest boomers will be 56 years old but the majority will be 59. As they start to retire, the number of boomers in the workforce will have decreased by 50%. The challenge for business leaders and HR experts is not just the increase in the number of positions that will be vacant, but the expertise that will go out the door with them. In the meantime, HR experts need to get up to speed on how to use these intergenerational differences and expectations to their advantage…to ensure the next generation of leaders is identified and developed to continue to drive organizational and business performance.By 2020, there will be an obvious shift from Boomers to Gen X to Gen Y. Gen X will be 41 years old and the youngest Generation Y will be 25 years old.However, since the size of Gen X is so small compared to the large groups of Boomers and Gen Y, the Gen Y group will grow at twice the rate of Gen X and take over the dominant place at work. And a few of the younger, Digital Natives, or Generation Z will enter.
So what does this mean for those of us in HR?We see two main challenges – that are continually surfaced in the business literature, in our research, and in the work with our client network.With the multiple cohort workplace, it’s a challenge to accommodate the differing views of the workplace and how each of these cohorts expect to be treated. This can result in conflict – how the cohorts participate in teams, how they behave towards one another, what they think about the other cohorts – all perceptions that can lead to conflict, or at the very least, non productive behaviour. Again, when we talk about cohorts we are referencing the formative events that determine how they make their decisions and how they utilize resources in the workplace. For example, the primary formative event for Traditionalists is WWII. Question:What do you think would be a formative event for boomers? For Generation X? For Generation Y? 2. Another challenge is the pending retirement of boomers – or at the very least, the reduction in the time they want to spend at the workplace, and predicting what skills and knowledge our organizations will need to continue to perform and grow – as the demographic shift occurs, and how we will close that expertise gap.
Let’s start by talking about the potential expertise gap.As Boomers exit from the workforce they will take their expertise with them unless we have in place a process to capture and transfer that expertise to the next generation of leaders. But further to the challenge of a potential expertise gap is the challenge of ensuring the boomer leaders take on the responsibility for transfer of their expertise. This not only takes effort, but it takes time and dollars. So we need to make sure we clearly identify which expertise, which knowledge needs to be retained and which knowledge will not be important in the future. This can force up training and development costs – formal and informal.We also have to ensure we clearly identify the capabilities and capacity for learning the our future leaders need to have to be successful. We need the right ‘receivers’ in place so we can put in place the process to transfer the required knowledge.
The impact of the change in demographic size – the boomers leaving the workforce - is that Generation Y will double in size and represent an even greater percentage of the workforce than boomers do today.What this workplace makeup says to us is:Today, boomers still dominate, not only the workforce in general, but also the senior positions in most organizations.Boomers have an accountability to mentor, coach, and develop the next generation of leaders. Most likely it will be Generation Y who replaces the boomer cohort.Key result of this shift will be the potential for a gap in expertise – skills and knowledge gaps that may be required by our organizations to continue to grow and prosper.Question:What do these demographic situations say to you about the future of your organization or your client organizations? Our position is that if you don’t know the makeup of your organization – particularly, the current leadership generation – you will miss a tremendous opportunity to grow the leadership competency of the future and the performance of your organization. Today, more than ever, Human Resources can take a leadership role in addressing the pending expertise gap that will exist when the Boomers exit the workforce in large numbers and leverage the differences between the generations for performance advantage.
Let’s look a little deeper into how the different cohorts view the workplace. Research, literature, and how we interact with one another create perceptions about each of the cohorts.Traditionalists – loyal to their companies and their bosses. They value job security and company success.Boomers – ideological, highly judgemental, focused totally on values, inordinately narcissistic – they are the ones who, in the workplace, created the notion of vision and values – every organization needs to have a vision and a mission statement and documented, highly visible values. They have a love-hate relationship with authority, perfectionists by nature (love to set goals and drive to results), and are somewhat community oriented. Consumed by work – they define themselves by their job. They are also totally interested in maintaining a youthful existence, seeking health and wellness. They tend to seek meaning through wealth accumulation.Generation X tends to be extraordinarily self-reliant, action-oriented and accountable to themselves. Unimpressed with authority, they have difficulty making long-term commitments, yet they are family-oriented, diversity aware, and like the Boomers, focused on results. Key differentiator is their desire for a balanced lifestyle.Generation Y confident, highly team-oriented, and conventional. They like their parents. They are highly sociable, moral and street smart and absolutely oblivious to authority. Their view of work is similar to Gen X – they want balance in their life but, the irony is they blur the lines between personal and business when it comes to their daily activities.Traditionalists and Boomers live to work, Generations X and Y work to live.
Earlier this year, we conducted a short survey with 100 Canadian business leaders regarding their take on whether or not they would be willing to transfer their expertise to the next generation of leaders. We had been told, in conferences and seminars like this one, that senior leaders were reticent to share their expertise because they would then make themselves redundant.Our short survey was to ‘test’ this hypothesis and here is what we found.As you can see by these results, either senior leaders do not enjoy performing coaching and mentoring tasks or many of them are, indeed, afraid of being made redundant…before they are ready to leave.
Our solution to the leadership gap created when boomers retire, we recommend each of you – in your organizaitons– build a Boomer Leader Legacy. This legacy has four principles:Boomer leaders in your organization need to be accountable for the legacy they leave. Building this legacy acknowledges their contribution and engages them in the process.Link back to Motivators on previous slide as key to making boomer leaders accountable for transferring their knowledge and skills to the future leaders within your organization.The legacy is all about the critical skills or roles that need to be retained and/or built to ensure ongoing business growth. It is not about merely replacing bodies or positions. This legacy is about strengthening the connection between management of human resources and business growth. Whether or not to build a boomer leader legacy depends upon the level of risk associated with retention and development of critical skills and roles. “Mission critical” situations demand more resources and change = more risk. Success of the legacy development and implementation will be determined by the measures of success. Strengthening the connection between management of Human Resources and business growth is dependent upon ROI – without ROI and ways to measure ROI – senior team will not engage.Table Exercise (questions listed on handout at table)Question 1:What are some of the critical skills in your organization that you will need to keep? Note on flipchart.Question 2: What do you feel would be the costs to your organization of not taking action i.e., what would be the cost to your organization of expertise being ‘lost’ due to the exit of boomer leaders?Debrief the exercise.What were some the critical skills you identify in your groups? (record on flipchart at front of room)What were some of the costs you identified of no longer having these skills and the knowledge associated with these skills within your organization?4. Build a process to transfer knowledge – the expertise we need to lead our organization to success.
When we are considering transferring the critical skills from boomers to generation Y, we need to consider the differences in learning styles. And there are fairly significant differences in learning styles. Since we are talking here about capturing boomer expertise and knowledge and transferring it successfully to the next generation of leaders, we need to understand that there exist differences in learning styles and find ways to leverage these differences.Digital Immigrants – boomersDid not grow up with technology, learned about technologyDigital Natives – Gen YBorn into technological world, learned with technologyRote learning for boomers – memorization based on repetitionAnalogical learning for Gen Y – process of recognition, application of solution from known problem to new problem.
We need to consider this difference in learning styles between the two cohorts when determining how best to develop and implement a knowledge transfer process.1 – what knowledge and expertise needs to be transferred?Reference the critical skills identified at your table during the previous exercise.2 & 3 - You then need to determine the best learning styles of the intended future leaders, and the which knowledge transfer methodologies would best be used for the situation.Table ExerciseAt your table, there is a list of knowledge transfer methods. We are going to ask each table to complete the list for each of the Boomer and Gen Y cohorts. Which methodology do you think would be best suited for each cohort?Debrief exerciseBriefly review with the tables. Any disconnects between the generations? Anyone had any particular success with one of these methods?
We all know when talking about, or researching, or working with the four cohorts in our organizations that the greatest effect and most potential for conflict is between the two largest groups – Boomers and Generation Y. To reduce the potential for conflict the key is to be able to align the needs of both senior and future leaders – close the gap between boomers and generation y. In other words, we need to change the perceptions the cohorts have of each other.For Boomers –They need both the time and resources to focus on skills transferYou need to have determined the critical skills they hold that the organization still needs, and will need into the futureTheir past and continuing contribution must be recognized – they need to be valued for their passion and the expertise they have brought to the organizationEncourage them to build a legacy. We all want to be recognized for our value and our contribution – remind them of their responsibility to the organization’s future by developing a legacy.Provide them with the tools to go into the future – retirement planning.For Generation Y –Help them learn about senior leaders, their contribution and their value. Educate them.Assess their current skills level versus the critical skills identified with senior leaders. What are the gaps and how will you help them to close these gaps?Match their skills needs to senior leaders’ expertise and help them to select the best methods for gaining these skills. Put in place social-technical mentoring – where both participants have plans in place to learn from one another. Continue to build the confidence and expertise of both parties.Be flexible – consider their learning styles and find ways to accommodate these styles. Make sure these future leaders have the information and tools they need to become future leaders.
Interestingly, our communication styles are not really all that different.Boomers represent 22% of social media and blog users and 20% of smartphone & tablet users.Generation X represents 28% of social networking and blog sites and 30% of smartphone & tablet usersGeneration Y represents 27% of social networking and blog sites and 39% of smartphone and tablet users.Members of all generations are engaging with, and contributing to, social media sites. Contribution rates are similar across Traditionalists, Boomers and Generation X at approximately 30 – 35%. Where differences in participation occur is in “publishing new content”. The range is from 15 – 45 percent, increasing across the cohorts from Traditionalists at 15% to GenY at 45%.Question:What do you see as similarities? What conclusions would you draw from this information?
Whether or not your focus is on transferring knowledge from the boomers to the generation Y, the two largest cohorts in the workplace need to learn how to work together in the workplace. And more specifically, the Generation Y need to learn how to attract the attention of the Boomer manager to ensure they are considered for hire and/or promotion – they are, and want to be, the next generation of leaders.So what can Generation Y do to attract interest of the Boomer Managers – in order to grow their expertise and secure their preferred future roles.The first step is to educate yourself to learn and understand each cohort.ResearchGeneration Y employees or recruitment candidates should invest time and effort in not only raising their awareness of the organization but also, awareness of those who lead and manage the organization. Developing awareness for the skills, knowledge and experience acquired by Boomers over their many years of service, will provide Generation Y with the information they need to determine who, in the organization, is best positioned to help them learn and grow. Generation Y are interested in organizations that encourage growth and development of their employees, so they should be seeking out those types of organizations and determining how best to mine the expertise of the Boomer managers in those organizations.Research the hiring manager as you would research the company.
NetworkUse your networking skills to research the hiring manager – whether you are seeking movement throughout the organization, have your sites on a particular role or are seeking a position in another company. Obvious first steps are to locate them on LinkedIn and Facebook as this will give you their professional profile. Think about this as you network with your contacts. Contact friends and family, former colleagues, current associates, members of the associations to which you belong (like this one) to find out as much as you can about the interviewers and hiring managers. Perform investigative interviews with people within the organization that you are targeting. Learn as much as you can about the company, its challenges, needs, and objectives. Figure out the corporate culture, personality, and style – especially those of the executive team, hiring manager, and recruiters. If you know the generational cohort to which they belong, this will help you to assess their areas of interest, how they view the workplace and, quite possibly, their working, communication and interviewing styles.
Etiquette There can be a considerable amount of frustration in job seekers, particularly given the economic climate and the current trend for employers to offer contract and part-time work over full-time, fully compensation positions. Add to this the perceptions of generational cohorts about the other cohorts and the frustration level increases. But this frustration should not be shared through social media. Nothing is private on social media including the Groups on LinkedIn. Much has been said about potential candidates being dismissed from consideration because they have posted personal photos or comments considered inappropriate by the hiring manager. Making negative comments about an entire cohort is also not appropriate and may be viewed by a future hiring manager who is a member of this cohort. As with every other relationship that matters to you, initially you had to find common ground on which to build the foundation. Consider spending time and effort getting to know and understand the preferences and styles of the generational cohorts. As we all know, this will not guarantee you the job but it may be the extra information you need to differentiate your experience and improve your profile with the next hiring manager.
Think about your audienceYour CV should be in the style Boomers will identify with and want to read.I have been told by Boomer hiring managers that Generation Y cohort do not demonstrate respect for the years of experience or the high level of expertise achieved by Boomers. Complaints about Generation Y by these hiring managers include; being late for the interview, not spending time researching their company, their industry or the job, itself, not being prepared for the interview, and not having the life experience to understand what the Boomer’s experience translates into in practical terms. When drafting or redrafting your resume, think about your audience. Consider their style and interests, particularly how these cohorts prefer to communicate. Consider reaching out to your network to view Boomer resumes. What style do they use and can you adjust your resume to this style? Perhaps a Professional Profile or Personal/Professional Brand resume will be more interesting and provide the ‘Reader’s Digest’ view necessary to attract their interest. Your interview style may need to be adjusted as well. Consider leading the interview in conversational style helping the interviewer to interview you and get the information they need to make an informed decision. Remember a Boomer’s work history began before you were born. They may have experience with companies that no longer exist, in positions with titles you do not recognize, producing results that may not interest you. Focus on the past few years and your passion ensuring both relate to them.Sell YourselfThe hookThe pitchThe call to actionWhat is your specific ability, capability, strength? How are you different from everyone else? Narrow your options down.What do you love to do? What are your ideas?New grads - Why did you take the program you did? What has it done for you that will benefit them? What are the results you want to achieve?Target marketing– lots of talk about personal branding. Consider delivering your resume personally. Make sure you send a professional thank you letter or note after the interview. Generation Y may be new to the concept of networking, as implemented by Boomers, but they certainly know how to network online and build a community of like-minded people. The line between their personal and professional communities is blurred so they don't tend to differentiate between who is in their specific community. They are also pack-oriented, preferring to play and work within a team or group. So relationships, to them, are also key. The difference may only be in the manner in which they build these relationships. By getting to know one another and how they like to work, most likely these two cohorts will find they are both good at building relationships and share their best practices.
Build your professional profile LinkedIN profile – professional, lots of places to help you (give examples of good profiles)Slide share, group participation – demonstrate your knowledge and expertise, build a blog, write articles – how much to build a blog? Wordpress, etc. Build a website about you. Build a slideshare presentation about you.What is it you want to do? What are you good at? What are your ideas?What differentiates you? How do you demonstrate that you understand and appreciate their needs? Think of them as potential customers as opposed to someone who may give you a job.What networks – connections – do you bring to the job, to the company?What are your learning and development plans? What do you do now to keep yourself up to date and learning new skills continuously?Build the CV that speaks to them – what they need not what you have done. CV should be customized and speak to their needs.
We talked about two challenges associated with the intergenerational workplace:Multiple cohorts with different views of the workplace and how they expect to be treated within this workplace. They come with different wants, needs, experiences and learning styles. Because of these differences, oftentimes, we experience conflict between, and around the cohorts – primarily due to the perceptions we hold about each of the cohorts; what we need to do is learn about the other cohorts and how best to leverage those differencesThe boomers have already started leaving the workplace and this will only increase, significantly, as we move closer to 2020 – potentially leaving significant gaps in required expertise. We need to put in place a process to identify current skills and roles and then attempt to predict which of these roles and skills we need to keep in place and which ones we need to develop. This process will help us to close potential expertise gaps. This is the boomer leader legacy process.
Thanks for your interest and participation. Mention the Clash of the Cohorts brochure and the digi cloth for their smartphones and cell phones. Have copies available of Boomer Leader Legacy and Demographic Clues.