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.
For the first time ever we have 3 different generations in our workforce working together side-by-side: Baby Boomers, Generation X and Millennials (Gen Y).
For the first time ever we have 3 different generations in our workforce working together side-by-side: Baby Boomers, Generation X and Millennials (Gen Y).
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.
The Tidal Wave of a New Generation at Work — Millennials are Shifting the Ret...TEMPOE
Millennials have become a powerful force in many respects, and they are influencing more than just
retail trends. According to Pew Research, millennials surpassed Gen X in 2015 to become the largest
share in the American workforce.
Workplace Frustration: How to Reduce It and Manage Generation Y for An Increa...Bridges LLC
Business owners and managers are frustrated by the difficulty of managing Generation Y and for retaining them for any reasonable length of time. If they will accept the reality of generational differences in the midst of a rapidly changing work environment, they can resolve workplace frustration, keep these young professionals around longer, and increase their profits.
With increasing globalisation, the need is greater than ever to have Leaders and Managers who are equipped with skills and cultural awareness to deal with the environment effectively - particularly when you consider remote teams are more common than ever. This paper starts the debate and provides some food for though.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
Randstad's annual magazine with insights from celebrated employer brands. Interviews with executives from AkzoNobel, CLP Power, Nestlé, Philips and Volvo Cars. Its contents was created by Mot Juste, UK.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
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.
The Tidal Wave of a New Generation at Work — Millennials are Shifting the Ret...TEMPOE
Millennials have become a powerful force in many respects, and they are influencing more than just
retail trends. According to Pew Research, millennials surpassed Gen X in 2015 to become the largest
share in the American workforce.
Workplace Frustration: How to Reduce It and Manage Generation Y for An Increa...Bridges LLC
Business owners and managers are frustrated by the difficulty of managing Generation Y and for retaining them for any reasonable length of time. If they will accept the reality of generational differences in the midst of a rapidly changing work environment, they can resolve workplace frustration, keep these young professionals around longer, and increase their profits.
With increasing globalisation, the need is greater than ever to have Leaders and Managers who are equipped with skills and cultural awareness to deal with the environment effectively - particularly when you consider remote teams are more common than ever. This paper starts the debate and provides some food for though.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
Randstad's annual magazine with insights from celebrated employer brands. Interviews with executives from AkzoNobel, CLP Power, Nestlé, Philips and Volvo Cars. Its contents was created by Mot Juste, UK.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus evans 3rd Annual Global HR Excellence Conference on 13-15 October 2014 to be held in Singapore. H will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce.
For Transcript of his Interview on this Conference, please visit: http://goo.gl/2Ukb5e
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In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving.
This new ebook is explaining organisations and employees how to make the most of the opportunities ahead and tells why managers must be flexible and socially intelligent.
Running head MANAGING A DIVERSE WORKFORCE1MANAGING A DIVERSE.docxwlynn1
Running head: MANAGING A DIVERSE WORKFORCE 1
MANAGING A DIVERSE WORKFORCE 6
Managing a diverse workforce
Name
Institutional affiliation
What does it mean to be an effective manager in a diverse workforce?
According to Chip Conley, the workforce diversity is characterized of gender, ethnicity and age; which needs a much keener attention. He points out that an effective manager should realize that age diversity makes a company stronger and that different generations within a workplace should focus on mentoring one another at work. He emphasizes on the need to allow openness with one another so that wisdom; knowledge, experience and skills from the young to the old and vice versa. According to Chip Conley, the current 60s is the new 40s and that the current 30s is the new 50s; a key note to take on how effective relationship in a workplace could enrichen a company with greater shared wisdom and skills. Every manager need to relate such knowledge in ensuring effective making of modern elders from the millennials.
According to Chip, an effective manager should establish a learning environment for the boomers and the millennials. Each generation should see the other as assets from which they can derive wisdom. Moreover, Chip calls for both the millennials and the boomers to fix their ego, perhaps so that they can enhance their relationship and get to learn from one another. He calls for the need of the managers to enhance a growth mindset in a workplace and the need for the employees to be curious of getting to know what the other generation can offer, and trying to oneself. Chip states that “Curiosity is the elixir for life”
Working on the psychological empowerment of specifics groups and ensuring mental flexibility is very important for various generations to work coherently effectively. Additionally, a manager in charge of a diverse workforce should ensure that the differences existing between the BB and X generations, and the Y and Z generations should be harmonized so that they do not tamper with the achievement of the organizations set goals and objectives (Toro, Labrador-Fernández & De Nicolas, 2019).
Maintaining a positive working environment helps in enhancing the performance of a diverse workforce. Looking at the small business managers, workforce diversity can be well managed if the owner’s manager supports the existing generational interconnections and the variations as a result of the general difference defining these groups by valuing their differences and the similarities. An effective manager is therefore required to cause a diversity openness among the workforce. Such ensure the performance at all levels, i.e. both the organizational and individual. A manager should, therefore, have the ability to effectively enforce the eradication of the internal communication barriers existing as a result generational, racial, gender, ethnic, age, personality tenure, cognitive style, education among other dissimilarities .
Running head MANAGING A DIVERSE WORKFORCE1MANAGING A DIVERSE.docxjeanettehully
Running head: MANAGING A DIVERSE WORKFORCE 1
MANAGING A DIVERSE WORKFORCE 6
Managing a diverse workforce
Name
Institutional affiliation
What does it mean to be an effective manager in a diverse workforce?
According to Chip Conley, the workforce diversity is characterized of gender, ethnicity and age; which needs a much keener attention. He points out that an effective manager should realize that age diversity makes a company stronger and that different generations within a workplace should focus on mentoring one another at work. He emphasizes on the need to allow openness with one another so that wisdom; knowledge, experience and skills from the young to the old and vice versa. According to Chip Conley, the current 60s is the new 40s and that the current 30s is the new 50s; a key note to take on how effective relationship in a workplace could enrichen a company with greater shared wisdom and skills. Every manager need to relate such knowledge in ensuring effective making of modern elders from the millennials.
According to Chip, an effective manager should establish a learning environment for the boomers and the millennials. Each generation should see the other as assets from which they can derive wisdom. Moreover, Chip calls for both the millennials and the boomers to fix their ego, perhaps so that they can enhance their relationship and get to learn from one another. He calls for the need of the managers to enhance a growth mindset in a workplace and the need for the employees to be curious of getting to know what the other generation can offer, and trying to oneself. Chip states that “Curiosity is the elixir for life”
Working on the psychological empowerment of specifics groups and ensuring mental flexibility is very important for various generations to work coherently effectively. Additionally, a manager in charge of a diverse workforce should ensure that the differences existing between the BB and X generations, and the Y and Z generations should be harmonized so that they do not tamper with the achievement of the organizations set goals and objectives (Toro, Labrador-Fernández & De Nicolas, 2019).
Maintaining a positive working environment helps in enhancing the performance of a diverse workforce. Looking at the small business managers, workforce diversity can be well managed if the owner’s manager supports the existing generational interconnections and the variations as a result of the general difference defining these groups by valuing their differences and the similarities. An effective manager is therefore required to cause a diversity openness among the workforce. Such ensure the performance at all levels, i.e. both the organizational and individual. A manager should, therefore, have the ability to effectively enforce the eradication of the internal communication barriers existing as a result generational, racial, gender, ethnic, age, personality tenure, cognitive style, education among other dissimilarities ...
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
Why Millennials Are Important At WorkplaceNipun Gupta
This is basically a presentation which cover the importance of millennials at the organisation or company and also how the organisation achieve the goals with the millennials.
Similar to Harnessing The Potential of Today’s Multi-Gen Workforce - Today Manager Issue 2 2013 (20)
Letter of Appointment of Centre for Executive Education as the Authorised Representative of IPE Management School Paris in the Asia Pacific region. Visit https://www.cee-global.com/mba-disruptive-leadership
The details on the IPE MBA in Disruptive Leadership could be found at http://www.ipe-paris.fr/edu-course/disruptive-leadership/ and https://www.cee-global.com/mba-disruptive-leadership
Overview of Presentation
The Fourth Industrial Revolution (also known as Industry 4.0) is here, and it's changing everything. The advent of cloud computing and the unprecedented availability of information is shaping a business climate that rewards innovation and agility. This shift has the potential for enormous impact on businesses and, consequently, on their brands.
This Digital Revolution has changed the business landscape significantly, transforming the ways in which brands reach out to consumers and how consumers interact with brands. Being present on digital channels has thus become necessary for brands to continue engaging with their customers effectively.
The integration of digital and physical technologies heralds the imminent arrival of a new digital revolution. For brands – especially those still struggling to get to grips with data – capitalizing on the opportunities created by the new ‘Industry 4.0’ could be daunting. Yet all can benefit by self-optimizing for the opportunities and challenges that lie ahead today. From artificial intelligence and analytics to robotics, connected cities to smart homes and the internet of things, key components of Industry 4.0 are being powered by data. So the first thing organizations must do is adjust their mindset.
The primary challenge for businesses today is to navigate the increasingly connected world and changing consumer landscape to reach more customers, more effectively. Today's customers have less time and attention to devote to your brand—and they are surrounded by alternatives every step of the way. You need to stand up, get their attention, and deliver the message they want to hear.
This presentation examines the marketplace's shifting power dynamics, the paradoxes wrought by connectivity that will shape today’s and tomorrow's consumer. We will also discuss the challenges and strategies in driving brand success in today’s digital-driven market place.
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Relationships at the Workplace"
For the list of topics of CEE Key Note Sessions, please visit http://www.cee-global.com/keynote/
For Testimonials, visit http://www.cee-global.com/testimonials/
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
STRENGTH – PERFORMANCE – AESTHETICS
Corporate Wellness Division of CEE
“Working out gives me at least four additional hours of productive time every day.”
– Sir Richard Branson, Founder & CEO of Virgin Group,
When asked what his #1 tip would be for success, in the book ‘The 4-Hour Body’ by Timothy Ferriss
Why Keeping Employee Healthy Leads towards the Development of a Sustainable Competitive Advantage for Your Organisation?
Have you ever considered the impact that an effective corporate wellness programme could make on your business?
Are you interested in making your office a healthy and fun place to work for your employees?
Wondering how a wellness programme can motivate and energize your employees while also possibly reducing health insurance costs to your organisation?
STRENGTH – PERFORMANCE – AESTHETICS (SPA) is the Corporate Wellness Division of Centre for Executive Education (CEE).
Corporate Wellness is any workplace health promotion activity or organisational policy designed to support healthy behaviour in the workplace and to improve health outcomes of your employees.
Being competitive in the market place means more than products and services. Businesses need productive employees to stay competitive in the market place. Employees need good health to stay productive. That’s where SPA Corporate Wellness becomes a key component in your business plan.
SPA Corporate Wellness provides the expertise for planning, promoting and implementing on-site health promotion programmes. All programmes can be custom-designed to meet the site, scheduling/shift, and volume requirements of your organisation.
A corporate wellness programme designed by SPA Corporate Wellness is a combination of educational, organisational and environmental activities designed to support behaviour conducive to the health improvement and well-being of employees. Corporate wellness programs may consist of many components, but the scope of the programmes is defined by the objectives of the companies.
The Benefits of SPA Corporate Wellness Programme
As health improves, so does workplace employee productivity. Research has consistently shows that organisations that provide their employees’ wellness programmes can expect the following benefits:
Decreased healthcare costs
Reduced absenteeism
Increased energy and mental clarity
Increased employee morale and retention rate
Increase Sustainable Profits and Wellness
Reduce Burnout
Reduce Health-Related Costs
Reduce Turnover
Increase Empowerment Mandates
The SPA Corporate Wellness Brochure is available at http://www.corporate-wellness.pro/
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
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Harnessing The Potential of Today’s Multi-Gen Workforce - Today Manager Issue 2 2013
1. Issue 2 2013 • $8
Today’s Multi-Generational Workforce Can They Work Together?
The Owen Perspective View from the Top
Fast Expanding Markets Looking at Global Markets
Maximising
Human Capital
2. 16
Harnessing the Potential
of Today’s Multi-
Generational Workforce
in Singapore
6
Year of the Global
Small- and Medium-
Enterprise
32
Fast-Expanding
Markets: A New Way
to Look at the Global
Markets
50Understanding the
Ageing Consumer
From the Editors’ iii
Desk
Customer Service 4
Self-Servicing
Customer Service
Human Resource
Has Singapore’s 2013 8
Budget Addressed Rising
Costs and Manpower
Crunches?
How Middle Managers 12
Can Become Leaders
of the Future
Features
Farming in Singapore: 22
A Diamond in the Rough
Business
Making Sense of the 26
New MAS Car Loan
Restrictions
Unethical Cost Saving 28
Measures in the F&B
Industry
Innovative Fan 30
Company Excites
Customers
Management Aspirations
Ingredients That 37
Make a Good Leader
The Owen Perspective
View From the Top 41
Management
Viewpoints of a 44
Leader: Mr Daniel Tan
Woman Leader 48
in a Man’s Industry
Marketing
Blurring the 53
Boundaries Between
Offline and Online for
Businesses
Communications
Communicate 56
Clearly Across Cultures
IT Update
What is Business 63
Class Productivity?
Treatments for Big 68
Data in Healthcare
Future of Human– 70
Computer Interaction
Reviews
Products 72
Good Reads 74
SPOTLIGHT
60
How Leaders Can
Drive Innovation
Success
COVER STORY
Scan to Visit
Our New Portal!
iISSUE 2 2013
4. SS
In today’s struggling global economy, it is im-
portant for organisations to leverage the know-
ledge, skills, and abilities of all workers, from all
generations. By capitalising on the strengths and
values of different generations, business leaders
can create a sustainable competitive advantage
for their organisations.
C
hanges in the demographic characteristics of
Singapore’s workforce deserve more attention
from academics, employers, employees, and
policy-makers. Today, many organisations have four
generations working side-by-side in the workplace.
According to Kupperschmidt3
, a generation of employ-
ees consists of individuals born approximately within
the same time span of two decades each. He explains
that a generation is an: “…identifiable group that shares
birth, years, age, location, and significant life events at
17ISSUE 2 2013
5. Table 1: The multi-generational workforce
Generation Years Born Work
Perspectives
Traditionalists 1922–1945
Company loyalty:
Believe in working
for the same
company their
entire career.
Baby Boomers 1946–1964
Live to work:
Believe in putting
in face time
at the office.
Women enter the
workforce in large
numbers.
Generation
Xers
1965–1980
Work to live:
Believe that work
should not define
their lives. Dual-
earner couples
become the norm.
Generation
Yers
1981–1994
Work my way:
Devoted to their
own careers, not
to their companies.
Desire meaningful
work.
Generation
Zers
1995–present
Living and working
their way: Their
struggles in the
work environment
are tied to
their youth and
inexperience.
Desire for change,
stimulation,
learning, and
promotion that
will conflict
with traditional
organisational
hierarchies.
agers is: “Do we want our legacy to be of mentoring
and empowering the next generations, or of fighting
them tooth and nail?” Organisations that embrace gene-
rational differences in values, ways of getting things
done, and ways of communicating will thrive.
Demographic and social trends will have a significant
impact on the workforce in the coming years. In today’s
struggling global economy, it is important for organisa-
critical developmental stages”. Others believe that when
individuals from the same generation share similar his-
torical, economic, and social experiences, they will also
have similar work values, attitudes, and behaviours4
.
The business world is progressively becoming more
global. Services and products offered by businesses are
also becoming more focused and targeted at specific
demographic segments. Many organisations today have
worldwide customers who demand excellent services
and products that meet up their diverse needs, expecta-
tions, and priorities. Simultaneously, the composition
of the global workforce is also changing significantly.
After World War II, the Traditionalist generation, born
1922 to 1945, tended to work at the same employer for
an entire career. Beginning with the Baby Boomers,
born 1946 to 1964, women and ethnic groups began
entering the workforce in increasing numbers. They
brought different needs and perspectives to the work-
place. As the Generation Xers entered the workforce,
they increased job hopping in an effort to increase their
income and balance their lifestyle. Although some
employers made accommodations in response to the
demographic shifts, the basic work model—top down,
command and control, one-size-fits-all, eight to five
workdays—did not radically change.
Now, the emergence of the digital-savvy Generation
Yers has the potential to change the face of work to be
more collaborative, to use virtual teams, to use social
media, and to offer more flexible work hours2
.
The Fifth Generation
Employers must be prepared for a new breed of em-
ployee which is poised to enter the workforce. A whole
generation of them, known as Generation Z, are highly
connected individuals who have grown up with high-
speed Internet, smartphones, and online shopping. Born
from the mid-1990s onwards, they will enter the work-
force in the next five years. This is a generation that has
never known a life without superfast communication
and unlimited access to media technologies.
The five generations and their birth years are depicted
in Table 1.
Challenges in Managing a
Multi-Generational Workforce
A major challenge for today’s Traditionalist and Baby
Boomer managers is to figure out how to develop
younger workers into tomorrow’s managers under a
new business environment. A pivotal question for man-
18 ISSUE 2 2013
6. tions to leverage the knowledge, skills, and abilities of
all workers from all generations. By capitalising on the
strengths and values of different generations, business
leaders can create a sustainable competitive advantage
for their organisations.
Firms struggle with the challenge of effectively mana-
ging a more diverse workforce. These challenges of-
ten relate to variation in perspective, values, and belief
systems as a result of generational and age differences
between managers and employees. The assumption that
people of varying ages will understand each other or
have the same perspective and goals, is untrue. In order
to be successful, managers need to understand and va-
lue diversity that results from generational differences,
varying perspectives, and differing goals.
Each generation brings different experiences, perspec-
tives, expectations, work styles, and strengths to the
workplace. Despite the perceived generation gap from
differing views and potential conflict, organisations
have the opportunity to capitalise on the assets of each
generation to achieve competitive advantage.
Each brings unique assumptions to the job. As a result,
events in the workplace are often interpreted differently
by individuals in different generations. What may seem
like good news to a Baby Boomer might be an unsett-
ling and unwelcome development to a member of Gene-
ration X. Things that members of Generation Y love of-
ten seem unappealing to those in older generations.
Like any other generation, Generation Z brings its
own mindset into the workforce. They are also called
Linksters because no other generation has ever been so
linked to each other and to the world through techno-
logy. Their struggles in the work environment are tied
to their youth and inexperience. They are complete dig-
ital natives and cannot function without communicating
through social media. Their desire for change, stimula-
tion, learning, and promotion often conflicts with tradi-
tional organisational hierarchies.
Leading and Engaging a
Multi-Generational Workforce
When employees join an organisation, they are usually
enthusiastic, committed, and ready to be advocates for
their new employer because they are engaged.
But often, that first year on the job is their best. Re-
search from Gallup Incorporation reveals that the long-
er an employee stays with a company, the less engaged
he or she becomes. This causes businesses to lose out
on profit and sales, and it lowers customer satisfaction.
Gallup estimates that actively disengaged employees
cost the American economy up to US$350 billion per
year in lost productivity.
Managers who harness this unprecedented opportunity
for growth, development, and collaboration can build
bridges between generations and will thrive in today’s
turbulent economic landscape.
For managers who have four generations of employees
working on a project, it can seem like each generation
has its own worldviews, priorities, career models, mo-
tives, and values. They need to enhance their under-
standing of generational characteristics and the impact
of their own management practices on each of these
groups. By doing so, they can leverage on the strengths
of each generation. Taking full advantage of the multi-
generational workforce will enable employers to effec-
tively attract and retain employees, build teams, deal
with change, and increase employee engagement.
Impact of Leadership Effectiveness on
Employee Engagement and Organisational Success
Organisations need to deliver service value and build
good customer relationships in order to generate sus-
tainable results through their loyal customers. In Figure
1, we can see that employees at the forefront of the ser-
vice delivery chain hold the key to building this loyal
customer base1
.
Employees who are engaged and motivated are instru-
mental in delivering the service experience for clients
which results in customer engagement. The level of
employee engagement depends on the organisational
climate, which refers to how employees feel about work-
ing in the organisation. It is the process of quantifying
the culture of an organisation.
We know that leaders create, transform, and manage or-
ganisational cultures. The leader’s values, beliefs, and
leadership styles will impact the organisation’s climate.
We need “Level 5 Leaders” who demonstrate ontologi-
cal humility and possess emotional mastery. They also
need to possess essential integrity in discharging their
day-to-day role and responsibilities towards engaging
the employees.
In his book, Good to Great, Mr Jim Collins examines
how a good company becomes an exceptional company.
The book introduces a new term to the leadership lexi-
con—Level 5 leadership. It refers to the highest level in
a hierarchy of executive capabilities. Leaders at the other
19ISSUE 2 2013
7. References
1
Bawany, S (2011). Ways to Achieve Organisational Success: Role of
Leaders in Engaging the Multi-Generational Workforce published by
Singapore Business Review, 1 November 2011.
2
Bawany, S (2013). Unlocking the Benefits of a Multi-Generational
workforce in Singapore published by Singapore Business Review, 24
January 2013.
3
Kupperschmidt BR (2000). Multigenerational employees: strategies
for effective management. Health Care Manager. 19 (1): 65-76.
4
Smola KW, Sutton CD (2002). Generational differences: Revisiting
generational work values for the new millennium. Journal of
Organizational Behaviour. 23 (4): 363-82.
5
Tay A (2011). Managing generational diversity at the workplace:
expectations and perceptions of different generations of employees.
African Journal of Business Management Vol. 5(2), pp. 249-255, 18
January, 2011
6
Zemke R, Raines C, Filipczak B (2000). Generations at work:
Managing the clash of Veterans, Boomers, Xers and Nexters in your
workplace (2nd Ed). American Management Association, New York, NY.
Professor Sattar Bawany is the chief
executive officer of The Centre for
Executive Education. He is also con-
currently the strategic advisor and
member of International Profess-
ional Managers Association Board
of Trustees and Governing Council
and is the co-chair of the Human
Capital Committee of the American
Chamber of Commerce in Singapore.
Figure 1: Impact of Leadership on Employment and Cust-
omer Engagement1
four levels may be successful, but are unable to elevate
companies from mediocrity to sustained excellence.
Level 5 leadership challenges the assumption that trans-
forming companies from good to great requires larger-
than-life-leaders. The leaders that came out on top in
Mr Collins’ five-year study were relatively unknown
outside their industries. The findings appear to signal
a shift of emphasis away from the hero to the anti-hero.
According to Mr Collins, humility is a key ingredient
of Level 5 leadership. His simple formula is Humility +
Will = Level 5. He explains: “Level 5 leaders are a study
in duality. They are modest, wilful, shy, and fearless.”
Managers who build bridges between generations and
harness this unprecedented opportunity for growth, de-
velopment, and collaboration will thrive. Although it
may seem like a monumental task for management to
ensure that employees understand and accept the idio-
syncrasies of each multi-generational group, it is not
impossible. Management must be the first to acknow-
ledge and accept the unique characteristics and expecta-
tions of employees from different generational groups.
Management should also ensure that individuals from
different generations perceive each other more posi-
tively to avoid any intergenerational disharmony. The
sooner employees from all the existing generational
groups learn to respect and accept one another the easi-
er it will be for them to welcome Generation Z employ-
ees to the new workforce after the year 20205
.
20 ISSUE 2 2013