Switch the passion back on. Discover how to engage your employees and hire for compatibility.
Checkout this slide deck or watch the free online MasterClass delivered at Google's Innovation Campus ☛ http://welcome.openelevator.com/optin/
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.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
Millennials in the Workplace - How to better connect with them in the workplaceXPotential
This document discusses how to better connect with Millennials in the workplace. Millennials expect to stay in jobs for less than 3 years and value meaningful work. They challenge hierarchies and want feedback. Employers should cultivate learning, offer training, provide mentoring, set clear targets, and give recognition to engage Millennials. Google's YouTube office exemplifies engaging Millennials with amenities like free food, collaboration spaces, and fun areas like a slide and putting green.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
This document is a presentation about managing millennials in the workplace. It begins with sign-in instructions for webinar participants and then discusses generational differences in outlook, work ethic, leadership styles, and relationships. It provides information on current millennial employment trends, positive recruitment and hiring practices, the importance of relationships and feedback for millennials, and how to facilitate their success through training, clear expectations, and mentoring relationships. The presentation emphasizes that training is key to retention and engagement of millennial employees. It concludes by asking participants to discuss practices their organizations have in place to support millennials and how leaders can develop access to knowledge across generations.
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. They developed benefits like emergency time off, volunteer days, fair pay and student loan repayment assistance. Leaders are expected to have regular check-ins with their teams. The goal is to retain millennial talent, who will make up 75% of the workforce by 2025, by addressing what they most want in a workplace.
You Can't Manage Millennials: Recruiting, Engaging, and Retaining MillennialsQualtrics
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today's ever changing workplace.
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.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
Millennials in the Workplace - How to better connect with them in the workplaceXPotential
This document discusses how to better connect with Millennials in the workplace. Millennials expect to stay in jobs for less than 3 years and value meaningful work. They challenge hierarchies and want feedback. Employers should cultivate learning, offer training, provide mentoring, set clear targets, and give recognition to engage Millennials. Google's YouTube office exemplifies engaging Millennials with amenities like free food, collaboration spaces, and fun areas like a slide and putting green.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
This document is a presentation about managing millennials in the workplace. It begins with sign-in instructions for webinar participants and then discusses generational differences in outlook, work ethic, leadership styles, and relationships. It provides information on current millennial employment trends, positive recruitment and hiring practices, the importance of relationships and feedback for millennials, and how to facilitate their success through training, clear expectations, and mentoring relationships. The presentation emphasizes that training is key to retention and engagement of millennial employees. It concludes by asking participants to discuss practices their organizations have in place to support millennials and how leaders can develop access to knowledge across generations.
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. They developed benefits like emergency time off, volunteer days, fair pay and student loan repayment assistance. Leaders are expected to have regular check-ins with their teams. The goal is to retain millennial talent, who will make up 75% of the workforce by 2025, by addressing what they most want in a workplace.
You Can't Manage Millennials: Recruiting, Engaging, and Retaining MillennialsQualtrics
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today's ever changing workplace.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
The Evolution From Management From Leadership to CreativeshipMonster
We’ve evolved from Management to Leadership, and now need to evolve to Creativeship, defined as the necessity to create an organizational culture that can compete and thrive in this new era.
The combination of technological advances (including social media), globalization, shifting economic drivers, government intervention, vastly different motivational drivers within different generations, and the emergence of social responsibility is leading to a pronounced shift in the definition of leadership.
Over the past 25 years, we have seen the shift from managing things, data, process (management) to leading people (leadership).
Going forward, leaders will now need to focus on Creativeship – defined as creating sustainable cultures.
This presentation will push you to think differently on how best to flourish in this era of speed, technological advances, and innovation.
Key take-a-way points include:
* Why you need to link your employment brand to your product or service brand
* Importance of thinking global
* Why and how to leverage social media
* Best practices to boost innovation, speed, technology, engagement, purpose, inclusion, collaboration, and engagement
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
This document discusses generational differences in the workplace and how to best manage a multigenerational workforce. It focuses on the millennial generation and their characteristics as employees. Some key points made are that millennials and other generations share similar motivations for challenging work but different demotivators. It provides advice on how organizations can attract, retain, and engage millennial talent, including being flexible and focusing on their strengths and learning preferences like teamwork and technology. The overall message is that recognizing generational differences can help foster understanding and "fusion" between generations in the workplace.
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
This document discusses managing a multi-generational workforce, identifying four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It outlines the core values and behaviors of each generation, strategies for their success, and motivating messages. Best practices for managing a multi-generational workforce include knowing your company's demographics, being flexible to different generations' needs, building on their strengths, providing training, encouraging mentoring, and embracing diversity.
From an employee engagement standpoint, is engaging millenials different from the rest. If it is different, how different it is.
What need to be kept in mind for employee engagement, when you have a size bale millenial population.
Sorting Truth from Myth regarding Millennial Pay
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this broadcast.
For the full video version of this presentation, visit VisionLink's website at: http://www.vladvisors.com/compensation-knowledge-center/webinars/what-millennials-want-in-a-pay-plan
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Recent research suggests we are entering the end of sustainable competitive advantage. The key to success in turbulent times comes from several key areas like, strategy as process, understanding the dynamics of change, keeping your L>C, and leveraging technology. In this all new session, Tom will cover the latest ways to find your edge. He will also feature a mini-session on Communications led by Dana Rubenstein, esq and the latest personal technologies to keep your L>C. You will learn about the five R's ROA (return on attention), ROL (learning), ROC (culture) and ROI, ROP (Return on People) and how you can apply them to your firm. You will also learn how vision and strategy are used to maintain a competitive edge and engage your people to give you their best.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
Managing the Generation Gaps is a presentation about understanding the characteristics of different generations (Baby Boomers, Gen X, and Millennials) and how to communicate effectively with each generation. The document discusses the employment expectations and work ethics of each generation. Baby Boomers value hard work and loyalty to companies. Gen X values work-life balance and autonomy. Millennials want frequent feedback and meaningful work. Managing across generations effectively can improve employee motivation, productivity, and business success.
Macildowie's presentation on Success Through People on behalf of the CIPD in Leicester.
James Taylor and James Lawson plan to cover Macildowie’s ‘people’ journey over the past ten years, Why they believe that culture is critical, Tips to increase staff engagement, Insight into their own internal 'Talent Pool' L&D programme, Recruiting for behaviours rather than skills in order to hire Leadership potential, The importance of employer branding, Their thoughts on 'Generation y', Their Times 100 Best Companies to work for journey and ‘wellbeing’ in the workplace
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
In just over a decade, it’s estimated that Millennials will make up nearly 75% of the workforce. That’s why it’s essential for companies and their leaders to understand who Millennials are and what makes them tick. Or, in other words, how to keep them engaged. Engaged employees have an enormous impact on customer experience, the quality of products and services, and a company’s bottom line. Millennials are changing the rules regarding employee engagement. To be competitive, organizations need to learn how to attract, engage, and retain Millennials or they won’t be able to stay competitive in dynamic and ever changing workplace.
While a lot has been written about managing Millennials, data and experience suggest that attempting to manage them in the traditional sense won’t work. Millennials want to be part of fast moving, innovative organizations where they can contribute immediately. They are not content to wait in line for opportunities. And they want near continual feedback. After all, they are the first always-connected generation and they’ve grown accustomed to immediate feedback via “likes” and comments in their social media accounts. That’s why businesses that are thriving aren’t trying to manage Millennails, but rather are finding ways to channel the energy of Millennials by giving them big problems to solve and then letting them go to work.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today’s ever-changing workplace.
The document discusses how the millennial generation differs from previous generations in work preferences and how HR practices need to adapt. Millennials prefer frequent communication, learning opportunities, and flexibility over formal meetings and authority structures. The summary also outlines how HR is shifting to acquire, manage, and retain talent through mobile and digital technologies like social recruiting, gamified assessments, and continuous feedback. New performance management focuses on regular check-ins rather than annual reviews to better engage millennial employees.
8 Tips To Communicate With 4 Different Generations In The Modern WorkplaceiOFFICE Inc.
This document provides 8 tips for communicating effectively with a multi-generational workforce. Each generation has different preferences and views of work based on their experiences. The tips include getting everyone on the same page about expectations, using multiple communication avenues to accommodate different preferences, personalizing your approach for each employee, understanding value differences between generations, being aware of different motivating factors, asking questions instead of making assumptions, being willing to teach and learn from each other, and embracing differences among the generations. Effective communication and understanding among a diverse workforce can lead to collaboration, productivity and success for an organization.
The Networked Organization - The New Foundation for High-PerformancePolly Pearson
The document discusses EMC's transformation from a traditional "command and control" organizational structure to a more networked and collaborative model. It outlines how EMC empowered employees to engage with each other and customers through internal social networks and communities. This led to benefits like increased innovation, productivity and engagement. Employees began sharing ideas, expertise and stories which improved recruitment, customer relationships and the bottom line. The transformation showed that shifting to a connected, knowledge-sharing culture with engaged employees can drive business performance.
Jacob Morgan is a principal at Chess Media Group and author who focuses on the future of work and collaboration. In his presentation, he outlines how the roles of employees, managers, companies, and technology are changing. Employees will be more engaged, connected learners who help lead. Managers will rely more on collective intelligence through transparency and distributed decision making. Companies will reward collaboration, engagement, and outcomes over inputs. Technology will be social, cloud-based platforms that integrate mobile and location features, putting more control in users' hands. To adapt, organizations need to connect employees through new collaborative behaviors and technologies.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. The document discusses Cisco's efforts to build trust through mental health initiatives, volunteer time off, emergency time off, and fair pay. It emphasizes the importance of great leaders who have regular check-ins with their teams. Cisco also provides support for student loan repayment, childcare needs like paid parental leave, and eldercare assistance. The goal is to design a workplace that meets the needs of all generations, especially millennials who will make up 75% of the workforce by 2025.
- The document discusses generational differences in the workplace and how to effectively manage and motivate younger generations. It provides characteristics, communication preferences, and wants of Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z.
- Younger generations are motivated more by quality work, growth opportunities, and feeling valued than solely pay and benefits. The best development comes from challenging jobs and feedback from bosses, not just self-study.
- Providing feedback is difficult for most managers but is key for development. Managers must understand generational differences but also recognize individuals, set clear expectations, and offer opportunities to learn from mistakes. Flexibility and sharing leadership helps engage all.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
The Evolution From Management From Leadership to CreativeshipMonster
We’ve evolved from Management to Leadership, and now need to evolve to Creativeship, defined as the necessity to create an organizational culture that can compete and thrive in this new era.
The combination of technological advances (including social media), globalization, shifting economic drivers, government intervention, vastly different motivational drivers within different generations, and the emergence of social responsibility is leading to a pronounced shift in the definition of leadership.
Over the past 25 years, we have seen the shift from managing things, data, process (management) to leading people (leadership).
Going forward, leaders will now need to focus on Creativeship – defined as creating sustainable cultures.
This presentation will push you to think differently on how best to flourish in this era of speed, technological advances, and innovation.
Key take-a-way points include:
* Why you need to link your employment brand to your product or service brand
* Importance of thinking global
* Why and how to leverage social media
* Best practices to boost innovation, speed, technology, engagement, purpose, inclusion, collaboration, and engagement
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
This document discusses generational differences in the workplace and how to best manage a multigenerational workforce. It focuses on the millennial generation and their characteristics as employees. Some key points made are that millennials and other generations share similar motivations for challenging work but different demotivators. It provides advice on how organizations can attract, retain, and engage millennial talent, including being flexible and focusing on their strengths and learning preferences like teamwork and technology. The overall message is that recognizing generational differences can help foster understanding and "fusion" between generations in the workplace.
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
This document discusses managing a multi-generational workforce, identifying four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It outlines the core values and behaviors of each generation, strategies for their success, and motivating messages. Best practices for managing a multi-generational workforce include knowing your company's demographics, being flexible to different generations' needs, building on their strengths, providing training, encouraging mentoring, and embracing diversity.
From an employee engagement standpoint, is engaging millenials different from the rest. If it is different, how different it is.
What need to be kept in mind for employee engagement, when you have a size bale millenial population.
Sorting Truth from Myth regarding Millennial Pay
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this broadcast.
For the full video version of this presentation, visit VisionLink's website at: http://www.vladvisors.com/compensation-knowledge-center/webinars/what-millennials-want-in-a-pay-plan
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Recent research suggests we are entering the end of sustainable competitive advantage. The key to success in turbulent times comes from several key areas like, strategy as process, understanding the dynamics of change, keeping your L>C, and leveraging technology. In this all new session, Tom will cover the latest ways to find your edge. He will also feature a mini-session on Communications led by Dana Rubenstein, esq and the latest personal technologies to keep your L>C. You will learn about the five R's ROA (return on attention), ROL (learning), ROC (culture) and ROI, ROP (Return on People) and how you can apply them to your firm. You will also learn how vision and strategy are used to maintain a competitive edge and engage your people to give you their best.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
Managing the Generation Gaps is a presentation about understanding the characteristics of different generations (Baby Boomers, Gen X, and Millennials) and how to communicate effectively with each generation. The document discusses the employment expectations and work ethics of each generation. Baby Boomers value hard work and loyalty to companies. Gen X values work-life balance and autonomy. Millennials want frequent feedback and meaningful work. Managing across generations effectively can improve employee motivation, productivity, and business success.
Macildowie's presentation on Success Through People on behalf of the CIPD in Leicester.
James Taylor and James Lawson plan to cover Macildowie’s ‘people’ journey over the past ten years, Why they believe that culture is critical, Tips to increase staff engagement, Insight into their own internal 'Talent Pool' L&D programme, Recruiting for behaviours rather than skills in order to hire Leadership potential, The importance of employer branding, Their thoughts on 'Generation y', Their Times 100 Best Companies to work for journey and ‘wellbeing’ in the workplace
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
In just over a decade, it’s estimated that Millennials will make up nearly 75% of the workforce. That’s why it’s essential for companies and their leaders to understand who Millennials are and what makes them tick. Or, in other words, how to keep them engaged. Engaged employees have an enormous impact on customer experience, the quality of products and services, and a company’s bottom line. Millennials are changing the rules regarding employee engagement. To be competitive, organizations need to learn how to attract, engage, and retain Millennials or they won’t be able to stay competitive in dynamic and ever changing workplace.
While a lot has been written about managing Millennials, data and experience suggest that attempting to manage them in the traditional sense won’t work. Millennials want to be part of fast moving, innovative organizations where they can contribute immediately. They are not content to wait in line for opportunities. And they want near continual feedback. After all, they are the first always-connected generation and they’ve grown accustomed to immediate feedback via “likes” and comments in their social media accounts. That’s why businesses that are thriving aren’t trying to manage Millennails, but rather are finding ways to channel the energy of Millennials by giving them big problems to solve and then letting them go to work.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today’s ever-changing workplace.
The document discusses how the millennial generation differs from previous generations in work preferences and how HR practices need to adapt. Millennials prefer frequent communication, learning opportunities, and flexibility over formal meetings and authority structures. The summary also outlines how HR is shifting to acquire, manage, and retain talent through mobile and digital technologies like social recruiting, gamified assessments, and continuous feedback. New performance management focuses on regular check-ins rather than annual reviews to better engage millennial employees.
8 Tips To Communicate With 4 Different Generations In The Modern WorkplaceiOFFICE Inc.
This document provides 8 tips for communicating effectively with a multi-generational workforce. Each generation has different preferences and views of work based on their experiences. The tips include getting everyone on the same page about expectations, using multiple communication avenues to accommodate different preferences, personalizing your approach for each employee, understanding value differences between generations, being aware of different motivating factors, asking questions instead of making assumptions, being willing to teach and learn from each other, and embracing differences among the generations. Effective communication and understanding among a diverse workforce can lead to collaboration, productivity and success for an organization.
The Networked Organization - The New Foundation for High-PerformancePolly Pearson
The document discusses EMC's transformation from a traditional "command and control" organizational structure to a more networked and collaborative model. It outlines how EMC empowered employees to engage with each other and customers through internal social networks and communities. This led to benefits like increased innovation, productivity and engagement. Employees began sharing ideas, expertise and stories which improved recruitment, customer relationships and the bottom line. The transformation showed that shifting to a connected, knowledge-sharing culture with engaged employees can drive business performance.
Jacob Morgan is a principal at Chess Media Group and author who focuses on the future of work and collaboration. In his presentation, he outlines how the roles of employees, managers, companies, and technology are changing. Employees will be more engaged, connected learners who help lead. Managers will rely more on collective intelligence through transparency and distributed decision making. Companies will reward collaboration, engagement, and outcomes over inputs. Technology will be social, cloud-based platforms that integrate mobile and location features, putting more control in users' hands. To adapt, organizations need to connect employees through new collaborative behaviors and technologies.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. The document discusses Cisco's efforts to build trust through mental health initiatives, volunteer time off, emergency time off, and fair pay. It emphasizes the importance of great leaders who have regular check-ins with their teams. Cisco also provides support for student loan repayment, childcare needs like paid parental leave, and eldercare assistance. The goal is to design a workplace that meets the needs of all generations, especially millennials who will make up 75% of the workforce by 2025.
- The document discusses generational differences in the workplace and how to effectively manage and motivate younger generations. It provides characteristics, communication preferences, and wants of Traditionalists, Baby Boomers, Gen X, Gen Y, and Gen Z.
- Younger generations are motivated more by quality work, growth opportunities, and feeling valued than solely pay and benefits. The best development comes from challenging jobs and feedback from bosses, not just self-study.
- Providing feedback is difficult for most managers but is key for development. Managers must understand generational differences but also recognize individuals, set clear expectations, and offer opportunities to learn from mistakes. Flexibility and sharing leadership helps engage all.
As millennials come of age in the workplace, getting them to stick around is becoming a concern. Elements of the employment deal like organizational culture, benefits and working conditions play a critical role in retaining top performers. During this spotlight webinar, millennial branding expert Dan Schawbel will uncover the elements that lead to a clash between generations and how employers can better leverage their programs to meet the needs of the young workers.
During this webinar attendees will hear:
How total rewards contribute to employee motivation
The key factors employees look for in positions and their connection to employee retention
Comparison of workforce generations and its impact on workforce planning
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
Masterclass: Harmonizing A Multigenerational Workforce With One Employer BrandUniversum Global
This document discusses how to harmonize a multigenerational workforce through developing one attractive employer brand. It begins with an overview of Universum and their research on talent perceptions. It then explores differences between generations (Baby Boomers, Gen X, Gen Y) in terms of values, education views, and work preferences. While generations have misperceptions about each other, all want similar things from their career. The document outlines developing an employer value proposition through research to communicate a consistent brand. This involves understanding target groups, competitors, and adapting messaging while keeping the core brand intact. The goal is influencing the employer brand in an effective, sustainable way to attract and retain multigenerational talent.
This document discusses coaching strategies for Generation Y clients. It begins by defining the generations and their differing work attitudes. Common motivators are discussed along with generational distinctions. Statistics about Gen Y are provided and recent research on their job expectations and desires is summarized. Five key drivers that influence Gen Y - technology, consumer mindset, psychological contract, parental involvement, and competition - are outlined. Challenges in coaching Gen Y are explored and 10 strategies are recommended, such as building rapport, customizing the approach, and focusing on long-term impact over quick fixes.
The document discusses building versatile organizations for a fast-changing future. It notes that traditional ways of organizing work and management are inadequate in a volatile world. It also discusses the importance of employee engagement, knowledge sharing, and organizational learning to enable innovation and ensure organizations remain competitive over the long run.
Harmonizing a multigenerational workforce with one employer brandUniversum Global
This document discusses creating a harmonized employer brand that appeals to multiple generations in the workforce. It begins with an overview of Universum and their strategic employer branding approach. Next, it explores the characteristics of different generations (Post-70s, Post-80s, Post-90s) in China and how they differ in values, education views, and work preferences. Developing an Employer Value Proposition that prioritizes attributes appealing to all generations can create an "umbrella brand". Communicating the EVP through generation-specific messages, propositions, and styles can make the employer brand equally attractive to different age groups.
This document discusses how to pay Millennials effectively. It notes that Millennials are the largest generation in the workforce but there are many myths about them. It advocates treating compensation plans as marketing strategies by identifying the audience, what you want them to do, and what they need to believe. Millennials are not a monolithic group and have different career stages such as launchers, accelerators, and catalysts. The document provides guidance on attracting top Millennial talent by defining needed skills, recruiting for roles not just positions, and marketing a partnership that includes a compelling future, positive work environment, opportunities for growth, and financial rewards.
The document discusses strategies for attracting and retaining millennial employees. It defines millennials as those born between 1985-2005 and notes that they will make up 75% of the workforce in 10 years. Some key facts about millennials are that they prefer collaboration, want coaching/mentoring opportunities, and value work-life balance. The document provides tips for employers, such as offering flexible work hours, team-based projects, clear career paths, and social events to build community. It also suggests asking millennial employees questions to better understand their goals and how the company can support them. Overall, the document outlines the importance of catering to millennial preferences in order to attract and retain this growing segment of the workforce.
Employer Branding by Rachele Focardi, Universum AsiaHRBoss
This document discusses employer branding and responsibilities. It begins with an introduction to Universum, a company that helps other companies strengthen their employer brands. It then discusses the Asian talent landscape, noting the large millennial population and their preferences. Next, it defines employer branding and explains why it is important for attracting and retaining talent. Employer branding is shown to be most effective when approached strategically and aligned with business goals. The document discusses which companies are doing employer branding best according to surveys, such as Goldman Sachs, Microsoft, and ExxonMobil. It concludes by questioning whether employer branding is solely HR's responsibility.
2015 11 05 - MRaA Team Development and Engagement Base SlidesMike Rochelle
Rochelle and Associates believes in helping people and organizations reach their full potential. They believe everyone has unique skills and untapped potential. Their approach focuses on aligning personal and professional goals using strengths-based development. They aim to help clients grow capabilities and unlock greater results through a learning process of self-discovery.
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.
This document discusses employee engagement research and provides recommendations for improving performance and retention. It identifies the key drivers of engagement as things like job satisfaction, brand equity, growth opportunities, and relationship with managers. Metrics for measuring engagement include attendance, survey responses, intranet use, and referrals. The document outlines 10 imperatives for maximizing engagement, such as emphasizing employee strengths, connecting them to organizational success, and demonstrating commitment to development. Effective communication, recognition, and supporting innovation are presented as ways to improve engagement.
Is this the end of advertising as we know it? thefaceaus
This document discusses employee engagement research and provides recommendations for improving performance and retention. It identifies the key drivers of engagement as including job type, brand/equity, employee-organizational vision alignment, growth opportunities, culture, relationships, and skills enhancement. Informal measures of engagement are also listed. Ten imperatives for maximizing performance and retention are outlined, such as emphasizing employee strengths, leveraging employee fit, and providing solutions to challenges. Real signs of success are said to include employee referrals, testimonials, and retention. Recommendations are made around communication, recognition, and innovation strategies for engaging graduates.
Learn how to build a better candidate persona with Paul Hebert, contributor to Fistful of Talent and Andre Boulais from Jobvite. They will outline what is a candidate persona and why you need them to improve your recruiting process
Whether you are a nonprofit organization, business professional, an entrepreneur, small business owner, or developing your company’s social media strategy, LinkedIn is a virtual goldmine, offering endless opportunities.
Improving Retention of Millennial Teachers Through Effective Induction Practi...Janet Painter
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
We tend to think of “innovation” in terms of new technology – gadgets, hardware, new apps, and software. But true innovation more often comes in the form of new business models, workflows, service offerings, and office and staffing patterns. This session will center on those innovations that are significantly impacting our firms and our clients. You never know where innovation might sprout!
This session was produced for the DCPA15 Conference in Las Vegas.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. 2
• 1982 -1995 interest: make “lots and lots of money”
! school
! degree
! job
• 1996: cofounded LinkExchange
• 1998: sold to Microsoft for $265 million
• 1996 – 1998: LinkExchange culture changed
Tony Hsieh before happiness…
DISENGAGED
DISENGAGED
4. What drives engagement?
4
GALLUP
Employees are more likely to be engaged if their basic human needs are met.
Decades studying thousands of businesses, 27 millions employees, in over 160 countries
SOURCE: Gallup
5. openelevator.com
What are the basic human needs?
5
Maslow’s Hierarchy
of Needs
Contribution
Tony Robbins’ 6
Human Needs
Self-Actualization /
Fulfillment
Tony Hsieh’s
Happiness Framework
Vision / Meaning
ConnectionLove / Belonging Connectedness
Growth;
Significance
Achievement /
Esteem
Perceived Progress
Certainty
Variety
Safety Perceived Control
Connection
Contribution
& Purpose
Safety &
Certainty
Growth &
Significance
6. What is the hierarchy of needs?
6
Safety & Certainty
Growth & Significance
Connection
Contribution & Purpose
7. Which needs did work meet a long time ago?
7
-7000 -6000 -5000 -3000-4000 -2000 0-1000 1000 2000
Animal
domestication
and simple
agriculture
Organized
agriculture
Cities Dome-
stication
of horses
Pyramids Bronze
Age in
China
Athenian
Democracy
Classic
Maya
Printing
press
Industria-
lization
UNORGANIZED WORK ORGANIZED / SKILLED WORK
8. What changed with the industrial revolution?
8
FIRST
Mechanical production,
railroads, and steam
power
SECOND
Mass production, electrical
power, and the advent of the
assembly line
FOURTH
Artificial intelligence,
big data, robotics, and more
to come
THIRD
Automated production,
electronics, and
computers
1784 1969 20171870
ORGANIZED UNSKILLED WORK AND NOW?
SOURCE: World Economic Forum
10. Why is there increasing demand on engagement?
10SOURCE: World Economic Forum
FOURTH
Artificial intelligence,
big data, robotics, and more
to come
NOW
PARADIGM SHIFT
NEEDED!
1. TO ADDRESS CHANGES IN THE WORKPLACE
• Types of jobs available
• Effective management style
• Focus on individual employee
2. TO ADDRESS CHANGES IN OUR CULTURE!
INNOVATION, CREATIVITY, CUSTOMER SERVICE
11. What is our culture demanding from the workplace?
11
“The mass of men lead lives
of quiet desperation.”
Henry David Thoreau
“…it is very difficult to have a
meaningful life without
meaningful work.”
Jim Collins
Everywhere talk about contribution,
purpose, connection…
TED Talks, social media…
Corporate heroes such as
Bill Gates (passion for people)
Elon Musk (passion about our planet)
Nearly 200
years ago NOW
Quarter of a
century ago
13. Has hiring evolved since the industrial revolution?
13
ASSESSING THE OLD MODEL
CONTENT – unchanged, still includes…
• JOB DESCRIPTION: What we need done …
• REQUIREMENTS: What you should be able to do …
• PAY: What we offer …
• APPLY: How you can contact us …
ASSESSMENT – unchanged, focused on technical factors…
• SKILLS
• EXPERIENCES
• SCHOOLS
REACH – grown massively, and in a targeted way!
15. 15
• Purpose & Values Driven: deliver WOW, pursue growth,
be a little weird
• Managed Culture: values the foundation of every action
• Performance:
! on Fortune’s Best Places to Work list
! grown to largest online shoe store
! sold for $1.2 billion in 2009
…impact of focusing on purpose!
One of
Fortune
Magazine’s
25 Best
Companies
to Work for
17. openelevator.com
What is the state of engagement across the globe?
17SOURCE: Gallup
Only 15% engaged
employees around
the world!
18. openelevator.com
What does engagement look like?
18
Studied 180 Teams to Learn
The Top Traits Successful
Teams Share
3. Meaning – individuals feel that the work has
personal significance
2. Structure and Clarity – teams have clear
goals and roles
1. Dependability – individuals get things done on
time and meet expectations
4. Impact – groups believe their work has purpose
and positively impacts the greater good
5. Psychological Safety – individuals feel safe to
take risks and voice opinions
Connection
Contribution
& Purpose
Growth &
Significance
Safety &
Certainty
19. openelevator.com
What is the impact and result of engagement?
19SOURCE: Gallup
Engagement Results
• 2x lower employee turnover
• 2x higher customer loyalty
• 3x higher growth
• 30% higher income
• 20% higher profitability
• 147% higher earnings per share
Engagement Impacts
Customer
Service
Profitability
Innovation
Employee
Turnover
Wellbeing
Sales Growth
20. openelevator.com
How are we hiring for engagement in the digital age?
20
High turnover
Double-digit
disengagement
High burnout
rate
High level of
dissatisfaction
Low productivity
No raving fans
Poor customer
service
Stalled growth
DISASTROUS BUSINESS ENVIRONMENTMEDIOCRE RECRUITMENT METHODS
• Search global talent pool
Time Money Certainty
• Get friends & family referrals
• Choose the most appealing
resume & interview
21. openelevator.com
How are we “addressing” needs when hiring?
21
ConnectionContribution
& Purpose
Safety &
Certainty
Growth &
Significance
Focus on perks Decorate walls with statements Call all jobs “opportunities” Assess the candidate!
22. Is there a number 1 reason for disengagement?
22
Unclear
Expectations
Misalignment of
Stated Core Values
Dissatisfaction
with Manager
Lack of
Opportunity
Safety &
Certainty
Contribution
& Purpose
Growth &
Significance
Connection
NUMBER 1 REASON
- People are disengaged
- People leave their jobs
- Costs the organization
23. 23
• No managers, no hierarchy of people, hierarchy of roles
• 29% staff turnover in the 1st year
• Fell off Fortune’s 25 best after 8 consecutive years on it
• Medium: “the system had begun to exert a small but
persistent tax on both our effectiveness, and our sense of
connection to each other.”
• Gallup: “Engagement plummets to just 2% among
teams with managers who ignore their employees”
…impact of self-management?
25. openelevator.com
What should we focus on?
25
Include values in job ads Use tools to assess
compatibility
Connection
Contribution &
Purpose
Growth &
Significance
Define growth path
Values are designed to
attract or repel
Growth sets the stage
for both parties to think
long-term
Connection is necessary
for Safety and the
foundation for Meaning
Clarify expectations
Clarity is the basis of
meeting expectations
Safety &
Certainty
28. openelevator.com
2. Establish a framework for assessing values
28
Safety &
Certainty
Growth &
Significance
Connection
Contribution
& Purpose
Safety &
Certainty
Growth &
Significance
Connection Contribution
& Purpose
YOUR
ENVIRONMENT
EMPLOYEE VALUES
Good
relationship with
supervisor
Paid training /
tuition
reimbursement
Reasonable job
security
Meaningfulness
of job
Top Employee Values
• Reasonable job security
• Good relationship with supervisor
• Management recognition of employee
performance
• Paid training / tuition reimbursement
• Meaningfulness of job
• Career advancement opportunities
• Competitive benefits
• Flexibility to balance life and work
• Ample opportunity to use skills/abilities
• Commitment to corporate social
responsibility
30. openelevator.com
What does it take to implement a new model?
30
COMPATIBILITY
Select assessment method
VALUES
Define set of values
SETUP
DATABASE
Include these parameters
e.g.
• Myers Briggs
• DISC
• Five Factor Model
e.g.
• Management recognition
• Tuition reimbursement
• Social responsibility
Applicant Data
Set
Manager Data
Match
Ranking
Match
Ranking
Manager Data
Applicant Data
Set
QUESTIONS
Define position-specific
e.g.
• Skills-related
• Experience-related
• Motivation-related
Full Data
Set
Applicant
Answer Set
SORT
&
FILTER
31. openelevator.com
What is OpenElevator about?
31
• Why did we create the platform?
• How does it work?
• How can it help you?
! increase engagement to improve customer service
! drive growth by cultivating an atmosphere of innovation and creativity
! deliver a sense of belonging, fulfillment and prosperity for your employees