This document discusses how to train employees to become effective supervisors. It recommends a 3 step process: 1) Ensure employees learn technical job skills; 2) Set clear expectations for their new supervisory role and responsibilities; 3) Model desired behaviors. The role of a supervisor is multidimensional, involving tasks like assigning work, monitoring performance, coaching, and disciplining. Transitioning from an individual contributor to a supervisor requires adjustments in role, attitude, and skills. Creating the right conditions can help motivate employees in their new roles.
A good guide to the science of coaching and developing your employees as well as the basic skills needed as a supervisor. New supervisors will find this training helpful in making the transition from a position where they were technically proficient to one where they rely on their subordinates for that proficiancy.
An able supervisor can make or break the performance of a team. A herd of sheep lead by a lion wins, while a pride of lions lead by a sheep fails. The management has to invest in developing their supervisors to excel in their managerial skills. This presentation lists the skills that are required to excel as a supervisor.
A good guide to the science of coaching and developing your employees as well as the basic skills needed as a supervisor. New supervisors will find this training helpful in making the transition from a position where they were technically proficient to one where they rely on their subordinates for that proficiancy.
An able supervisor can make or break the performance of a team. A herd of sheep lead by a lion wins, while a pride of lions lead by a sheep fails. The management has to invest in developing their supervisors to excel in their managerial skills. This presentation lists the skills that are required to excel as a supervisor.
>>https://workexcel.convertri.com/see-all-14-skills
Even more details on New Supervisor Training: https://workexcel.convertri.com/14-vital-skills-for-supervisors -
This New Supervisor Training PowerPoint helps new supervisors or seasoned supervisors who need additional help to lead employees better, reduce risk to the organization, reduce their stress, and accelerate their skills to improve productivity, reduce conflicts, reduce grievances, and increase workplace harmony. It's all about relationships with supervisors....and it's all about leadership in those relationships, but you can't count on supervisory staff knowing what to say, how to say it, what to do, and how to do it. This program does that. It is stuffed with a zillion tips and we cut out all the fluff. You get all meat and potatoes, now hot air. We created this program to take any supervisor and in two hours pack their brain with skills and abilities like a sardine can---and then leave them with the ability to return to it 24 hours a day to get the answer to supervisory questions the need answered right now. This new supervisor training program goes the extra mail. It covers observing performance, documenting, confronting, communicating properly with upper management, reducing risk of violence in the workplace, doing investigations properly, praising and inspiring employees, and much more. Enjoy this skill #8 and feel free to remove the tags in it or edit the content to suit your purposes. New Supervisor Training PowerPoint help is now easily done. Please contact us if we can help you in anyway. Many other new supervisor training programs and courses are available. One of the most overlooked groups, with regards to training, is old supervisors. There are many new supervisor training programs, but few for seasoned supervisors. This can be a real disadvantage for a business and also for the experienced supervisor. The business world is constantly changing and everyone old and new needs to keep up with their training. Sections of new supervisor training may be totally new to even a seasoned supervisor and they can benefit by learning these new skills. Technology has made so many improvements in how we work and how we supervise that it is imperative that all supervisors are trained in these techniques. Laws and regulations are also constantly changing and sometimes old supervisors get lost in the past and training can help to bring them up to speed with the way laws and regulations are today. But nothing is more important the communication and relationship skills. These soft skills or rather a lack of them are what increase risk to organizations. With this new set of training courses both new supervisors and older supervisors will become champions of productivity.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
Global College Malta offers a set of specially designed short courses, which are designed to increase your effectiveness at work and enhance your CV. The short courses will be delivered by Dr Ashok Srivastava, an experienced senior lecturer and full-time member of staff of Global College Malta, who also lectured in Dubai, USA and other countries.
This training program / workshop helps first-level managers/ supervisors de¬velop and apply key supervisory skills at work. It is intended for a wide group of supervisors / first level managers. It covers key skills which supervisors need to improve their own work performance and enhance the productivity of staff working under them.
Length: 3h
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
People management is one of the most difficult areas of management nowadays. People are not machines, they are complicated, emotionally unstable and a good manager needs anticipate any possible issue that might appear in their job lives in order to maintain the team motivation and performance.
If you want to learn more about this topic: https://www.newsteer.com/resources/people-management-101
Managing staff poor performance handling staff capability issuesThe Pathway Group
Managing Poor Performance and capability
In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill, and yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear and well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process, and secondly to give your staff and therefore your business the best chance of being successful.
When poor performance occurs
• Deal with poor performance immediately
• Don’t pre-judge the situation
• Be specific
• Be calm!
• Offer support
>>https://workexcel.convertri.com/see-all-14-skills
Even more details on New Supervisor Training: https://workexcel.convertri.com/14-vital-skills-for-supervisors -
This New Supervisor Training PowerPoint helps new supervisors or seasoned supervisors who need additional help to lead employees better, reduce risk to the organization, reduce their stress, and accelerate their skills to improve productivity, reduce conflicts, reduce grievances, and increase workplace harmony. It's all about relationships with supervisors....and it's all about leadership in those relationships, but you can't count on supervisory staff knowing what to say, how to say it, what to do, and how to do it. This program does that. It is stuffed with a zillion tips and we cut out all the fluff. You get all meat and potatoes, now hot air. We created this program to take any supervisor and in two hours pack their brain with skills and abilities like a sardine can---and then leave them with the ability to return to it 24 hours a day to get the answer to supervisory questions the need answered right now. This new supervisor training program goes the extra mail. It covers observing performance, documenting, confronting, communicating properly with upper management, reducing risk of violence in the workplace, doing investigations properly, praising and inspiring employees, and much more. Enjoy this skill #8 and feel free to remove the tags in it or edit the content to suit your purposes. New Supervisor Training PowerPoint help is now easily done. Please contact us if we can help you in anyway. Many other new supervisor training programs and courses are available. One of the most overlooked groups, with regards to training, is old supervisors. There are many new supervisor training programs, but few for seasoned supervisors. This can be a real disadvantage for a business and also for the experienced supervisor. The business world is constantly changing and everyone old and new needs to keep up with their training. Sections of new supervisor training may be totally new to even a seasoned supervisor and they can benefit by learning these new skills. Technology has made so many improvements in how we work and how we supervise that it is imperative that all supervisors are trained in these techniques. Laws and regulations are also constantly changing and sometimes old supervisors get lost in the past and training can help to bring them up to speed with the way laws and regulations are today. But nothing is more important the communication and relationship skills. These soft skills or rather a lack of them are what increase risk to organizations. With this new set of training courses both new supervisors and older supervisors will become champions of productivity.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
Global College Malta offers a set of specially designed short courses, which are designed to increase your effectiveness at work and enhance your CV. The short courses will be delivered by Dr Ashok Srivastava, an experienced senior lecturer and full-time member of staff of Global College Malta, who also lectured in Dubai, USA and other countries.
This training program / workshop helps first-level managers/ supervisors de¬velop and apply key supervisory skills at work. It is intended for a wide group of supervisors / first level managers. It covers key skills which supervisors need to improve their own work performance and enhance the productivity of staff working under them.
Length: 3h
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
People management is one of the most difficult areas of management nowadays. People are not machines, they are complicated, emotionally unstable and a good manager needs anticipate any possible issue that might appear in their job lives in order to maintain the team motivation and performance.
If you want to learn more about this topic: https://www.newsteer.com/resources/people-management-101
Managing staff poor performance handling staff capability issuesThe Pathway Group
Managing Poor Performance and capability
In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill, and yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear and well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process, and secondly to give your staff and therefore your business the best chance of being successful.
When poor performance occurs
• Deal with poor performance immediately
• Don’t pre-judge the situation
• Be specific
• Be calm!
• Offer support
ABC Architecture | Consulting | Engineering
ABC is a leading architectural and engineering firm specialized in the Hospitality, Retail and Food & Beverage sectors, present in Spain, UK, Hong Kong, Canada, Indonesia, France, Malaysia, Germany, United States, Italy, Singapore, Russia, Poland, Australia, Netherlands, Sultanate of Oman, Sweden and China.
This paper presents an overview of the phonology and sociolinguistic situation of Kanauji as it is spoken in Kanpur district of Uttar Pradesh. Kanauji is spoken by more than six million people across seven districts, i.e., Auraiya, Etawah, Farrukhabad, Hardoi, Kanpur, Mainpuri, Pilibhit and Shahjahanpur, of Uttar Pradesh, India in various forms. It falls within EDGIS 6b (see Ethnologue 2013) and therefore deserves immediate reinvigoration policies. Among these verities, Kanauji of Kanpur presents very interesting case in various linguistic levels due to heavy confluence of other languages/dialects such as Standard Hindi, English, Awadhi, Braj, Bhojpuri, etc. (Chaturvedi 2015).
Till date no extensive work on Kanauji has been reported after Linguistic survey of India (1894-1928) conducted by George A. Grierson. However, some scholars while working on different languages and across different disciplines have used examples from Kanauji as supplementary materials (see Trivedi 1993, 2005; Mishra and Bali 2010, 2011).
Apart from throwing insights into the current sociolinguistic situation, this work describes basic phonemic inventory, consonants clusters, diphthongs, syllable structure and some phonological processes such as epenthesis, deletion and reduplication in Kanauji.
The study is a result of twenty days of fieldwork in some rural and urban areas of Kanpur Nagar district, Uttar Pradesh and subsequent preparation of a small speech database of Kanauji. This database (speech and text) consists of basic word lists, basic sentences, free discourse, stories, folktales, interviews, etc. elicited by a range of native speakers (both male and female) belonging to diverse age groups, educational backgrounds and professions.
Although the paper specifically focuses on Kanauji spoken in Kanpur, it is assumed that it also represents other forms of Kanauji till some extent. Wherever it is required, suitable examples from Standard Hindi and other Indian languages are given to make the paper more explanatory and more descriptive in nature.
Can 2014 Beat the records set in 2009. The number of major contenders in a constituency ws at its highest, beating earlier records set in 1996 and 1952..... by ilendra vyas
Management and Leadership Skills: Why they are important and how to get them. Presented for Boston University Corporate Education Group by
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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1. How to Train Employees to Be
Supervisors
NSAA/NASC Joint Middle Management
Conference April 16-18, 2007
Presentation by
Robert Black
Dean, Government Audit Training Institute
Graduate School, USDA
3. Questions to Consider in Training
Employees to be Supervisors
1. Does every employee want to be a
supervisor (want to move up)?
2. Can every employee be an effective
supervisor?
3. How do you know when an employee is
ready to be a supervisor?
4. Should an employee be trained first, then
moved up, or moved up then trained?
4. This Discussion Will Cover:
The various responsibilities of a supervisor
3 steps to developing a supervisor
The adjustments required for moving from
staff to a supervisory role
Power, personal styles, performance
Gen Xers, the New Millennials – retention
and motivation
5. Definition of a Supervisor
One who supervises others by assigning
and monitoring tasks.
7. Individual Exercise
Write down as many duties, functions,
responsibilities that you can think of that
should be performed by a supervisor.
– Take one minute to make a list
– You may be asked to share it with the group
8. Multi-dimensional Role of a
Supervisor
Assign tasks
Monitor work
Provide OJT
Coach
Discipline
Counsel
Influence
Control quality
Assess performance
Ensure EEO
compliance
Enforce policy and
rules
Administer leave
Communicate rules,
policies, objectives
Run meetings
9. Food for Thought
“A manager [supervisor (added)] has got to
remember that he is on stage every day.
His people are watching him. Everything
he does, says, the way he says it, sends
off clues to his employees. These clues
affect performance.”
(Manager quoted in First Break All the Rules:
What the World’s Greatest Managers Do
Differently, Simon & Schuster, 1999)
10. Performance
What are the key components of a person’s
performance?
Performance = Ability + Support + Motivation
11. How to Approach Developing a
Supervisor
I. Ensure employee learns the basic
technical aspects of the job
II. Set expectations - plan together by
writing down steps leading to a
supervisory role/teach HR role
III. Follow through and always model the
expected behavior
12. Step I. Learning the Job Basics
Assume this is an auditor position; the
auditor must be able to (among other
things):
Research
Interview
Prepare working papers
Understand auditing standards
13. Preparing Staff for a Supervisory
Role
There are two main roles for which staff
must be trained:
1. Technical
2. Human relations
15. Technical Role of the Supervisor
Define audit objectives and scope
Determine methodology
Develop audit guidelines
Segment work into tasks
Delegate and assign tasks to staff
Monitor audit progress
Review evidence and working papers
Review report products
16. Step II. Set Expectations and
Teach HR Role
This step involves a combination of
discussions, demonstrations, instruction,
modeling
Timing as to when to start and when to
carry out these functions is dependent on
circumstances and judgment
17. Human Relations Role of
Supervisors
Set expectations
Provide OJT and feedback
Monitor staff performance
Appraise staff performance
Identify developmental needs
Manage conflict
Discipline
18. Creating a Climate for Productivity
Communicating
Motivating
Optimizing diversity
19. Required Adjustments from Staff to
Supervisor
In order for a staff person to become a
supervisor, that person must make
adjustments in 3 areas:
1. Role
2. Attitude
3. Skills
20. Examples of Adjustments –
1. ROLE
Old ROLE to new:
Direct control over
results to indirect ctl.
Work with peers to
supervise former
peers
Follow policies to
interpret policies
Required adjustments:
Accept less direct
control
Maintain role of
leader
Represent the
organization
21. Adjustments to 2. ATTITUDES
Old ATTITUDES to new
Desire to/willingness to:
Be well liked/praise or
criticize others
Avoid conflict/deal
with conflict
Compete with others/
develop cooperation
Required adjustments:
Accept new power &
relationships
Expect conflict
Shift focus to team
22. Adjustments to 3. SKILLS
Primary emphasis on
technical skills to
greater emphasis on
human skills and
broader goals:
Preparing working papers
to reviewing
Outlining and drafting
report segments to re-
viewing for compliance
with audit prog., policies,
and standards
Required adjustments:
Improve skill at finding
“holes” in evidence,
support, etc.
Improve skill at reviewing,
communicating, and
advocating reports to
higher levels
23. POWER is now MINE!
Power is the ability to influence the actions
of others.
25. Personal Styles
In order to become a supervisor, staff
must:
a. Recognize their own managerial and
interpersonal styles, and
b. Improve their effectiveness with
subordinates
26. III. Followthrough & Modeling
In training staff to become supervisors,
you must teach and model behaviors for
them; for example:
– Personal styles of managing
– How to conduct meetings
– How to handle conflict
– Focusing on performance
31. Planning a Meeting
Desired outcomes -
objectives
Who (depends on
objectives)
Type: feedback,
decision making, etc.
Length
Timing
Agenda
Process
Roles (presenter,
facilitator, recorder,
etc.)
Decision process
32. Managing Conflict
Types of conflict
Technical
Interpersonal
Aspects of conflict
Destructive
Constructive
33. Conflict Management Styles
Compete – position allows it; agreed to
Avoid – unimportant issue; time not right
Compromise – some leeway; resources limited
Accommodate – relationships more important
Collaborate – commitment to cooperation; time
34. Motivation
A. Maslow (40’s & 50’s)
B. Herzberg (50’s &
60’s)
C. Deci (1970’s)
A. Hierarchy of needs –
satisfy one and move
up (5 needs)
B. Motivators and
hygiene
(maintenance) factors
C. Intrinsic motivation
35. Intrinsic Motivation
Stems from the innate sense of
accomplishment and enjoyment one gets
from doing good work
We do something because it is worth
doing
Performing the work makes us feel good
about ourselves; we feel competent and in
control
36. The Question is NOT how to
motivate others, but…
…how can leaders create
conditions under which others
will motivate themselves.
37. Perspectives on One Generation
Motivating Another
Matures
Baby Boomers
Gen Xer’s
New Millennials
Born before 1945
Born 1945 -1964
Born 1965 – 1979
Born 1980 +
38. New Values in the Workplace -
A Retention Issue
“Gen Xers and New Millennials have
essentially said to their managers – the
Matures and especially the Boomers –
‘We don’t share your definition of success.
We define success differently and will
pursue other rewards for our work.’”
Motivating the “What’s In It For Me?”
Workforce, Cam Marston, 2005
39. How Different Are They?
For them…
Jay Leno has ALWAYS been host of The
Tonight Show (Johnny Carson WHO?)
TV without “cable” is inconprehensible
The Cold War is just in history books
Going to the moon is old science
40. It’s not about the workday…
…it’s about the end result.
Younger workers look at what they
accomplished, not how many hours they
worked in a day
Up and coming supervisors have different
values/expectations; their supervisees
also different
41. Conclusions
The supervisory role is complex and
challenging
3 steps to developing new supervisors:
– train (technical & HR)
– set expectations for changing role
– model behavior (e.g., conflict management)
Understand the new workforce in order to
motivate and retain
42. Contact Information
Robert Black
Dean, Government Audit Training Institute
and Financial Management
Graduate School, USDA
Phone: 202-314-3560
E-mail: robert_black@grad.usda.gov