Managing the Workforce of the Future
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Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders Presentation made to the Excess/Surplus Lines Claims Associaton at its annual conference in Southampton, Bermuda. Presentation features the shifts in workplace values that require organizational leaders to change their approach to workforce management.
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This document summarizes a presentation on leading and engaging a multigenerational workforce. The presentation discusses how different generations have different attributes and views of work. It emphasizes that while generational differences can cause misunderstandings, a multigenerational workforce provides benefits like more flexibility and innovation if differences are managed effectively. The presentation focuses on engaging and leading Generation Y employees and provides recommendations like emphasizing career development, coaching, and team building activities. It concludes that each generation contributes unique talents and that effective leadership is needed to facilitate collaboration across generations.Generation Y - Managing The Unmanageable
This document discusses generational differences in the workplace, with a focus on Generation Y. It summarizes research on Generation Y employees, who tend to be ambitious, self-absorbed, and wanting to change the world. While often viewed as disloyal job-hoppers, additional research found that Generation Y members are actually driven by ethics and purpose, with over 60% staying in their jobs for 3+ years. The document also discusses employers' views of young peoples' skills and what skills are needed, and the CMI's Campus CMI program to help develop leadership skills in schools.
Building a Strong Multigenerational Workplace
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).
Leveraging Every Generation for Your Bottom Line
The document discusses leveraging different generations in the workplace. It defines the four main generations currently in the workforce (Traditionalists, Baby Boomers, Generation X, and Millennials) and examines their work styles and motivations. The document also addresses leadership gaps as older generations retire and discusses strategies for improving communication and collaboration across generations to attract, retain, and develop talent. These strategies include surveying employees, creating opportunities for informal and scheduled updates, setting communication guidelines, and using technology and mentoring programs.
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This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
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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. Generational Issues
The document discusses generational issues in the workforce and HR's role in managing them. It covers topics like aging baby boomers, hiring and retaining millennials, and facilitating information sharing between generations. Specific challenges with each generation are examined, such as labor shortages from boomers retiring and millennials preferring flexible work schedules. The document provides examples of programs companies have implemented to address generational differences, such as mentoring, flexible work arrangements, and leveraging technology to bridge digital divides between older and younger workers.
Recruiting the Generations
Describes the key working Generations, how they differ, and what it takes to recruit and retain them..
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This document summarizes key points from a book about leadership in an aging workforce. It discusses how the US workforce is aging as lifespans increase. By 2030, millennials will outnumber baby boomers. Each generation has different traits that affect their work styles. As the workforce becomes more diverse in age, gender, ethnicity and other factors, managers must consider varying perspectives. The future will require adapting to technological changes and retaining both older and younger employees. Leaders need self-awareness and must develop different skills to effectively manage a multigenerational workforce.
Masterclass: Harmonizing A Multigenerational Workforce With One Employer Brand
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.
Leadership Strategies for Millennial Employees
This document discusses strategies for leaders to effectively manage Millennial employees. It begins by defining Millennials as those born between 1980-2000, and explains they will soon comprise nearly half the workforce. The document then outlines key traits of Millennials, such as being team-oriented and focused on achievement. It suggests leaders provide frequent feedback, focus on employees' strengths, and allow them to contribute to the organization's purpose. The conclusion states that leaders must understand generational differences and embrace Millennials' skills to help organizations grow and benefit from their potential.
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Managing the Workforce of the Future
- 1. Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders Presented to ESLCA Annual Conference October 14, 2009 Marnie E. Green Management Education Group, Inc.
- 2. Text Your Comments/Questions to 480-705-9394
- 3. Mom and Dad
- 11. NANOBOT “ N early a utonomous, n ot in the o ffice, doing b usiness in their o wn t ime” Source: Wall Street Journal
- 20. Painless Performance Evaluations: A Practical Approach to Managing Day-to-Day Employee Performance Free Download! Now Available on iPhone http://a.tapstack.com/green/ppe/ Marnie Green www.managementeducationgroup.com
- 21. Thank you for your time! Marnie E. Green Management Education Group, Inc.