Millennials now make up a significant portion of the workforce but many are unprepared for leadership roles. While they have strong technical skills, Millennials often lack soft skills such as communication, diplomacy, and relationship building. In order to attract, retain, and develop Millennial talent into future leaders, companies need to offer specialized leadership training programs that focus on soft skills acquisition. The most effective organizations implement coaching and rotational programs to give Millennials exposure to different areas of the business and provide constant feedback to support their growth into leadership.
This document discusses leadership development in the 21st century. It argues that people can be developed into great leaders through certain programs and guidelines. There will be a shortage of qualified leaders in the future due to retiring baby boomers. Organizations need to budget for and implement strategic leadership development programs to train future leaders from within. Developing self-awareness, trust, and experience through volunteerism are key aspects of an effective leadership development program.
The Boomer Leader Legacy (BLL) process is for HR experts and leaders who are succession planning for leadership continuity - as the boomers exit the workforce.
This document summarizes a presentation given at the Women's Insurance Networking Group meeting on November 18, 2014. It introduces the two speakers, Deborah Knupp and Shelli Greenslade, and their backgrounds. The presentation then covered topics like data on the lack of women in leadership positions, how women are not being groomed for top roles, examples of progress and challenges, and four things women can do to develop as leaders including getting feedback, strengthening their network, learning how to lead through change, and finding their authentic boldness through effective self-advocacy. The document provides details on developing personal brands and projecting confidence. It concludes with a roundtable discussion and thanks to attendees.
The document proposes creating a Sara Lee Young Professionals (SLYP) affinity group to attract, develop, and retain young talent. It summarizes the characteristics of Millennials and benefits of developing talent internally. A steering committee is interviewing potential executive sponsors. The group would provide a voice for young professionals and foster a culture that values their input and career growth.
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.
For women, the lack of strong female role models and women in leadership positions makes it much harder for them to get the guidance, coaching and mentorship they need. This report features a number of mentorship programmes for women entrepreneurs in India.
This document discusses how companies can attract and retain Millennial talent. It notes that Millennials currently make up around 40% of the workforce and will be 75% by 2025, so they are a critical group for companies. However, many companies still do not understand what it takes to engage Millennials. The document outlines three key traits of Millennials that impact workplace strategy: they thrive on competition as well as collaboration; they are more interested in new experiences than new jobs; and they evaluate companies like consumers based on alignment with their values. It argues that companies need to provide choice, transparency, opportunities for growth and exposure to different roles to attract and retain Millennial talent.
This document discusses women in leadership and what established businesses can learn from women-owned businesses. It finds that women are increasingly leaving corporate jobs to start their own businesses. Women-owned businesses are succeeding and account for significant economic output. However, established businesses are still failing to get more women into senior leadership roles, despite evidence that mixed gender leadership benefits business performance. Through interviews with over 35 senior women, the document identifies some key lessons for established businesses. These include the need to change organizational culture and structures to be more flexible, collaborative and accommodating of women's leadership styles and lives outside of work in order to retain female talent.
This document discusses leadership development in the 21st century. It argues that people can be developed into great leaders through certain programs and guidelines. There will be a shortage of qualified leaders in the future due to retiring baby boomers. Organizations need to budget for and implement strategic leadership development programs to train future leaders from within. Developing self-awareness, trust, and experience through volunteerism are key aspects of an effective leadership development program.
The Boomer Leader Legacy (BLL) process is for HR experts and leaders who are succession planning for leadership continuity - as the boomers exit the workforce.
This document summarizes a presentation given at the Women's Insurance Networking Group meeting on November 18, 2014. It introduces the two speakers, Deborah Knupp and Shelli Greenslade, and their backgrounds. The presentation then covered topics like data on the lack of women in leadership positions, how women are not being groomed for top roles, examples of progress and challenges, and four things women can do to develop as leaders including getting feedback, strengthening their network, learning how to lead through change, and finding their authentic boldness through effective self-advocacy. The document provides details on developing personal brands and projecting confidence. It concludes with a roundtable discussion and thanks to attendees.
The document proposes creating a Sara Lee Young Professionals (SLYP) affinity group to attract, develop, and retain young talent. It summarizes the characteristics of Millennials and benefits of developing talent internally. A steering committee is interviewing potential executive sponsors. The group would provide a voice for young professionals and foster a culture that values their input and career growth.
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.
For women, the lack of strong female role models and women in leadership positions makes it much harder for them to get the guidance, coaching and mentorship they need. This report features a number of mentorship programmes for women entrepreneurs in India.
This document discusses how companies can attract and retain Millennial talent. It notes that Millennials currently make up around 40% of the workforce and will be 75% by 2025, so they are a critical group for companies. However, many companies still do not understand what it takes to engage Millennials. The document outlines three key traits of Millennials that impact workplace strategy: they thrive on competition as well as collaboration; they are more interested in new experiences than new jobs; and they evaluate companies like consumers based on alignment with their values. It argues that companies need to provide choice, transparency, opportunities for growth and exposure to different roles to attract and retain Millennial talent.
This document discusses women in leadership and what established businesses can learn from women-owned businesses. It finds that women are increasingly leaving corporate jobs to start their own businesses. Women-owned businesses are succeeding and account for significant economic output. However, established businesses are still failing to get more women into senior leadership roles, despite evidence that mixed gender leadership benefits business performance. Through interviews with over 35 senior women, the document identifies some key lessons for established businesses. These include the need to change organizational culture and structures to be more flexible, collaborative and accommodating of women's leadership styles and lives outside of work in order to retain female talent.
The document discusses strategies for engaging multigenerational workforces, with a focus on millennials. It notes barriers like negative stereotypes between older and younger workers, as well as differences in communication styles and values. Millennials seek opportunities for career growth, meaningful work, flexibility, and a sense of purpose. They prioritize work-life balance, learning and development opportunities, and non-traditional rewards like travel and wellness benefits. Engaging millennials requires developing these skills and providing continuous feedback, learning experiences, and a millennial-friendly culture that leverages technology.
Part 1 managing talent retention and succession planning in the next decade Sivanesan K M
This document discusses the challenges organizations face in managing four generations of employees and retaining talent. Managing generational diversity is critical for talent retention and future growth. Younger generations like Gen Y and Millennials have different expectations and were raised with new technologies, requiring organizations to develop contemporary talent management strategies. High attrition is a problem as employees often leave due to a lack of recognition. New approaches are needed to engage and align employees to inspire them to stay and achieve success.
Hay Group_A total reward approach to graduatesJoe Chu
The document discusses approaches organizations are taking to attract, retain, and develop the right graduates. It summarizes interviews with three major clients on their graduate programs. Many organizations now focus on assessing values fit and offering flexible career paths and development opportunities to align with graduates' priorities. Effective communication of total reward packages including benefits, career support, and culture fit are emphasized as important to attracting and keeping the graduates organizations need.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
The document discusses how talent management is changing and the future of talent management. Key points include:
1) Organizational structures are shifting from traditional top-down hierarchies to more collaborative and flexible structures. Automated technology will play a crucial role in talent management.
2) Talent acquisition, learning, performance management, succession planning, and employee engagement are all changing. Tools are focusing more on continuous feedback, just-in-time learning, and predictive analytics.
3) With these changes, the role of managers can shift to having more meaningful conversations about employees' roles, development, and career growth. When supported by technology, this enhances employee engagement and business success.
Interview with: Mark Bocianski, Global Head of Talent Management & Learning, Western Union. Mark Bocianski is the Chairperson at the marcus evans Corporate Learning & Talent Development Summit 2018, taking place April 29 - May 1.
TALENT SPOTTING AND SUCCESSION PLANNING: FILLING YOUR LEADERSHIP PIPELINEHuman Capital Media
We all know succession planning is crucial to our organization’s sustainability. Yet many of us are not investing in it. Why? In part, because the debate about how to spot talent and who to develop is an ongoing one. This webinar will provide you with the best and latest thinking about spotting and growing your talent pipeline.
This webinar will explore the business case for succession planning. Learn practical ways you can build your talent pipeline today.
1) The most pressing HR challenge for organizations in 2012 is a lack of high-potential leaders, according to 31% of respondents. Additionally, 23% cited a shortage of talent at all levels.
2) Lean times have made it difficult for organizations to recruit, retain, and develop future leaders. Companies are also concerned about retaining top talent and losing them to other opportunities.
3) HR leaders must work with senior leaders to address concerns about leadership pipelines and retention by focusing on employee engagement, motivation, and career development.
This document advertises a conference on maximizing social media and content strategies for talent acquisition. The conference aims to provide recruitment professionals with skills and strategies for leveraging various social media platforms like LinkedIn, Facebook, and YouTube to attract and engage candidates. Speakers from companies like Google, Bank of America, and Dell will share best practices on topics like building an employer brand on social media, evaluating different social channels, and using metrics to measure the impact of social recruiting. The event also includes workshops on mobile recruiting, video recruiting, and content marketing strategies.
Three key points:
1) Many US corporations face a potential leadership crisis as baby boomers retire without adequate replacements due to a lack of leadership development programs.
2) Two factors distinguish top Asian leadership organizations: attention to individual and corporate leadership needs, and accelerating key talent through custom training.
3) Highly effective leaders are made, not born - leadership behaviors can be identified, developed and taught to produce strong business leaders. Formal leadership development programs are needed to address the looming leadership gap.
Randstad interviewed 13 Fortune 500 HR leaders about talent issues. The executives reported that their companies are focused on: 1) evolving their workforces to be more diverse; 2) developing STEM skills to address shortages; and 3) adapting to generational differences in the workplace. The leaders said talent issues are a top strategic concern and they are creating programs to better recruit and develop a broad mix of individuals to strengthen their workforces and gain a competitive advantage.
YD Harvard Club Remarks as Article 9 16 15Yvette Donado
The document discusses the role of human resource management in senior leadership positions. It argues that HR must be represented in the C-suite as decisions made there affect the entire organization. HR handles complex issues like compensation, diversity, global staffing, and regulatory compliance. The successful HR executive is a strategic partner who understands how decisions impact organizational goals. Diversity is also imperative for success, as diverse companies have been shown to outperform others and be more attractive to top talent. HR propels growth and drives success when aligned with the CEO's vision.
From Mao to More: Catching up with the next generation of talent in China MSL
From Mao to More: Catching up with the next generation of talent in China is the latest executive whitepaper from MSL China, and provides insights and understanding of upcoming graduates in tier one Chinese cities. It is based primarily on 55 in-depth interviews with Chinese students in universities throughout Shanghai, Beijing, Guangzhou and Chengdu, graduating from 2012 to 2015.
The Chinese saying “three years make a gap” accurately explains how fast Chinese society is changing and how generation gaps are being created. This creates additional challenges when companies are looking to attract upcoming graduates. Values and drivers are in flux, so HR Directors and Country Managers must stay up to date on target group values and mindset if they want to communicate effectively with this changing talent pool.
The whitepaper outlines the most important drivers of this group, as well as their attitudes to their career, international employers, managers and entrepreneurship. It also provides advice and recommended communication strategies for how to best engage, attract and retain this group of people who we identify as ‘Generation More.’
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
Employee Training and Workforce Development. Topics include:
1. Skills Corporations Want From College Grads
2. Trends Shaping Corporate Training And Development
3. Spending on Corporate Training is Soaring
4. The Growing Demand for Soft Skills Training
5. The 10 Top Soft Skills Need by Organizations
6. Training Case Study
The document discusses strategies for organizations to effectively engage millennial employees to maximize innovation. It outlines that millennials, born between 1980-2000, will soon make up the largest share of the workforce. They are driven, tech-savvy, socially responsible, and value work-life balance. To fully unleash millennials' potential, the document recommends cultivating their needs for career growth, a values-based culture, feeling part of a community, and connectivity through technology. Specific strategies include implementing reverse mentoring programs, idea management tools, and innovation contests. The document concludes with questions for discussion around engaging millennials.
This document discusses leveraging a multigenerational workforce and the challenges and opportunities it presents. It provides an overview of the different generations currently in the workforce (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and their characteristics. Managing a multigenerational workforce effectively requires understanding generational differences in values, communication preferences, and views of work-life balance. The document also addresses strategies for engaging and retaining younger generations like Gen Y, as they are an important future investment. However, multigenerational workplaces can also lead to conflicts if generational differences are not properly addressed.
In the workplace, millennial’s are seen as more talented, tech-savvy, and adaptable, as well as risk takers with a desire to accomplish meaningful work. Employers are beginning to see the value of effective millennial engagement in the workplace.
Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
This document introduces the P3 Leader Model for predicting, developing, and measuring leadership effectiveness in today's dynamic business environment. It discusses trends like talent shortages, uncertain economic conditions, empowered consumers, and technological innovation that are challenging traditional leadership models. The P3 Leader Model focuses on three key areas: outcomes related to business and talent performance, personal attributes that enable leadership under uncertainty, and coachable skills to achieve outcomes. It is designed to help organizations build strong leadership pipelines by identifying high-potential talent and developing the right capabilities.
Leadership is one of the driving factors that determine organizational effectiveness and progression. In the VUCA world, the required leadership competencies have become
more comprehensive than ever before. Therefore, leadership development transcends the traditional concept of development of just an individual; it’s much more that today
The document discusses strategies for engaging multigenerational workforces, with a focus on millennials. It notes barriers like negative stereotypes between older and younger workers, as well as differences in communication styles and values. Millennials seek opportunities for career growth, meaningful work, flexibility, and a sense of purpose. They prioritize work-life balance, learning and development opportunities, and non-traditional rewards like travel and wellness benefits. Engaging millennials requires developing these skills and providing continuous feedback, learning experiences, and a millennial-friendly culture that leverages technology.
Part 1 managing talent retention and succession planning in the next decade Sivanesan K M
This document discusses the challenges organizations face in managing four generations of employees and retaining talent. Managing generational diversity is critical for talent retention and future growth. Younger generations like Gen Y and Millennials have different expectations and were raised with new technologies, requiring organizations to develop contemporary talent management strategies. High attrition is a problem as employees often leave due to a lack of recognition. New approaches are needed to engage and align employees to inspire them to stay and achieve success.
Hay Group_A total reward approach to graduatesJoe Chu
The document discusses approaches organizations are taking to attract, retain, and develop the right graduates. It summarizes interviews with three major clients on their graduate programs. Many organizations now focus on assessing values fit and offering flexible career paths and development opportunities to align with graduates' priorities. Effective communication of total reward packages including benefits, career support, and culture fit are emphasized as important to attracting and keeping the graduates organizations need.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
The document discusses how talent management is changing and the future of talent management. Key points include:
1) Organizational structures are shifting from traditional top-down hierarchies to more collaborative and flexible structures. Automated technology will play a crucial role in talent management.
2) Talent acquisition, learning, performance management, succession planning, and employee engagement are all changing. Tools are focusing more on continuous feedback, just-in-time learning, and predictive analytics.
3) With these changes, the role of managers can shift to having more meaningful conversations about employees' roles, development, and career growth. When supported by technology, this enhances employee engagement and business success.
Interview with: Mark Bocianski, Global Head of Talent Management & Learning, Western Union. Mark Bocianski is the Chairperson at the marcus evans Corporate Learning & Talent Development Summit 2018, taking place April 29 - May 1.
TALENT SPOTTING AND SUCCESSION PLANNING: FILLING YOUR LEADERSHIP PIPELINEHuman Capital Media
We all know succession planning is crucial to our organization’s sustainability. Yet many of us are not investing in it. Why? In part, because the debate about how to spot talent and who to develop is an ongoing one. This webinar will provide you with the best and latest thinking about spotting and growing your talent pipeline.
This webinar will explore the business case for succession planning. Learn practical ways you can build your talent pipeline today.
1) The most pressing HR challenge for organizations in 2012 is a lack of high-potential leaders, according to 31% of respondents. Additionally, 23% cited a shortage of talent at all levels.
2) Lean times have made it difficult for organizations to recruit, retain, and develop future leaders. Companies are also concerned about retaining top talent and losing them to other opportunities.
3) HR leaders must work with senior leaders to address concerns about leadership pipelines and retention by focusing on employee engagement, motivation, and career development.
This document advertises a conference on maximizing social media and content strategies for talent acquisition. The conference aims to provide recruitment professionals with skills and strategies for leveraging various social media platforms like LinkedIn, Facebook, and YouTube to attract and engage candidates. Speakers from companies like Google, Bank of America, and Dell will share best practices on topics like building an employer brand on social media, evaluating different social channels, and using metrics to measure the impact of social recruiting. The event also includes workshops on mobile recruiting, video recruiting, and content marketing strategies.
Three key points:
1) Many US corporations face a potential leadership crisis as baby boomers retire without adequate replacements due to a lack of leadership development programs.
2) Two factors distinguish top Asian leadership organizations: attention to individual and corporate leadership needs, and accelerating key talent through custom training.
3) Highly effective leaders are made, not born - leadership behaviors can be identified, developed and taught to produce strong business leaders. Formal leadership development programs are needed to address the looming leadership gap.
Randstad interviewed 13 Fortune 500 HR leaders about talent issues. The executives reported that their companies are focused on: 1) evolving their workforces to be more diverse; 2) developing STEM skills to address shortages; and 3) adapting to generational differences in the workplace. The leaders said talent issues are a top strategic concern and they are creating programs to better recruit and develop a broad mix of individuals to strengthen their workforces and gain a competitive advantage.
YD Harvard Club Remarks as Article 9 16 15Yvette Donado
The document discusses the role of human resource management in senior leadership positions. It argues that HR must be represented in the C-suite as decisions made there affect the entire organization. HR handles complex issues like compensation, diversity, global staffing, and regulatory compliance. The successful HR executive is a strategic partner who understands how decisions impact organizational goals. Diversity is also imperative for success, as diverse companies have been shown to outperform others and be more attractive to top talent. HR propels growth and drives success when aligned with the CEO's vision.
From Mao to More: Catching up with the next generation of talent in China MSL
From Mao to More: Catching up with the next generation of talent in China is the latest executive whitepaper from MSL China, and provides insights and understanding of upcoming graduates in tier one Chinese cities. It is based primarily on 55 in-depth interviews with Chinese students in universities throughout Shanghai, Beijing, Guangzhou and Chengdu, graduating from 2012 to 2015.
The Chinese saying “three years make a gap” accurately explains how fast Chinese society is changing and how generation gaps are being created. This creates additional challenges when companies are looking to attract upcoming graduates. Values and drivers are in flux, so HR Directors and Country Managers must stay up to date on target group values and mindset if they want to communicate effectively with this changing talent pool.
The whitepaper outlines the most important drivers of this group, as well as their attitudes to their career, international employers, managers and entrepreneurship. It also provides advice and recommended communication strategies for how to best engage, attract and retain this group of people who we identify as ‘Generation More.’
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
Employee Training and Workforce Development. Topics include:
1. Skills Corporations Want From College Grads
2. Trends Shaping Corporate Training And Development
3. Spending on Corporate Training is Soaring
4. The Growing Demand for Soft Skills Training
5. The 10 Top Soft Skills Need by Organizations
6. Training Case Study
The document discusses strategies for organizations to effectively engage millennial employees to maximize innovation. It outlines that millennials, born between 1980-2000, will soon make up the largest share of the workforce. They are driven, tech-savvy, socially responsible, and value work-life balance. To fully unleash millennials' potential, the document recommends cultivating their needs for career growth, a values-based culture, feeling part of a community, and connectivity through technology. Specific strategies include implementing reverse mentoring programs, idea management tools, and innovation contests. The document concludes with questions for discussion around engaging millennials.
This document discusses leveraging a multigenerational workforce and the challenges and opportunities it presents. It provides an overview of the different generations currently in the workforce (Traditionalists, Baby Boomers, Gen X, Gen Y, Gen Z) and their characteristics. Managing a multigenerational workforce effectively requires understanding generational differences in values, communication preferences, and views of work-life balance. The document also addresses strategies for engaging and retaining younger generations like Gen Y, as they are an important future investment. However, multigenerational workplaces can also lead to conflicts if generational differences are not properly addressed.
In the workplace, millennial’s are seen as more talented, tech-savvy, and adaptable, as well as risk takers with a desire to accomplish meaningful work. Employers are beginning to see the value of effective millennial engagement in the workplace.
Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
This document introduces the P3 Leader Model for predicting, developing, and measuring leadership effectiveness in today's dynamic business environment. It discusses trends like talent shortages, uncertain economic conditions, empowered consumers, and technological innovation that are challenging traditional leadership models. The P3 Leader Model focuses on three key areas: outcomes related to business and talent performance, personal attributes that enable leadership under uncertainty, and coachable skills to achieve outcomes. It is designed to help organizations build strong leadership pipelines by identifying high-potential talent and developing the right capabilities.
Leadership is one of the driving factors that determine organizational effectiveness and progression. In the VUCA world, the required leadership competencies have become
more comprehensive than ever before. Therefore, leadership development transcends the traditional concept of development of just an individual; it’s much more that today
This document introduces the P3 Leader Model for predicting, developing, and measuring leadership effectiveness. The model focuses on three key areas:
1. Outcomes - Metrics that measure impact on business performance and human motivation, not just financial terms.
2. Enablers - Personal attributes aligned with leading through uncertain times, such as agility, courage, and investing in skills.
3. Capabilities - Coachable skills that matter most for delivering outcomes, such as developing talent and innovation.
The model was created based on research into trends transforming the workplace and interviews with business leaders to identify the most important components of effective leadership. It provides a systematic approach for building strong leadership through talent identification, development,
Millennial-proofing your workplace is an important component to help your business thrive. Workplaces should be created in a way that attracts young talent. O.C. Tanner offers a few suggestions that will help attract Millennials to your workplace.
Leading the Multi-generational Workforce at Workplace rajivnaithani
1) The document discusses how the current generation of workers have different expectations than previous generations. They are more confident and aspirational, seeing their job as a means to fulfill their purpose rather than just a paycheck.
2) A case study is described where a young employee quit because he did not find alignment between his purpose and the job. His older manager was unable to appreciate his aspirational needs.
3) With over 65% of India's population being Generation Y or Z, organizations need to redefine their rules to attract and retain this new workforce. Changes suggested include purpose-based jobs, empowerment over micromanagement, regular feedback, and opportunities for growth beyond just promotions.
The document discusses an approach to identifying and developing effective leaders called the P3 Leader model. The model focuses on three key areas:
1) Effective leadership outcomes that measure a leader's impact on talent and business performance.
2) Effective leadership enablers that assess inherent personal attributes that indicate potential for leadership success.
3) Effective leadership capabilities that can be developed to accelerate performance, unleash talent, and dare to lead.
The model provides a systematic way for organizations to build strong leadership pipelines by predicting potential leaders, developing the right capabilities, and measuring outcomes related to talent and business performance.
The document discusses employee engagement and how gamification can be used to improve engagement. It begins by defining employee engagement and noting that lack of engagement is a major issue. It then discusses how gamification, which was originally used to engage customers, is now being applied to engage employees. Elements of gamification like levels, badges, and leaderboards can motivate employees. Implementing gamification requires bundling it with existing processes and sustaining it over time, but it has the potential to significantly impact productivity and drive change in organizations.
This document discusses research conducted by PwC on female millennials. Some of the key findings include:
- Female millennials, born between 1980-1995, make up a large portion of the current and future workforce. They are more educated than previous generations and entering the workforce in larger numbers.
- Female millennials are more confident in their career progression than previous generations of women. However, a confidence gap still exists compared to male millennials.
- Opportunities for career progression is the most attractive employer trait and top reason female millennials have left employers.
- Flexible work arrangements and work-life balance are very important to female millennials. Employers will need to adapt practices to attract and
The female millennial: A new era of talentPlanimedia
This report aims to provide some insight
into the minds of female millennials and
how to position your organisation and
talent strategies towards the attraction,
retention, engagement and development
of this significant talent pool.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
This document discusses how companies can attract and retain millennial talent. It notes that millennials currently make up around 40% of the workforce and will be 75% by 2025, so they are a critical group for companies. However, many companies still do not understand what it takes to engage millennials. The document outlines three key traits of millennials that are important for workplace strategy - they thrive on competition not just collaboration, they are "experience hoppers" seeking new opportunities rather than job hoppers, and they are consumers of companies and want alignment with their values. It argues real estate and facilities professionals can help by creating transparent, open work environments that foster these traits.
Executive Level Recruitment Insights In Marketing TheCandidateLtd
This area investigates key areas surrounding current Executive Level Recruitment Trends. These aspects include the number of Executive Level roles that exist in industries, traits and skills needed, what recruiters are looking for, and how the roles are being filled in an internal and external context.
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.
This document provides information about Mrinal Krant, including his background, qualifications, areas of expertise, and professional experience. Specifically:
- Mrinal Krant is a senior human resources professional specializing in talent development, leadership coaching, and recruiting. He has over 15 years of experience working with multinational companies in India and the US.
- He holds an MBA in human resources from Symbiosis Institute of Business Management and has served in the Border Security Force. He is also certified in Myers-Briggs Type Indicator assessments.
- In addition to HR consulting, Mrinal enjoys blogging, participating in online forums, and sharing knowledge through presentations on topics like generational differences in the
The document discusses the need for organizations to develop a Staff Development Philosophy (SDP) to engage and develop the new generation of employees, Generation Y. It defines an SDP as a guiding document that is aligned with an organization's strategic goals and focuses on developing employees' talents through continuous learning. An SDP should be a living document that changes along with employees. It also emphasizes that managers are key change agents who can lead through identifying employees' strengths and developing their talents. Committing to an SDP will benefit organizations by retaining motivated employees who are invested in the organization's success.
This document discusses the importance of ongoing career conversations between managers and employees. It summarizes the findings of a global study on employee perceptions of career management. Some key points:
- Only 16% of employees report having regular career conversations with their managers. Managers often avoid these conversations due to lack of skills or fear of increased expectations.
- Career conversations are important for employee engagement, performance, retention, and developing the necessary skills for business success. When done well, they help align employee and organizational goals.
- The study outlines a model for effective career conversations that address important topics for employees like skills, development, goals, recognition, and future opportunities. Regular conversations are important for career management on both an individual
The document discusses the importance of ongoing career conversations between employees and managers. It notes that only 16% of employees currently have these conversations. Regular career conversations can boost employee engagement, performance, and retention. When done well, they help align employee and organizational goals and foster employee development. However, many managers avoid these conversations due to fears over unmet expectations, costs of promotions, and a lack of training in career coaching. The document argues that regular career conversations should be embedded in organizational culture to benefit both employees and companies.
Similar to Mastering millennial leadership development (20)
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
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Mastering millennial leadership development
1. Mastering MMastering MMastering MMastering Millennial Leadership Developmentillennial Leadership Developmentillennial Leadership Developmentillennial Leadership Development
May 08, 2013 - by Lorrie Lykins, Ann Parker
According to a recent ASTD-i4cp research report, Millennial employees are in need of
leadership development—and are asking for it, too.
With 1 million Millennials entering the workforce each year and nearly 40 percent of the U.S.
workforce expected to be comprised of Millennials by 2020, according to U.S. Census data,
employers must be prepared to support these young employees as they move into
leadership roles.
But are Millennials—sometimes dismissed as the entitled "trophy generation"—truly ready to
lead? And if they aren't fully prepared, what are organizations doing about it?
Introduction to the research
In the recent study Leadership Development for Millennials: Why It Matters, ASTD, in
partnership with the Institute for Corporate Productivity (i4cp), examines how organizations
are preparing the Millennial generation to manage and lead effectively now and into the
future. Among the questions the March 2013 report explores:
• Is development of Millennials a priority of most organizations?
• Are Millennials entering the workforce with sufficient skills?
• Have organizations made adjustments to training and development specifically for this
generation (or do they plan to)?
• Do organizations have specific developmental competencies for Millennials that address
hard and soft skills?
Of the 592 business and learning professionals who participated in the survey for this report,
the largest group self-identified as being members of the Baby Boomer generation (45
percent), followed by Gen X (36 percent), Millennials (17 percent), and the Silent Generation
(2 percent).
Learning as a talent and business strategy
One of the main themes emerging from the study is that learning and development is nothing
short of critical to attracting and retaining Millennial employees.
2. "Learning in the broad sense is the number one thing that Millennials look for in a place of
employment," says Tammy Erickson, founder and CEO of Tammy Erickson Associates, and
an expert on generational differences in the workforce. "They want to learn how to play more
influential roles in organizations, which means leadership in some form. It's not a luxury, but
a necessity to have vibrant programs for Millennial employees."
Learning is a vital business strategy in terms of sustainable leadership development,
considering that the majority of Millennial employees do not have the necessary skills to lead
effectively. More than one-half of overall respondents indicate that Millennials are entering
the workforce lacking these critical competencies.
In addition, 40 percent of Millennials themselves don't believe they are entering the
workforce equipped with sufficient skills. While they are highly qualified in technical skills,
respondents say that this younger generation must work on diplomacy, communication,
listening, patience, and relationship building.
Speaking on the topic of Gen Y recruitment and retention at ASTD's 2013 International
Conference & Exposition, Dan Schawbel, managing partner of Millennial Branding and
author of the upcoming Promote Yourself: The New Rules for Career Success, agrees that
soft skills training is critical for the Millennial generation. "Soft skills are more important than
hard skills when hiring—companies today are hiring for corporate fit over qualifications.
Millennials need to get offline and build relationships and social skills because they're
dealing with different generations in the workforce."
3. Alexandra Levit is a speaker, writer, and consultant on generations in the workforce, and
author of Success for Hire: Simple Strategies to Find and Keep Outstanding
Employees. She says, "Most organizations don't consider the specialized development of
Millennial talent to be a major business priority.... If thinking long term, this is a grievous
error. Baby Boomers are only beginning to exit the workforce in droves, and there simply are
not enough Generation Xers to replace them. Millennials will be thrust into leadership
positions at a much younger age, and right now they are nowhere near ready. Companies
that want to succeed in the future must invest now in getting them up to speed quickly."
Customized development programs
Recognizing the strategic priority of investing in their Millennial talent, some companies are
offering specialized programs for Millennials' specific development needs. While such
customized leadership development may be viewed as catering to one group to the
exclusion of others, the study finds that higher performing organizations adopt specific
measures to invest in Millennials—and are attracting top talent as a result.
Fifty-six percent of survey respondents believe Millennials require specialized leadership
development programs, but only 15 percent report that their companies currently offer such
programs. Sixty-six percent of Millennials agree that they require specialized leadership
development. And high-performing organizations are 57 percent more likely than low-
performing organizations to offer leadership development programs custom designed for
Millennials.
What do these development efforts include? Fifty-nine percent of respondents report that
they use on-the-job training as an approach to learning and development for Millennials,
4. followed by setting clear performance expectations (52 percent) and tuition reimbursement
for continuing education (39 percent).
Rotational programs are a strategy for both developing and retaining key talent. Sixty-five
percent of respondents report that their organizations currently don't offer rotational
programs, but the 28 percent that do are at a clear advantage.
"Rotational programs allow Millennials to experience as many facets of the company as
possible so that they learn what they're really passionate about, what they're good at, and
the intersection of the two," explains Levit. "In such a program, they would learn how the
business works from the ground up and master a variety of critical transferable skills like
project and people management."
For companies interested in more affordable options, Levit suggests implementing a one- or
two-day training program for recent college graduates that will lay the groundwork for future
leadership development. This program should train Millennials in several basic skills:
• Becoming a mature professional.Becoming a mature professional.Becoming a mature professional.Becoming a mature professional. Provide instruction on appropriate dress and
appearance, effective on-the-job communication, social behavior, and attitude
management.
• Establishing profitable relationships.Establishing profitable relationships.Establishing profitable relationships.Establishing profitable relationships. Teach strategies and use mentorship to help
Millennials build relationships with new managers, navigate the organization's social
scene, and network.
• Demonstrating controlled initiative.Demonstrating controlled initiative.Demonstrating controlled initiative.Demonstrating controlled initiative. Show Millennials how to start small and explore the
intersection of their unique talents and the organization's most valuable needs.
• Mastering transferable career skills.Mastering transferable career skills.Mastering transferable career skills.Mastering transferable career skills. Encourage Millennials to de-emphasize quick
promotions and instead focus on developing transferable long-term career goals such as
problem solving, time management, communication, and risk taking.
• Being proactive about career growth.Being proactive about career growth.Being proactive about career growth.Being proactive about career growth. Coach Millennials to approach performance reviews
strategically by soliciting feedback from their managers, identifying new goals and growth
opportunities, and constructing a long-term promotion plan.
Schawbel believes that leadership development programs should include all employees, but
be designed for Millennials' development needs. These programs would give Millennials
access to senior leaders, allow them to participate in projects in other parts of the
5. organization, and enable them to move around the company both functionally and
geographically, he says.
IDENTIFYING THE GENERATIONS
For the purposes of the report, the generations are defined by the following age breakdowns.
• Silent Generation: born 1925-1945
• Baby Boomers: born 1946-1964
• Generation X: born 1965-1976
• Millennial Generation: born 1977-1997
WHAT ARE COMPANIES DOING TO INVEST IN THEIR MILLENNIAL TALENT?
"The most effective organizations have implemented development programs for their
Millennial employees that are geared toward soft skill acquisition (such as communication,
client relations, and public speaking), and teach business world and management basics.
They hand-hold Millennial employees more closely so that they can protect their investment.
After all, Millennials are expensive to hire and much more likely to leave after a short
tenure." —Alexandra Levit, speaker, writer, and consultant on generations
"Millennials also are extremely open to and eager for coaching. Many have grown up in
school systems in which they received coaching on a specific task. This ‘try it, learn it, coach
it’ approach works well with this younger generation of employees. So the best companies
are the ones beginning to embrace such coaching and move away from the formal once-a-
year performance evaluation process to one that’s more constant in feedback." —Tammy
Erickson, expert on generational differences in the workforce
"Some companies—such as GE, EMC, Raytheon, and Ernst & Young—are recruiting and
investing in Millennials early. They’re looking for college freshmen who could be their next
leaders. They take the best talent, invest in them through leadership training programs, and
develop them into future leaders. This is an effective way to attract Millennials, too, because
young people want to be part of these programs. In fact, the number one reason Millennials
leave an organization is because of a lack of career development opportunities." —Dan
Schawbel, managing partner of Millennial Branding
6. Lorrie LykinsLorrie LykinsLorrie LykinsLorrie Lykins is i4cp’s managing editor and director of research services. She has worked in the field of human
capital research since 2002, beginning with i4cp’s predecessor, the Human Resource Institute, and has
published numerous articles, editorials and whitepapers on topics ranging from corporate volunteerism to
contingent workers, and talent management. She is a contributing author to The ASTD Leadership Handbook
(2010), and her work has been featured in the New York Times and the Wall Street Journal. Lorrie is an adjunct
professor in the adult education program at Eckerd College in St. Petersburg, Florida. Contact information: (727)
345-2226 or lorrie.lykins@i4cp.com.
Ann ParkerAnn ParkerAnn ParkerAnn Parker is senior manager of the Human Capital Community of Practice and the Senior Leaders & Executives
Community of Practice at ATD. Prior to this position, she worked at ATD for five years in an editorial capacity,
primarily for TD magazine, and most recently as a senior writer and editor. In this role, Ann had the privilege to
talk to many training and development practitioners, hear from a variety of prominent industry thought leaders,
and develop a rich understanding of the profession's content.