Simply put, much of what you think you know about the newest generation in the workforce is out of date. In this fast-paced update, Karl Ahlrichs will share some new and quite surprising information about the latest crop of employees that are arriving in our organizations, and impart his insight on generational challenges that may be causing problems. "Real world" experiences and direct advice on measuring and leveraging your biggest off balance sheet asset: people
Generation Z the Newest Member to the Workforcerapidbounce
Learn About:
• Previous Generations
• Generation Z Characteristics
• Generation Z Vs Millenials
• Generation Z in the Workplace
• Gen Z's Aspirations And Beliefs About Their Working
Environment
Short And Easy Reading Slides
Delivering the Millennial Experience: How to Engage Generation YBen Puffer
2016 MCUL Lending & Marketing Conference
In 2015, Millennials surpassed Baby Boomers as the largest group of the U.S. voting population. As Boomers transition into their well-earned retirement, Millennials will take the stage as the focal group for marketers, lenders and managers. This session will explore who the Millennial Generation is, what is important to them, what they expect from credit unions and how to engage them with credit unions on multiple levels.
Win the “War for Millennial Talent.”
Adopt new mindset – initiate, engage, collaborate and evolve.
Create a GEN Y friendly workplace culture.
Best Practices for Managing Millennials.
Change perspective involving time, technology and loyalty.
Provide in the moment performance feedback.
Create emotionally intelligent teams.
Develop future leadership bench strength.
Why Can't We All Just Get Along? Four Generations Working Side by Side in Har...Andrew Krzmarzick
Presentation delivered at the Training Officer's Consortium (TOC) Institute in Williamsburg, VA, on April 27, 2009. Facilitated by a Gen X'er and a Traditional. Objectives included:
1. Understand and better navigate the intergenerational differences in your office
2. Participate in several training modalities that reach a multi-generational audience
3. Experience a truly blended approach to training that addresses the learning preferences of all four generations.
Generation Z the Newest Member to the Workforcerapidbounce
Learn About:
• Previous Generations
• Generation Z Characteristics
• Generation Z Vs Millenials
• Generation Z in the Workplace
• Gen Z's Aspirations And Beliefs About Their Working
Environment
Short And Easy Reading Slides
Delivering the Millennial Experience: How to Engage Generation YBen Puffer
2016 MCUL Lending & Marketing Conference
In 2015, Millennials surpassed Baby Boomers as the largest group of the U.S. voting population. As Boomers transition into their well-earned retirement, Millennials will take the stage as the focal group for marketers, lenders and managers. This session will explore who the Millennial Generation is, what is important to them, what they expect from credit unions and how to engage them with credit unions on multiple levels.
Win the “War for Millennial Talent.”
Adopt new mindset – initiate, engage, collaborate and evolve.
Create a GEN Y friendly workplace culture.
Best Practices for Managing Millennials.
Change perspective involving time, technology and loyalty.
Provide in the moment performance feedback.
Create emotionally intelligent teams.
Develop future leadership bench strength.
Why Can't We All Just Get Along? Four Generations Working Side by Side in Har...Andrew Krzmarzick
Presentation delivered at the Training Officer's Consortium (TOC) Institute in Williamsburg, VA, on April 27, 2009. Facilitated by a Gen X'er and a Traditional. Objectives included:
1. Understand and better navigate the intergenerational differences in your office
2. Participate in several training modalities that reach a multi-generational audience
3. Experience a truly blended approach to training that addresses the learning preferences of all four generations.
For the first time ever, there are four generations (Traditionals, Baby Boomers, Generation X and Millenials) in the workplace. This can be the root of many communication issues, ranging from employee interaction to job seekers interfacing with younger hiring managers and recruiters. In this presentation, I attempt to shed some light on generational characteristics as well as share relevant communication tips. Thanks to all who attended the event and requested the content. Any questions, let me know in the comments below or by contacting me (info on the last slide). I am also considering creation of a companion video for this presentation; LMK what you think.
Leading Four Generations in the Workplace - AICPA Global Manufacturing Confer...Tom Hood, CPA,CITP,CGMA
Presentation to the AICPA Global Manufacturing Conference in NOLA
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won;t get you there. The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
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.
I find Generation Theory fascinating & prepared this presentation for my colleagues. I used many sources, some of which I reference under recommended reading, all images were sources from the Internet.
HR Webinar: HR Service Delivery in a Multi-Generational Workforce: One Workfo...Ascentis
Generational boundaries are usually determined based on fundamental, almost wrenching changes in a group of individuals’ collective behavior and motivations. Nowhere are these changes more in evidence than the average 36% of workers’ waking hours that are spent on the job. But how do smart HR professionals design a service delivery ecosystem that appeals to everyone, improves employment brand, and reinforces the twin Talent Management objectives of retention and engagement?
In this session, we will review the generational characteristics, service delivery modalities and its impact on employment brand and technology enablement for a geographically diverse workforce.
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.
Leading Millennials in a project context by Mr Charbel AzarPMILebanonChapter
Mr. Charbel Azar was the speaker for the month of April in PMI Lebanon Chapter where he discussed "Leading Millennials in a project context"
Among the talking points:
- The different generations at the workplace today and characteristics of each
- What makes the Millennials so special to lead and manage?
- How to adapt your managerial and leadership style to suit Millennials.
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won’t get you there.
The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. This session will cover the 5C’s of modern talent management – Culture, Career Path, Competencies, Curriculum, Cloud Learning and how these can be used to create a magnetic organization that attracts and retains the best talent. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
For more information on "success skills", curriculums development, strategic planning and facilitation visit us online at http://www.blionline.org
Generational Differences in the Workplacemiraclecln
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
Can Baby Boomers & Generation Y Coexist in the Workplace? 08-20-10Shawna Britt
It is the first time in history that there are four generations working side by side in the workplace. Generation Y are destined to replace an aging workforce. The American Society of Training and Development is predicting that 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of those new workers will be Generation Y’ers. The Baby Boomers have been running the show for the past 20 years and they like things just the way they are. The Generation Y’ers are under the age of 30 and the most productive of all the generations, but require a lot of attention and flexibility. Some say that this mix of experience and efficiency, is causing some friction in the workplace. This presentation will introduce the Generation Y perspective (common myths and expectations), give some real life examples of what HR professionals are faced with in today’s workplace, and tips/resources to help both generations work together and be successful!
Over recent years schools have tried, and often struggled, to understand how to work effectively with the 'millennial' generation. Now a new, and very different, generation is entering the workforce.Generation Z, GenZ or the iGeneration, have grown up in a time of crises; whether financial, social, political or medical. But they have also been brought up and educated during a period of unprecedented technological development. These factors have shaped their understanding of the wider world and, consequently, their expectations of the workplace.This presentation will examine the factors and experiences that have shaped Generation Z and some of their perceptions about work. It will look at the ways in which schools can attract and retain Generation Z and the opportunities that their understanding may provide.
For the first time ever, there are four generations (Traditionals, Baby Boomers, Generation X and Millenials) in the workplace. This can be the root of many communication issues, ranging from employee interaction to job seekers interfacing with younger hiring managers and recruiters. In this presentation, I attempt to shed some light on generational characteristics as well as share relevant communication tips. Thanks to all who attended the event and requested the content. Any questions, let me know in the comments below or by contacting me (info on the last slide). I am also considering creation of a companion video for this presentation; LMK what you think.
Leading Four Generations in the Workplace - AICPA Global Manufacturing Confer...Tom Hood, CPA,CITP,CGMA
Presentation to the AICPA Global Manufacturing Conference in NOLA
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won;t get you there. The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
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.
I find Generation Theory fascinating & prepared this presentation for my colleagues. I used many sources, some of which I reference under recommended reading, all images were sources from the Internet.
HR Webinar: HR Service Delivery in a Multi-Generational Workforce: One Workfo...Ascentis
Generational boundaries are usually determined based on fundamental, almost wrenching changes in a group of individuals’ collective behavior and motivations. Nowhere are these changes more in evidence than the average 36% of workers’ waking hours that are spent on the job. But how do smart HR professionals design a service delivery ecosystem that appeals to everyone, improves employment brand, and reinforces the twin Talent Management objectives of retention and engagement?
In this session, we will review the generational characteristics, service delivery modalities and its impact on employment brand and technology enablement for a geographically diverse workforce.
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.
Leading Millennials in a project context by Mr Charbel AzarPMILebanonChapter
Mr. Charbel Azar was the speaker for the month of April in PMI Lebanon Chapter where he discussed "Leading Millennials in a project context"
Among the talking points:
- The different generations at the workplace today and characteristics of each
- What makes the Millennials so special to lead and manage?
- How to adapt your managerial and leadership style to suit Millennials.
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won’t get you there.
The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. This session will cover the 5C’s of modern talent management – Culture, Career Path, Competencies, Curriculum, Cloud Learning and how these can be used to create a magnetic organization that attracts and retains the best talent. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
For more information on "success skills", curriculums development, strategic planning and facilitation visit us online at http://www.blionline.org
Generational Differences in the Workplacemiraclecln
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
Can Baby Boomers & Generation Y Coexist in the Workplace? 08-20-10Shawna Britt
It is the first time in history that there are four generations working side by side in the workplace. Generation Y are destined to replace an aging workforce. The American Society of Training and Development is predicting that 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of those new workers will be Generation Y’ers. The Baby Boomers have been running the show for the past 20 years and they like things just the way they are. The Generation Y’ers are under the age of 30 and the most productive of all the generations, but require a lot of attention and flexibility. Some say that this mix of experience and efficiency, is causing some friction in the workplace. This presentation will introduce the Generation Y perspective (common myths and expectations), give some real life examples of what HR professionals are faced with in today’s workplace, and tips/resources to help both generations work together and be successful!
Over recent years schools have tried, and often struggled, to understand how to work effectively with the 'millennial' generation. Now a new, and very different, generation is entering the workforce.Generation Z, GenZ or the iGeneration, have grown up in a time of crises; whether financial, social, political or medical. But they have also been brought up and educated during a period of unprecedented technological development. These factors have shaped their understanding of the wider world and, consequently, their expectations of the workplace.This presentation will examine the factors and experiences that have shaped Generation Z and some of their perceptions about work. It will look at the ways in which schools can attract and retain Generation Z and the opportunities that their understanding may provide.
Sometimes we struggle to achieve professional goals. Often, we are so busy juggling conflicting priorities and tasks that well-intentioned objectives stay indefinitely on our to-do lists or only half-heartedly get accomplished. This session helps you find the discipline to ensure that they make the things that are important happen.
Professionals sometimes struggle to achieve professional goals. Often, we are so busy juggling conflicting priorities and tasks that well-intentioned objectives stay indefinitely on our to-do lists or only half-heartedly get accomplished. This session helps you find the discipline to ensure that they make the things that are important happen.
How do you solve the issue of 4 Generations in the Workplace? MBSN - Management by Sticky Notes! That was the approach taken by the Maryland Association of CPAs as they convened a Generational Symposium on June 25th in Ellicott City, MD.
Bringing almost 100 CPAs representing all four generations and an almost even mix of Millennials, Gen-Xers, and Boomers together. MACPA designed a format built on dialog and collaboration with a backgounder on the generational research, a multi-gen panel featuring MACPA leaders representing the generations, and a final session asking particpants to collaborate at tables to help us identify Bold Actions we can use to solve the generational gap (Management by Sticky Notes.
The energy and dialog was off the charts and some real progress was made using the wisdom pf the crowd. Bottom-line is leverage the strengths of every generation and don;t generalize but focus on the individuals.
Why Gen Y: Millennials outside the walls of NationwideLessing-Flynn
Gen Y and Millennials in 2014 have new challenges as they advance in the workforce along aging Baby Boomers and Gen Xers. As they move into management ranks, beating the entitlement label and growing as leaders will be crucial. Tips for managers of Gen Y included in this presentation given at the Nationwide Gen Y Associate Resource Group in November 2014.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace.
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
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).
21st Century Human Capital Challenges and OpportunitiesCynthia G. Wagner
Presented by Edwin Mourino
This session will address the perfect storm that is brewing in the 21st-century workplace that includes a confluence of such factors as:
-An aging society and workforce.
-New workplace dynamics to accommodate a younger generations of workers.
-Educational gaps between industry needs and graduating candidates.
-The rapid pace of technology changes.
Recruiting, Retaining and Engaging the Next Generation College StudentAerial Ellis
A revealing look at the intergenerational approach to higher education and what institutions must do to understand, recruit and engage millennial employees and generation Z students.
THRIVING IN A MULTI-GENERATIONAL WORLD - MILLENNIALS to BOOMERSSteve Dosier
Workforce trends and the existence of a multi-generational workforce pose unique challenges to today’s business environment. Understanding each generation is critical to optimizing an organization’s culture.
Today’s workplace is made up of several different generations of employees. Two generations that can be radically different are the Baby Boomers and those just entering the work force, the Millennials.
This presentation provides an in-depth overview of the diversity in trends, education, beliefs and values in the workplace. When the groups e balanced, they bring value to an organization.
From Working Across Generations to Daring to Lead harnessing multi-generational leadership is a clear and present priority. Four generations in the work place present a challenge for getting the most out of each generation to serve your mission.
WEBINAR INFORMATION:
In the contemporary U.S. workforce, four generations now often work side by side. They have had varied life experiences, are characterized by different levels of technological expertise and knowledge, and are often distinguished by racial, cultural, religious, and regional diversity. This webcast will address the implications of these differences for employers and managers. The primary focus is on the differences between generations and what they mean for managers who are trying to build teams and support the diverse needs of their employees. The webcast will also emphasize the technological divide that is at times a divisive element between generations in how they approach their work and personal lives. The effects of globalization and increasing diversity area also addressed.
By the end of this webcast participants will be able to:
• Identify the characteristics and work orientations of Traditionalists, Baby Boomers, Generation X’ers, and Millennials.
• Understand intergenerational dynamics and the technological and social media divide between generations
• Develop more cohesive, smooth functioning work teams
• Appreciate and capitalize on the value of multiple employee perspectives and capabilities
• Employ new strategies for overcoming differing generational perspectives at the workplace in order to increase productivity
ABOUT THE PRESENTER:
Bahira Sherif Trask, PhD., is a Professor and Associate Chair of Human Development and Family Studies at the University of Delaware and a Policy Scientist in the Center for Community Research and Service. She holds a PhD in Cultural Anthropology from the University of Pennsylvania and an undergraduate degree in Political Science with a concentration in International Relations from Yale University.
Dr. Trask is a leading expert on globalization, work and families in Western and non-Western contexts. She has authored and edited a number of books in this area, including Globalization and Families: Accelerated Systemic Social Change (Springer, 2010). Her latest book (to be released fall 2013) is Women, Work and Globalization: Challenges and Opportunities (Routledge).
Dr. Trask speaks on her research on work, family, and workforce development for the 21st century in a variety of venues including at the United Nations, corporations such as Gore and Microsoft, and academic institutions, including most recently Yale University.
Watch webinar- http://careerminds.com/webinar/working-successfully-with-a-multigenerational-diverse-workforce-in-the-21st-century/
Similar to NABA Symposium - Managing Multiple Generations, Karl Ahlrichs (20)
Networking is one of the most powerful tools professionals can develop, but it takes time, energy and commitment in order to build a strong network. We will discuss various methods in building, developing and cultivating your network. In building this strong network we need to also consider how to effectively leverage social media. Having a strong network will assist you in launching a new idea or plan, develop new business and clients, reduce costs in recruiting, and leveraging your career.
You are about to start your career and there are a number of things that you need to manage in order to navigate it in the right direction. The first thing you need to do is pass the CPA Exam! We will explore other topics that you should start considering as your career begins it early development.
In the new economy, we all are challenged by an aging workforce that is not retiring anytime soon. They may have planned to have financial and personal independence by now, but the economy has gotten in the way. The challenge now is to work a complex workforce, with a core of baby boomers that are grumpy and disaffected. This course will offers knowledge and understanding of the core motivational theories that work on boomers in particular and the modern workforce in general.
A Guide for the Recent Hire to Survive and Thrive in the Corporate Realm. This course is for you if you want to avoid getting lost, taking mis-steps and know where the precious few shortcuts on the way to the corporate mountain top. A superb primer for new professionals in Big Four and corporate environments.
Learn how to apply success principles to become clear about what you want and be decisive about getting it. The application of success principles is what creates peak performers and anyone can do it. This program will help you restart a stalled career, make a career change you may have been fearing or putting off, or to go for the next level with the confidence and a belief in yourself that may have been missing. This is a self-esteem building, confidence-lifting experience.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Public Speaking Tips to Help You Be A Strong Leader.pdf
NABA Symposium - Managing Multiple Generations, Karl Ahlrichs
1. 1
Fresh Data & Scary Facts
The Art of Engaging Multiple Generations
www.bizlearning.net
Karl J. Ahlrichs, SPHR.
Expertspeaks.com
September 26, 2014
you mustTAKE
CONTROL
of the
generations in the workplace
what should you
know?
2. 2
You need
to know:
Marketing
Motivation
Communication
Objectives
• Identify characteristics and gain a better
understanding of the generations, with a
particular focus on Millennials
• Accept personal responsibility in engaging
each other in meaningful work and
communication
• Provide tactics for overcoming
generational differences
3. 3
“Each generation imagines itself to be more
intelligent than the one that went before it,
and wiser than the one that comes after it.”
George Orwell, Author
5
What does A CLIENT
care about?
Great Outcomes
Great
Customer
Service
Engaged Culture,
Job Fit,
High Performing
Total Compensation
Employees
Managing
Smart
4. 4
Important Facts
about the generations
• The accounting function is at risk
• Baby boomers are not retiring. As of 2014,
some will be (gasp) 68.
• On average, 10,000 Boomers will turn 65
today. Succession planning is key.
• A new generation is about to arrive.
Q: If WM is 10% better
than your competition
at keeping your high performers
no matter their age…
Is this a competitive
advantage?
5. 5
So,
What’s
New??
Two surprises!
Generations Birth Years Age - 2014
Veterans 1925 - 1945 69 – 89
Old Boomers 1946 – 1954 60 - 68
Young Boomers 1955 - 1964 50 – 59
Generation X 1965 - 1976 38 – 49
Millennials/Y 1977- 1993 21 - 37
Gen Wireless 1992 - ? 20 -
7. 7
Most Talked About?
Millennials
Most Scary?
Gen Wi-Fi
8. 8
On-the-Job Strengths
Trads Boomers Xers Millennial
Job Strength Stable
Service
Oriented/Team
Players
Adaptable and
Techno-
Literate
Multitaskers
and Techno-
Savvy
Outlook Practical Optimistic Skeptical Hopeful
View of
Unimpressed
Authority Respectful Love/Hate
and
Unintimidated
Polite
Leadership By Hierarchy By Consensus By
Competence
By Pulling
Together
Relationships Personal
Sacrifice
Personal
Gratification
Reluctant to
Commit Inclusive
On-the-Job Strengths
Trads Boomers Xers Millennial
Time on the
job
Punched the
clock
Visibility is key
“Face Time”
As long as I
get the job
done, who
cares
It’s quitting
time – I have a
real life to live
Diversity Ethnically
segregated
Integration
began Integrated No majority
race
Feedback No news is
good news
Once a year
with
documentation
Interrupts and
asks how they
are doing
Wants
feedback at
the push of a
button
Work/Life
Balance
Needs help
shifting
Balances
everyone else
and
themselves
Wants balance
now
Need flexibility
to balance
activities
9. 9
Generational Challenges
We Face in the Workplace
• Poor communication
• Decreased productivity, quality, &
innovation
• Misunderstood attitudes, relationships
& working environments
• Less engaged volunteers & coworkers
• Lack of motivation, initiative, and team
work
On-the-Job Challenges
Traditionalists
and Boomers
generally do not
question or
challenge authority.
Xers and
Millennials have
been taught to
speak up.
10. 10
On-the-Job Challenges
• Xers and Millennials
– Prefer electronic communication.
– Do not like meetings.
– Many have not developed listening skills.
• Traditionalists and Boomers
– Prefer face-to-face communication.
– Boomer bosses like to have at least one
meeting each week with employees.
2 Simple Truths
1. All generations value belonging
to a group, high integrity
leadership, and being rewarded
for getting it right
2. The best thing you can do to
engage any employee at any
level is appear to listen to them
11. 11
Boomer Facts
Boomers feel flexibility is “earned”
They separate time at work from family time, social
activities and hobbies, etc. – “compartmentalizing”
There is an expectation of “face time” that tells
others whether you’re working or not
Boomers believe in structured feedback
They grew up working for the Silent Generation where
“no news is good news”
Feedback is formal, annual reviews are normal
Gen X Facts
Gen Xers are committed to balance
They like the concept of flex-time but struggle with prioritizing
Like “One Minute Manager” structure
Lots of little meetings, casual interactions, work alone
and meet as needed, for as short as possible
12. 12
Millennial Facts
Gen Y expects flexibility immediately
as a cultural norm
They integrate working with play and
social activities
They’d rather focus on results and
efficiency while having more fun doing it
Millennial Facts
Hotels report 50% of business travel
are now Millennials
36% are living with their parents
17% Unemployment rate
If employed, often dissatisfied with job
They often say they are unhappy
in general.
13. 13
The Formula:
Happiness =
Reality - Expectation
Success
Boomer
Expectations
Years
Reality
Happy!
15. 15
Why did is Gen Wi-Fi
scary?
What are
high school students
saying about ethics?
Let’s ask the
Josephson Institute of Ethics
in Los Angeles, CA
Have you cheated on an exam at least
once in the past year?
80%
70%
60%
50%
40%
30%
20%
10%
0%
2012 2011 2010 2009
Yes!
16. 16
In the real world, successful people do what
they have to do to win, even if others consider
it cheating.
62%
61%
61%
60%
60%
59%
59%
58%
58%
57%
57%
2012 2011 2010 2009
Yes!
These will be your new hires.
Note to self:
Schedule ethics classes, build
Integrity and ethics into every possible
interaction with new hires
17. 17
Work on Feedback And
Communication
33
Pop Quiz
Which generation matches each style of
feedback?
– I want it once a year, with lots of documentation
– Feedback whenever I want it, at the push of a button
– Sorry to interrupt, but how am I doing?
“When Generations Collide at Work Quiz” at
humanresources.about.com/od/conflictresolution/a/
generationquiz.htm
34
18. 18
Where did this
come from?
Facebook
Video Games
21. 21
Motivating
Millennials
• Give them information and lots of it
• Tell them why. “Because I said so” won’t work.
• Don’t micromanage them
• Surround them with Talented co-workers
• Give them the latest technology…and….
• Teach them social skills
• BE FLEXIBLE
tools do not give you
wisdom
22. 22
Your organization will only be
productive you are if
you’re working on the
right things
What are the right
things?
Know your people
Motivate by who they are
Communicate in their language
Most important: listening skills
Make integrity and ethics the baseline
23. 23
Key
Leadership
Issue:
Understanding
Millennial
Motivators
Feedback
• Boomers believe feedback should
be structured and only “when
warranted” Imagine a basketball
game…
• Time to re-read “The One Minute
Manager”
46
24. 24
Differing Feedback
• Gen Xers want feedback more
often
– Their hands-off and independent approach may
leave others seeking feedback, too
• Millennials want instant feedback
using multiple channels
– They expect specific, timely feedback so
expectations are set and can be adhered to
47
Differing
Methods
• Baby Boomers are all about face-time
–They may make decisions or proceed
with action and worry about
communicating or explaining later
–They want time in person with clients
and peers and will substitute phone
calls but are not sure if e-mail is as
effective…
48
25. 25
Differing
Methods
• Gen Xers are looking to be in the
know
– Likely to use e-mail as a primary
communication medium and prefer working
with their door closed (independendent)
• Millennials want to hear from the
top and to hear it when it happens
– They want direct access to leadership and
they want you to text them the news the
49 minute it hits!
New skills needed:
• Behavioral Psychology
• Strategic planning
• Communication
• Conflict Management
26. 26
Fact: Conflict Management is a
key life skill
What do we need?
• A plan to guide us
27. 27
What do we need?
• Logic Model to evaluate progress
What do we need?
• A crisis to add a sense of urgency
28. 28
What are the answers?
• Manage for values alignment
Culture
• High Performers want an
entrepreneurial culture
29. 29
Motivation to build and
keep high performers
• How you treat your staff is how
they treat your clients.
• High performing teams are the best
answer, but are tough to build and
maintain
58
Secrets That Will Make a
Difference
• Align with Operations and Lean
Theory
• Forward Thinking Metrics
• Performance Management
Improvement
• Get ready for migration of high
performers
30. 30
Active Listening
• The “Silver Bullet” for the new world
What makes one
generation different
from another?
Shared life experiences
31. 31
Events and Experiences that
Shaped Generations
• Generation X
– Fall of the Berlin Wall
– Challenger disaster
– Desert Storm
– Personal computers
– Working mothers
– MTV
– Divorce
– Energy crisis
• Millennials
– Child-focused world
– School shootings
– 9/11
– Boston Marathon
– Internet
– Social networking
– Continual feedback
– Enron/WorldCom
– Iraq/Afghanistan
Traditionalists
• Born 1925 to 1945
• 49 million people
• Grew up with many rules and pressure to conform
• Increased prosperity over their lifetime; however,
they remember the Depression
• “Work First!”
• Children should be seen and not heard
• Expected lifetime career with one employer
• Prefer communication in writing
• Desire to leave a lasting legacy
32. 32
Common Values
• Traditionalists
– Hard work
– Dedication and sacrifice
– Respect for rules
– Duty before pleasure
– Honor
– Conformity
– Loyalty
– Frugality
Baby Boomers
• Born 1946 to 1964
• 79 million
• “Live to Work!”
• Grew up with fewer rules and a more nurturing
environment
• Lived in generally prosperous times, but
experienced layoffs
• Women entered workforce in record numbers
• Spend “quality time” with children
• Excelling in their career is important
• Prefer telephone or face-to-face communication
• Desire challenge and opportunity
33. 33
Common Values
• Baby Boomers
– Optimism
– Team orientation
– Personal gratification
– Involvement
– Personal growth
– Workaholics
– Competitors
Generation X
• Born 1965 to 1981
• 49 million
• Grew up as latchkey or day care children
• Turbulent economic times – downturn in 80s,
upswing in 90s
• “Work to Live!”
• Friends with their child, want to spend quantity time
• Expect their career to keep moving forward or they
will leave
• Prefer electronic communications
• Change from job security to career security
34. 34
Common Values
• Generation X
– Diversity
– Techno-literacy
– Fun and informality
– Self-reliance
– Pragmatism – realists
– Results oriented
– Individualism
– Challenge the system
Millennials
• Born 1982 to 2000
• 75 million
• Attended day care, very involved “helicopter”
parents
• Prosperity has increased over their lifetime
• “Live, then Work!”
• Achievement oriented
• Prefer instant or text messaging
• Want to build parallel careers – experts in
multitasking
35. 35
Common Values
• Millennials
– Optimistic
– Civic duty
– Confident
– Achievement oriented
– Respect for diversity
– Informal
– Tenacious
– Social consciousness
On-the-Job Strengths
Trads Boomers Xers Millennial
Job Strength Stable
Service
Oriented/Team
Players
Adaptable and
Techno-
Literate
Multitaskers
and Techno-
Savvy
Outlook Practical Optimistic Skeptical Hopeful
View of
Unimpressed
Authority Respectful Love/Hate
and
Unintimidated
Polite
Leadership By Hierarchy By Consensus By
Competence
By Pulling
Together
Relationships Personal
Sacrifice
Personal
Gratification
Reluctant to
Commit Inclusive
36. 36
On-the-Job Strengths
Trads Boomers Xers Millennial
Time on the
job
Punched the
clock
Visibility is key
“Face Time”
As long as I
get the job
done, who
cares
It’s quitting
time – I have a
real life to live
Diversity Ethnically
segregated
Integration
began Integrated No majority
race
Feedback No news is
good news
Once a year
with
documentation
Interrupts and
asks how they
are doing
Wants
feedback at
the push of a
button
Work/Life
Balance
Needs help
shifting
Balances
everyone else
and
themselves
Wants balance
now
Need flexibility
to balance
activities
Generational Challenges
We Face in the Workplace
• Poor communication
• Decreased productivity, quality, &
innovation
• Misunderstood attitudes, relationships
& working environments
• Less engaged volunteers & coworkers
• Lack of motivation, initiative, and team
work
37. 37
On-the-Job Challenges
Traditionalists
and Boomers
generally do not
question or
challenge authority.
Xers and
Millennials have
been taught to
speak up.
On-the-Job Challenges
• Xers and Millennials
– Prefer electronic communication.
– Do not like meetings.
– Many have not developed listening skills.
• Traditionalists and Boomers
– Prefer face-to-face communication.
– Boomer bosses like to have at least one
meeting each week with employees.
38. 38
Bridging the Generation Gaps
“We have absolutely
nothing in common!”
What bugs you?
Drives you crazy?
Bridging the Generation Gaps
• For Managers
–Focus on goals
–Make everyone feel included
–Break the bonds of tradition
–Show employees the future
–Encourage balance
39. 39
Bridging the Generation Gaps
Getting along with Boomers
–Show respect
–Choose face-to-face
conversations
–Give people your full attention
– Learn the corporate history
Bridging the Generation Gaps
• Getting along with Xers
–Get to the point
–Use email
–Give them space
–Get over the notion of dues paying
– Lighten up
40. 40
Bridging the Generation Gaps
• Remember that all generations want:
– To be treated fairly
– Work that provides personal satisfaction
– Employers who understand personal lives
are important
– Work that is valued by employers and
customers
– A clear sense of purpose from employers
Bridging the Generation Gaps
Remember the Golden Rule?
“Treat others as you would like to
be treated.”
Change it to the Platinum Rule
“Treat others as they would like to
be treated”
41. 41
Action Plan
• What changes will you make based upon
what you have learned today?
–Relationships
–Work environment
–Rules
vs.
Growing
Organizations
Aging Organizations
42. 42
The greatest gift
you can ever give another
is the example of your own life working,
and working well.