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Talent management across the generations
This document discusses talent development across generations in the workplace. It covers the different generational cohorts (Traditionals to Millennials), tensions that can exist between them, and their differing expectations of leaders. Leadership styles are explored in relation to each generation, and implications for leadership development programs are considered. Developing the next generation of leaders requires understanding generational differences in areas like drive and learning styles. Nurturing future leaders also means providing vision and ensuring their well-being through empathy and care.
Talent management across the generations
- 1. Talent development acrossthe generations Jo Hennessy, Director of Global Research Roffey Park Institute © Roffey Park Institute 2011
- 2. Our time together Roffey Park Intergenerational tensions The different generations at work Leading talent – what’s offered, what’s wanted Tailoring leadership development Future leaders and their development © Roffey Park Institute 2011
- 3. Roffey Park –What we do © Roffey Park Institute 2011
- 4. Some of ourclients… © Roffey Park Institute 2011
- 5. Roffey Park –How we do it © Roffey Park Institute 2011
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- 7. Generation A group of individuals born and living contemporaneously who have common knowledge and experiences that affect their thoughts, attitudes, values, beliefs and behaviours. Johnson and Johnson 2010 © Roffey Park Institute 2011
- 8. The Generations Traditionals born 1909 -1945 Boomers born 1946 -1964 Generation X born 1965 - 1979 Generation Y born 1980 - 1999 Linksters/Millenials born after 2000 © Roffey Park Institute 2011
- 9. Generations at work How do leaders differ across the generations? What does talent across the generations expect of their leaders? If the needs of talent across the generations are not met by leaders, what can you do to bring them closer together? © Roffey Park Institute 2011
- 10. Leading talent –what’s offered Collective versus Individualistic © Roffey Park Institute 2011
- 11. Leading talent –what’s offered Conservative versus risk orientated © Roffey Park Institute 2011
- 12. Leading talent –what’s offered Increasing intensity and pace © Roffey Park Institute 2011
- 13. Leading talent –what’s offered Big picture capabilities but short term focus © Roffey Park Institute 2011
- 14. Leading talent –what’s offered Sources of authority © Roffey Park Institute 2011
- 15. Different styles atplay Generation Leadership style Traditionals Directive, simple, clear Hierarchical, collective mindset, sharing wisdom, Boomers conservative, measured Fair, competent, straightforward, collaborative, Xers experimental within boundaries, reluctant respect for authority Challenging of authority, innovative, individualistic, Gen Y pacey, short-term focus, ambitious Where are the risks? Where are the opportunities? © Roffey Park Institute 2011
- 16. Impact on employeeengagement Follower Commitment Leadership expectations Employee experienced of their Engagement from above leaders Well Being Performance Business Results Epitropaki and Martin 2005 ISR 2007, Gallup 2007, 2010, Hay Group 2010, Roffey Park 2011 © Roffey Park Institute 2011
- 17. Leadership issue #1 Drive, focus and optimism © Roffey Park Institute 2011
- 18. Leadership issue #2 Learning styles © Roffey Park Institute 2011
- 19. Leadership issue #3 Differing needs for authority © Roffey Park Institute 2011
- 20. Leadership issue #4 All generations want visionary leaders © Roffey Park Institute 2011
- 21. Implications for Leadership Development Programmes © Roffey Park Institute 2011
- 22. The next generationof leaders Special Unique Highly Intelligent If I ruled the world... © Roffey Park Institute 2011
- 23. Could be justwhat we need? Productive narcissists : Bring passion Challenge the status quo Dare to break new ground Boldly innovate Provide vision Inspire others Drive organisations in new directions © Roffey Park Institute 2011
- 24. The dark side…. Workplace factors Potential effects of narcissistic leadership Organisational Impact - Volatile and risky decision-making and organizational performance (Chatterjee and Hambrick, 2007); - Absence of a climate necessary to achieve sustainable performance (Higgs, 2009); Impact on Others - Inflicting damage on others (bullying, coercion and damage to the psychological well-being of subordinates) (Aasland et al., 2008); - Destruction of subordinates’ trust and degradation of organizational effectiveness (Benson and Hogan, 2008); - A toxic work atmosphere (lack of empathy and coldness toward colleagues and staff) (Goldman, 2006); - Poor supervisor ratings of interpersonal performance(Blair et al., 2008) Self-Leadership - Poor supervisor ratings of personal integrity (Blair et al., 2008) - Dysfunctional management (difficulty learning from feedback) (Campbell and Campbell, 2009) - Tendency to white-collar crime (Blickle et al., 2006; Ouimet, 2009) © Roffey Park Institute 2011
- 25. Leadership issue #5 Empathy and caring top of the wish list © Roffey Park Institute 2011
- 26. Developing talent intofuture leaders Start to offer And space to flourish! © Roffey Park Institute 2011
- 27. Next steps Audit generational make up of your business Look for tensions and mismatches Involve followers from across the generations in designing leadership development Look for opportunities for cross generational learning Support Gen Y’s first steps as leaders © Roffey Park Institute 2011
- 28. Your thoughts andquestions… © Roffey Park Institute 2011
- 29. Contact details Jo Hennessy Director of Global Research jo.hennessy@roffeypark.com Tel: 01293 851644 Mob: 07740 623 638 www.roffeypark.com Melissa Green Marketing and Business Development Manager - Tailored Programmes melissa.green@roffeypark.com Tel: 01293 854055 Mob: 07825 616 281 www.roffeypark.com Roffey Park Institute, Forest Road, Horsham, West Sussex, RH12 4TB Tel: (01293) 851644 Registered Charity No: 254591 Company Limited by Guarantee Registered in England No: 923975 © Roffey Park Institute 2011