The document is a comprehensive guide by Fluid Consulting Limited focusing on the engagement of different generations in the workplace, addressing topics such as millennials, apprenticeships, and e-learning. It discusses the varying needs and expectations of distinct generational groups, highlighting the importance of understanding these differences for effective management and mentoring. The conclusion emphasizes the necessity for organizations to adapt their strategies to meet the diverse requirements of an evolving workforce.

1. You were young once…. by Fluid April 2010

2. Page 2Contents3-4 Introduction to Fluid5-6 Definitions7-8 To discuss….9-10 What makes you tick?11-12 What I really really want is…. 13-14 Apprenticeships15-16 E-learning17-18 Exercise A19-20 In the US today….21-22 Mentoring for the millennials23-24 ‘Net’ generation25-26 Exercise B27-29 Muslim graduates30-31 Volunteering32-33 Managers of the future34-35 Setting expectations with young talent36-37 Conclusion and questions

3. Page 3Introduction

4. Page 4Introduction to FluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:Retention

5. Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

6. Page 5Definitions

7. Page 6Definitions Millennials

8. Generation X

9. Generation Y

10. Baby-boomers

11. MaturesPage 7To discuss….

12. Page 8To discuss…. Should an organisation change for one specific generation?

13. Are job-hoppers necessarily a negative?

14. How are the generations different in terms of their contribution?

15. What should a forward-thinking organisation do to meet the diverse needs of a number of generations?Page 9What makes you tick?

16. Page 10Appreciation of work-life balance

17. Opportunities for development

18. Financial stability

19. Good rapport with managementWhat makes you tick?

20. Page 11What I really really want is…..

21. Page 12What I really really want is…. Enterprise

22. Job satisfaction

23. Job-hopping

24. Perks

25. Itchy feetPage 13Apprenticeships

26. Page 14The Apprenticeships Review

27. Case study-Charles Worthington Salons

28. Case study-D & AApprenticeships

29. Page 15E-learning

30. Page 16Changing cultures

31. Learning value

32. Knowledge managementE-learning

33. Page 17Exercise A

34. Page 18Exercise A

35. Page 19In the US today…

36. Page 20Generational influences

37. Age related characteristics

38. Weaknesses in the stereotypesIn the US today….

39. Page 21Mentoring for the millennials

40. Page 22Mentoring for the millennialsMake mentoring count

41. Understand the next generation’s needs

42. Open dialogue is key

43. Value their values

44. Know the difference between managing and counsellingPage 23‘Net’ generation

45. Page 24‘Net’ generationResponsibility by holding part-time jobs whilst studying at school and college

46. New youth culture has a strong international orientation

47. Change of how a family is defined

48. Accustomed to changes in the family due to downsizing, mergers and acquisitions

49. Constant and turbulent change is the normPage 25Exercise B

50. Page 26Exercise B

51. Page 27Muslim graduates

52. Page 28Invest in ethnic minority community led organisations

53. Stronger accountability for performance of universities

54. Closer working with employers

55. Develop national web-based network

56. Increased dialogue

57. Review legislation and consider targets

58. Publicity campaign with positive messagesMuslim graduates (1 of 2)

59. Page 29Muslim graduates by ethnicity

60. Muslim graduates by gender

61. Muslim graduates in employment by occupation group

62. Muslim graduates by regionMuslim graduates (2 of 2)

63. Page 30Volunteering

64. Page 31Leitch Review on Skills

65. Case study-Somerset Rural Youth Project

66. Case study-Portsmouth Housing Association

67. PLTs

68. Case study-Groundwork East London

69. Case study-Lewisham Youth AID

70. DCSF ten year vision for youth leadership

71. Case study-Lancaster University

72. Case study-Tomorrow’s PeopleVolunteering

73. Page 32Managers of the future

74. Page 33Career stage and future expectations

75. Working hours and location

76. New technology and the web

77. Job attractions

78. Attitudes to work and career

79. Learning & development Managers of the future

80. Page 34Setting expectations with young talent

81. Page 35Setting expectations with young talentIdentify what the project will teach

82. Adjust the expectations of new hires and learning goalsPage 36Conclusion & Questions

83. Page 37ConclusionSummaryQuestions