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PUBLIC SECTOR MENTORIN
G AND
SUCCESSION PLANNIN
G WITH
MILLENNIALS
B Y : K A MI L L E H A L L , H A M
L I NE U
NI V E R S I T Y , D E C E M
B E R 2 0 1 4
Image by Farley Katz
“A cohort-group whose length approximates
the span of a phase of life and whose
boundaries are fixed by peer personality”
Youth (ages 0-21)~ Dependence
Rising Adulthood (22-43) ~ Activity
Midlife (44-65) ~ Leadership
Elderhood (66+)~ Stewardship
BACKGROUND * What is a Generation? (Strauss & Howe)
“A peer personality is a generational persona recognized and determined by: 1) Common age location;
2) Common beliefs and behaviors; 3) Perceived membership in a common generation”
Image by R.J. Matson
THE CHANGING FACE OF AMERICA(ACCORDING TO PEW RESEARCH CENTER)
(Source: Pew Research Center)
1965~ 85% White~ 10% Black~ 4% Hispanic
2060~ 43% White~ 31% Hispanic~ 13% Black~ 8% Asian~ 6% Other
Paul Taylor: “We were once a black and white country; now we’re a rainbow.”
BRAIN DRAIN(ACCORDING TO JOHN G. STONE III, FORMER FEDERAL EXECUTIVE)
What is Lost?
1. Competencies – composed of skills, attributes, ethics, and motivation;
2. Field of specialty – Hard and soft sciences, law, math, statistics, accounting/finance, criminology;
3. Agency specific and practical –What do we do and why?
² Experts in human capital are concerned about the vast numbers of current and expected retirees in the federal sector...this loss of senior people is the “brain drain.”
² There are several unanswered questions with no formal studies
Stone: “Management is a science, which can be learned. Leadership, however, is considered an art, developed only in those with a talent…through apprenticeship
and trial and error of personal experience”.
“I’m losing people left and right in the County to retirement, so I see brain drain. We need to be prepared to pass knowledge to others, but have not planned much yet.”
(Steve Taylor, Sherburne County Administrator)
“We need to do a better job of recruiting younger workers, no doubt about it…It’s important to learn from each other in cross-functional teams and projects.”(Rolf Nordstrom, President & CEO, Great Plains Institute)
www.BetterEnergy.org
PERSONAL ACCOUNTS FROM EXECUTIVES
Baby Boomer (1943 – 1960)
* One of the largest generations ever.
* Have learned how important it is to pay dues.
* Careers have been upwardly mobile.* Conflict can happen if younger
workers disregard the chain of command or receive perks/promotions early.
* Place importance on qualifications and reputation (in trainers).
* Primarily learn best through audio; prefer lectures with printed materials.
• WHO ARE THE PRIMARY GENERATIONS AT WORK?
10,000 Boomers turn 65 every day (and will
until 2030)
Boomers numbered about 76.4 Million in
2010
Start of the post-war “Baby Boom” in 1946
TV age started. Science education becomes a priority.
Vietnam War. Earth Day. Woodstock. Kent State.
“Yuppie”
13th/Generation X (1961 – 1980)
* As youth, often felt that adults were not in control of themselves or the country.
* More than half are immigrants or children of immigrants.
* Technologically savvy; independent* Skeptical of authority.
* Prefer feedback and informal recognition.
* Facilitator is looked at as subject-matter expert.
* Kinesthetic learners (e.g. note takers) who prefer books, presentations.
• WHO ARE THE PRIMARY GENERATIONS AT WORK?
“Grow up fast” was adult message; Latch-key kids
X’ers numbered about 49.6 Million in 2010
Elders referred to them as “lost” or “wasted”
(lower test scores; Rock lyrics, etc.)
Rosemary’s Baby.Long lines at gas
pumps.Berlin Wall & Gulf War. Gang killings & influx of
drugs.
Millennial/Generation Y (1981 – 2003)
* Protected as youth; parents taught self-confidence & self-esteem.
* Taught to value diversity.* Challenge the status quo at work, but do not
like to be labeled and respect authority. * Value free time as much as work.
* Technology-driven; prefer e-learning.
* Prefer collaboration, teamwork, multitasking, and fun.
* Need recognition and feedback.* Value relationships with supervisors.
• WHO ARE THE PRIMARY GENERATIONS AT WORK?
They have to compete for jobs (especially after Great Recession); 13%
move back home
Gen Y numbered about 80 Million in 2014
First generation that grew up digital – they are always connected
End of sexual revolution. Public school standards. Everyone gets a trophy.
Media supportive to parents and kids.
Columbine & 9/11
ü See themselves as individuals;Make career paths customizable
ü They need recognition: feedback, awards, guidance, training and development programs; Establish recognition programs
ü They cannot live without technology;Emphasize technology and Social Media
Lindsey Pollak
LINDSEY POLLAK, MILLENNIAL WORKPLACE EXPERT 3 Things Every Employer Needs to Know About Millennials
Source: www.lindseypollak.com
Baby Boomers Gen X’ers Millennials
Age in 2014 54-71 34-53 14-33
Ethics and Values Involvement, quality, question authority
Informality, self-reliance, feedback
Teamwork, multitasking,fun
Learning Style Books, manuals,presentations
Interactive sessionswith Q & A
Filled with images and technology-driven
Training Method Lectures, workshops Experiential &self-learning
E-learning & collaboration through technology
TRAINING THE GENERATIONS(ADAPTED BY ORT)
1) Combine traditional training with technology-based learning such as webcasts and e-learning modules;
2) Make content no longer than 20 minutes; 3) Utilize deliverables to appeal to different learning styles; 4) Incorporate activities with music, games, and activities to hold the interest of
younger learners.
ORT’S TIPS FOR TRAINING
* Offer flexibility of work hours with a less
formal environment; offer alternatives from
the norm (e.g. remote access).
* Provide unique professional development
opportunities (e.g. NextGen conference).
* Design training elements with abundance of
multimedia and visuals to keep them engaged!
* Adapt work processes and expectations to
include Millennials. Recognize that this
generation likes to multitask.
* Provide problem solving task teams
composed of Millennials with other
generations (e.g. Committee work).
* Provide an atmosphere that welcomes
teamwork and collaboration. Take the time to
invest in creating genuine relationships with
employees.
* Millennials tend to prefer email or Social
Media; utilize Social Media to engage
employees and to build teamwork.
* Train all leaders, then employees on
Generations and how they can work together
most effectively.
* Provide mentors at work for Millennials and
allow them to mentor others.
* Embrace and incorporate diversity
throughout the organization.
* Leaders: Recognize and stop stereotypes and
judgments!
* Supervisors: Offer immediate feedback,
guidance, support, individual
attention, and recognition when appropriate.
HOW TO ATTRACT AND RETAIN MILLENNIALS
(Sources: Ferri-Reed, Strauss & Howe, & Thompson & Gregory)
Barriers to Incorporate Mentoring Programs
o Formal planning for successors in public bureaucracies is commonly not considered.
o Merit systems control recruitment, selection, and promotion of personnel.
o Public managers are prohibited by laws and civil service rules in the way of “grooming” subordinate employees.
o Recession.
u Workforce planning at the State of Minnesota incorporates succession planning.
u Mentoring is one strategy for knowledge transfer: “An organizationally-sponsored program that pairs an employee with a more experienced employee or manager.”
MENTORING: A TOOL FOR SUCCESSION
T. Zane Reeves: “Succession planning in government has gained popularity as a strategy for deliberate preparation of a successor to assume power when the time presents itself.”
Source:http://www.mn.gov/mmb/employee-relations/workforce-planning/knowledgetransfer/
A ROADMAP TO GUIDE TECHNICAL SUCCESSION PLANNING(ROTHWELL & PODUCH’S MODEL)
BIBLIOGRAPHYFerri-Reed, J. (2013). Quality, conflict, and communication across the generations. Journal For
Quality & Participation, 35(4), 12-14.
Hill, V. (2013, Winter). The next generation of government has begun. The Public Manager,
42(4), 51+.
Nordstrom, Rolf. Personal Communication. November 14, 2014.
McCafferty, D. (2008, May 26). By - bye boomers; VARs that establish a niche can say hello to
new it projects as the baby boomer retirement begins. Varbusiness, G6.
Ort, A. (2014). Embrace differences when training intergenerational groups. T+D, 68(4), 60-65
Patton, S. (2006). Beating the boomer brain drain blues. Cio, 19(7), 60-69
Pollack, L. (2014, June). 3 things every employer needs to know about Millennials.
Retrieved from http://www.lindseypollak.com/wp-content/uploads/2014/06/
Lindsey-Pollak-3-Things-Every-Employer-Needs-to-Know-About-Millennials.pdf
BIBLIOGRAPHY (CONTINUED)
Rothwell, W. J., & Poduch, S. (2004). Introducing technical (not managerial) succession
planning. Public Personnel Management, 33(4), 405-419.
Strauss, W. & Howe, N. (1991). Generations: The history of America’s future, 1584-2069. New
York, NY. Harper Perennial.
Strauss, W. & Howe, N. (2000). Millennials rising: The next great generation. New York, NY.
Vintage Books, an imprint of Random House, Inc.
Taylor, P. with the Pew Research Center (2014). The next America: Boomers, Millennials, and
the looming generational showdown. Old Saybrook, CT. Tantor Media, Inc.
Taylor, Steve. Personal communication. November 13, 2014.
Zemke, R., Raines, C., & Filipczak, B. (2013, 2nd Edition). Generations at work: Managing the
clash of Boomers, GenXers, and GenYers in the workplace. New York, NY. American
Management Association.
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