certificate session 7 - engaging the...

1/8/16

1

Welcome Back Session 7

Agenda 8:00 – 8:25

– Agenda – Assignment Review

8:25 – 11:30

– Engaging the Genera=ons

11:30 – 12:00

– Assignment for Session 7 – Pre-‐work for Session 8

Break

Assignment for Day 6 1.  Conduct a ’12 Needs a Leader Must Fill’ evalua=on with your

staff (or people who see you as a leader) •  What can you do to be a more engaged leader? •  Share the ‘12 Needs’ tool with other leaders in your organiza=on and

teach them to how to use it 2.  Get to know several employees on a professional and personal

level 3.  Complete the Mo=va=on Team Assessment on at least 5

people. •  Did you iden=fy their mo=vators correctly? •  How could this help you to create a more mo=va=onal

environment for these employees?

1/8/16

2

Engaging the Genera<ons

Deep Dive into the Genera=ons

© The Employee Engagement Group All Rights Reserved

Genera<ons Overview •  We have four different genera=ons working side by side in

the workplace –  Tradi=onalists – born 1922 – 1945 –  Baby Boomers – born 1946 -‐ 1964 –  Genera=on X – born 1965 -‐ 1980 –  Gen Y – born 1981 – 1995

•  No one genera=on is beaer or worse than the other genera=ons

•  Changing your leadership approach is easier than changing the values developed over a life=me

Baby Boomer (38.1%)

Genera<on X (31.7%)

Gen Y (25.6%)

Tradi<onalist (4.5%)

Sta=s=cs from Bureau of Labor Sta=s=cs, Genera=ons as part of the workforce

1/8/16

3

Tradi<onalist • Born 1922 – 1945 • Conformity • Stability • Upward mobility • Security • Respects authority

Boomer •  Born 1946 -‐ 1964 •  Personal and social expression •  Idealis=c •  Ques=ons authority •  Materialis=c •  Workaholic

Genera<on X •  Born 1965 -‐ 1980 •  Free agency and independence •  Street smarts •  E-‐mail •  Cynicism •  Work/life balance

Gen Y (aka Millennials) •  Born ager 1980 •  Hope about the future •  Highly structured •  Instant everything •  Social ac=vism, family centricity •  Demand for diversity

GeOng to Know Each Genera<on



Tradi=onalist



Tradi=onalist

1/8/16

4





Boomer



Boomer

1/8/16

5





Genera=on X



Genera=on X

1/8/16

6





Gen Y (aka Millennials)

Gen Y (aka Millennials) •  Born 1981 -‐ 1995 •  Hope about the future •  Highly structured •  Instant everything •  Social ac=vism, family centricity •  Demand for diversity


Gen Y (aka Millennials)

1/8/16

7








Page 4

1/8/16

8

Engagement by Genera<on

Gallup 2013 State of the Workplace

Engaged Not Engaged Ac=vely Disengaged

Tradi=onalists Baby Boomers Genera=on X Millennials (Gen Y)

41% 44%

15%

26%

50%

23% 26%

53%

19%

33%

53%

14%

Tradi=onalists 7.1 million

Gen Y

39.8 million

Genera<ons Sta<s<cs Baby Boomers

59.1 million

Gen X

49.2 million

In the workplace: 2012

Tradi=onalists 7.1 million

Baby Boomers

59.1 million

Baby Boomers

47.6 million

Gen X 50.7 million

Gen Y

62.5 million

Gen Y

39.8 million

Genera<ons Sta<s<cs

Gen X

49.2 million

US Bureau of Sta;s;cs

In the workplace:

2015

1/8/16

9

Similari<es Between the Genera<ons

Achievement Camaraderie

Equity and Ethics

• Pride in one’s work • Professionalism • Capable workforce and leaders

•  Inclusiveness • Produc=ve rela=onships

• Fair pay, benefits, rewards, development opportuni=es, growth, etc.

•  Integrity

How are you maximizing the similari=es in your organiza=on?

Page 7-‐2

Boomers • Want to stay employed •  Increase focus on purpose • Career escala=on replaced by sa=sfac=on

Genera<on X • Frustrated by lack of growth opportuni=es • Smallest genera=on – inferiority complex • Tired of hearing about Millennials (Gen Y) • Concerned with work-‐life balance (raising kids)

Millennials (Gen Y) • Don’t want to wait for promo=on • Used to instant gra=fica=on • Views things a mile wide and an inch deep • Thirst for learning • Demand for latest technology

Challenges with Each Genera<on

Exercise Make a list of ways you can address your assigned genera=on’s challenges in your workplace.

Page 7-‐3

They sure have it easier than I had it!

What the “Older Genera<on” Assumes This new genera;on wants

exactly what I have

The defini;on for success is the same for all genera;ons

They need to pay their dues, just like I did!

1/8/16

10

What the “Younger Genera<on” Assumes The people in the older genera;ons

are so inflexible!

These people just don’t understand me or my friends

They can’t use an iPad, they won’t text, they treat their cell phone like a phone – what’s

wrong with them?

The New Hierarchy

Execu<ves

Mid-‐level

Front line

Age

Tradi=onalists Boomers

Boomers Gen X

Gen X Gen Y

Old Model New Model

T B X Y

Page 7-‐4

The New Hierarchy Exercise – what do you need to change in order to begin prac=cing the new model? What obstacles will you encounter? How will you overcome these obstacles?

1/8/16

11

Recrui=ng the Genera=ons

Career flexibility and reduced hours

Ability to mentor and

teach

Corporate social

responsibility

Reloca=on opportunity (ie Expat)

Opportunity to create and innovate

A_rac<ng Boomers


Career Advancement

Stretch Assignments

Money

Workforce Flexibility

Great colleagues

A_rac<ng Genera<on X


1/8/16

12

Cool Technology

Innova=on

Rota=on of Assignments

Branding

Corporate and Social

Responsibility

A_rac<ng Genera<on Y


A_rac<ng Boomers

© The Employee Engagement Group 2011 All Rights Reserved

Career flexibility and reduced hours

Ability to mentor and

teach

Corporate social

responsibility

Reloca=on opportunity (ie Expat)

Opportunity to create and innovate

Genera<on X Genera<on Y

Career Advancement

Stretch Assignments

Money

Workforce Flexibility

Great colleagues

Cool Technology

Innova=on

Rota=on of Assignments

Branding

Corporate and Social

Responsibility

Exercise: Would a Boomer, Gen X or Y want to work for you? What does your company do now from the list that meets the needs of Gen X and Y? What could your company do (differently, new) to aaract X and Y?

Page 7-5

Communica=ng with the Genera=ons

1/8/16

13

Communica<on

•  In person, mee=ngs • Rela=onship building, over coffee or lunch

• Business and rela=on-‐ships intertwined

• Mutual interests • Link to vision, mission

• E-‐mail, voice mail • Direct, immediate • Time conscious • No corporate-‐speak • WIIFM • Specific scope and deadlines

•  Instant messaging, other social media

• Most important message – face to face or phone

• Be posi=ve • Tie message to goals • No cynicism or sarcasm • Don’t be condescending

• Formal, memos • Words and tone respecmul

• Good grammar and dic=on • No profanity or slang

Tradi<onalist

Boomer

Gen X

Gen Y

Page 7-‐6

Exercise – Communica<ng with the Genera<ons

•  In your groups, list as many techniques you can think of to communicate with your staff

•  What ways work best for the different genera=ons?

•  How can you begin implemen=ng these techniques now?

Leading the Genera=ons


1/8/16

14

Leading the Genera<ons

B•  Demonstrate your knowledge and experience

•  Create mentor rela=onships •  Use coaching techniques •  Establish non-‐authoritarian environment

•  Offer fresh assignments •  Provide developmental experiences •  Recognize and tap into their exper=se •  Understand their work ethic – allow it but don’t abuse it

Page 7-‐7


X •  Be pa=ent about earning respect •  Allow =me for communica=on and ques=ons (open door policy, pause during mee=ngs)

•  Maintain a quick pace and manage =me effec=vely

•  Be specific about growth opportuni=es; they are looking to transi=on

•  Coach for promo=on and succession

Page 7-‐7


Y •  Demonstrate competence •  Provide interac=on with colleagues •  Set clear, realis=c expecta=ons •  Take advantage of their speed •  Connect with the heart – learn their passions

•  Let them solve problems •  Use technology •  Encourage mentoring and provide coaching

Note: 98% percent of Gen Y surveyed believe working with strong coaches and mentors is an important part of their development”.

Price Waterhouse Cooper

Page 7-‐7

1/8/16

15

How are the 3 Genera<ons Managed? •  What are the dis=nct differences how

the genera=ons want to be managed? •  What are the similari=es in how they

want to be managed •  How could a leader maximize both?

Rate Yourself •  Rate yourself on how you handle each

of the key areas

Page 7-‐8

Rewards and Recogni<on • Available to everyone • Delivered consistently • Valuable

B X Y

“For Gen Y, training and development is the most highly valued employee benefit. The number choosing training and development as their first choice of benefit is THREE ;mes higher than those who chose cash bonuses.

Price Waterhouse Cooper

Seeks personal apprecia=on and

recogni=on

Free =me, upgraded resources,

development opportuni=es

Development, tangible evidence

of credibility (awards,

cer=ficates) How do the reward and recogni=on programs your organiza=on offers meet

these needs?

Page 7-‐9

Retaining the Genera=ons

1/8/16

16

Retaining the Genera<ons Boomer Genera<on X Genera<on Y

Leader Mo=va=on •  Leaders who get them involved and show them how they make a difference

•  Allow them to get the job done on their own schedule (even if unorthodox)

•  Connect their ac=ons to personal and career goals

Rewards and Recogni=on

•  Seek personal apprecia=on and recogni=on

•  Free =me, upgraded resources, boaom line results, development opportuni=es

•  Awards, cer=ficates, tangible evidence of credibility

Reten=on ideas •  Offer flexible work arrangement (such as telecommu;ng, adjustable scheduling, personal ;me for family)

•  Offer phased re=rement and health/wellness programs

•  Allow them to work autonomously

•  Show them op=ons for schedules

•  Flexible work schedules – assign a task and they will get it done

•  Frequent, accurate, specific, and =mely feedback to build skills and improve their resume

•  Provide flexibility to allow them to pursue outside interests

•  Get them involved in meaningful volunteer efforts

•  Pair with older mentors (preferably Boomers)

•  Leverage their capability to access and share informa=on quickly

Page 7-‐10

Retaining the Genera<ons Crea=ng a Boomerang Employee • Support their decision to leave • Provide excep=onal references • Conduct a personal exit interview • Ask for new contact info • Connect where possible

–  Social media • Ask for referrals when jobs open up • Send appropriate jobs – ask ex employee to apply

Page 7-‐10

Your Engagement Ac<on Plan

1/8/16

17

Assignment for Day 7 •  Create a plan for aarac=ng the different genera=ons to your workplace. – What are you already doing – How could you improve what you do now? – What are some new ideas you have?

Network with the other par=cipants – ask them for their ideas, share, brainstorm, and collaborate!

Page 1

Day 8 Pre-‐Work

Page 1

Pre Work for Day 8 •  How are Messages from the CEO and Leadership Team

cascaded throughout the organiza=on? Map out how messages from the Leadership team to reach an entry level employee – Who is responsible? – What is the schedule? – What means are used? (email, mee=ngs, etc?) – What is communicated? – what is considered ‘important?’

1/8/16

18

See you February 19th!

certificate session 7 - engaging the...

Documents