It is Not All Generational

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“It’s NOT All Generational”

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CTC ConsultantsTerese Corey Blanck, M.Ed.

& Judith Anderson, M.A.

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© Copyright 2009, CTC Consultants.

All rights reserved. Contact CTC Consultants to inquire about the use of this presentation for educational purposes only.

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CTC ConsultantsTerese Corey Blanck and Judy Anderson

CTC helps organizations understand the changing dynamics of entry-level employees, and implement strategies to impact productivity, retention and purposefully accelerate their development for the future.

Accelerating development to close the gap between the employees you have

and the ones you want.

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Core Expertise18-28 year old employees

�Entry-level talent management

�Young adult development

�Emerging adulthood; and the

�Millennial generation

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Diagnosing the Millennial Generation

What is the true challenge?

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The Challenge

Entry-level talent is not equipped to meet the daily rigors of professional entry-level work. There are far reaching consequences compromising the future health of all organizations if the right investment is not made up front.

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The Solution

A comprehensive assessment of organizational practices touching entry-level talent with a focus on identifying competency gaps accelerating individual development.

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Millennial Filter(12 Deal Breakers)

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Emerging Adulthood(A New Life Stage)

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Millennial Filter“12 Deal Breakers”

� Meaningful and Challenging Work

� Positive Rapport with Manager

� Professional Skill Development

� Clear Career Path

� Structure (Scaffolding)

� Immediate Access

� Recognition of Individual Contribution

� Team Orientation

� Positive Work Culture

� Flexible Work Environment

� Competitive Compensation

� Innovative Technology

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“Emerging Adulthood”“A New Life Stage”

�Distinct new life stage: identity and cognitive development

�Result of societal changes

�Extended period of exploration and instability in the late teens and twenties

�Changes are not generational (X,Y,Z..)(Arnett, 2004)

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Emerging Adults “What’s Changed? The age of exploration?”

�Extension of higher education

�Gender role shift

�Rise in the age of marriage and parenting

�Change in how young people view “becoming an adult” – “yes, but not yet”

�Adult responsibilities are delayed(Arnett, 2004)

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Identity Development“Who am I?”

�Self-awareness is limited and not tested

�Developing sense of self-efficacy

�Autonomy is derived externally not from inside

�Dualistic point of view

�Self-management skills

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Cognitive Development“How do I think?”

�Abstract analysis

�Complex problem solving

�Leadership capacity

�Capacity for self-evaluation

�Thinking ahead

�Risk v. Reward(MIT Young Adult Development Project )

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Physiologically“The Brain is Different?”

�The human brain is still developing �Connection among regions �Myelination: nerve fibers insulation = greater efficiency

�Synaptic pruning: nerve pruning = greater efficiency

�Experience required to promote physical development

(MIT Young Adult Development Project )

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Identifying the Disconnect

�Managers expect “adult” characteristics, attitudes and behavior

�Definition of adulthood from a young adult perspective is different

�Behavior shaped by generational nuances and developmental deficiencies

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Examples of Workplace ImpactGenerational and Developmental

�Interrupts manager multiple times a day for direction

�Desires a promotion after 6 months

�Texts managers and senior staff

�Wants to flexible work hours

�Others?

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The SolutionAccelerating Development

�Develop employee self-knowledge

�Push discomfiture for individual development

�Provide opportunity for confidential feedback to test self-awareness

�Design intentional experiences for learning

�Allow testing of skills

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Management and Organizational Change

�85% of managers don’t know how to intentionally develop their employees

�Understand generational needs (12 Deal Breakers)

�Push developmental intentionally (build scaffolding, walk through decisions, reflect impact etc…)

�AT&T Research

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Impacts all Entry-level Talent Practices

�Attraction and hiring practices

�Training and development

�Compensation structure

�Individual development/Career pathing

�Supervision/Management practices

�Recognition

�Organizational culture

�Leadership identification and development

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CTC Consultants Solutions

�Manager and employee training

�Workshops

�Keynote Speaking

�Comprehensive Generational and Developmental Analysis – GDA

�Entry-Level Accelerator Program

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“We not only can accelerate the younger generations development of core leadership skills, we must. Today’s ultra competitive, fast-paced global marketplace won’t afford us the time to sit back and wait for the aging process to run it’s course. Despite the slumping economy, most boomers will retire sooner rather than later. We need to prepare talented twentysomethings for leadership roles today. If we don’t teach them how to manage themselves, is it reasonable to expect them to lead us to a prosperous future.”The Leadership Vacuum: What We Lose with the Next Generation, Nick Tasler, TalentSmart

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“Accelerating development to close the gap between the

employees you have and the ones you want.”

CTC Consultants, 2009

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Contact Information

�Terese Corey Blanck�tblanck@collegetocareer.net

�http://www.linkedin.com/in/teresecoreyblanck

�763-286-9150

�Judy Anderson�janderson@collegetocareer.net

�http://www.linkedin.com/in/judyandersonctcconsultants

�612-281-7286

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© Copyright 2009, CTC Consultants.

All rights reserved. Contact CTC Consultants to inquire about the use of this presentation for educational purposes only.