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It's not only about managing the expectations of Generation Y or Millenials, it's also about managing the dominance of boomers.
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The IntergenerationalWorkplace- and its’ impact on the future of our organizations
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Which generational cohort do you belong to?
Traditionalists - pre 1947
Boomers - 1947 to 1966
Generation X - 1966 to 1979
Generation Y - 1980 to 19952
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Today
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Traditional-ists Boomers
Gen XGen Y
0
5
10
15
20
25
30
35
40
5
40
2530
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Tomorrow
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Tradi-tionalists Boomers Gen X Gen Y Gen Z
0
10
20
30
40
50
1
2220
50
7
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The challenges
Multiple cohorts with differing views of the workplace – creates conflict
Dominant boomer cohort on the way out - creates an expertise gap
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Boomers leaving
Boomer exodus = Expertise Gap vacancies rise forces up training & development costs Creates skills and knowledge gaps
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The impact
7B
oom
ers @
1
/2
Gen
Y @
2
x
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What we want
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Traditionalist
Loyalty, respect for authority
Company goals
Company performance
For doing the job
Job security, company success,
live to work
Boomer
Company loyalty, competition
Team and personal goals
Personal and company
performance
Reward for results, recognition for
contribution
Work defines self worth, live to work
Generation X
Self reliance, independence
Career goals
Personal results and fun
Reward for outcomes
Work/life balance, work to live
Generation Y
Community loyalty, equity
Learning and growth
Speed of career movement
Reward for learning and knowledge acquisition
Lines between personal and work blurred. Pack
orientation
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I was visiting my son-in-law and daughter last night when I asked them if I could borrow a newspaper.
“This is the 21st century, old man,” he said. “We don’t waste money on newspapers. Here, you can borrow my iPad.”
I can tell you, that fly never knew what hit it…
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What current leaders want
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Reason %
Do not enjoy mentoring or coaching
53
Afraid of redundancy 56
No one needs their knowledge
35
Not interested in giving their knowledge away
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Reason %
Organization views skills transfer as a priority
73
Will receive reward/recognition for doing it
20
Skills transfer part of retirement planning
38
Get satisfaction from teaching others
Reverse mentoring in place
64
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Concerns Motivators
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The solution
• Boomer Leaders are accountable
• Critical roles and skills are identified
• Risk assessment is completed (ROI)
• Knowledge transfer process is developed
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Boomer Leader Legacy Process
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Learning styles
Digital Immigrants Digital Natives
Linear acquisition of information Nonlinear (hyperlinked) logic of learning
Focused mainly on facts and knowledge acquisition
Focused more on learning how to learn
Guided learning Autonomous learning
Learning in specified time periods Learning 24/7
Face-to-face learning Interactive virtual learning
Learning as duty Learning as fun
Rote learning Analogical learning
12*Conference Board of Canada, Bridging the Gaps.
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Knowledge Transfer Process
1. What knowledge and expertise needs to be
transferred?
2. What process is best suited to learning styles of
intended future leaders?
3. Which knowledge transfer methodologies should
be applied?13
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Aligning Boomers and GenY
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How we communicate
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Boomer Gen X Gen Y
Boomer – 22%
Gen X – 28%
Gen Y – 27%
Boomers = 20%GenX = 30%GenY = 39%
15 – 45%
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Attracting interest
Research
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Attracting interest
ResearchNetwork
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Attracting interest
ResearchNetworkMind your and ‘s
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Attracting interest
ResearchNetworkMind your and ‘sThink about your audience
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Attracting interest
ResearchNetworkMind your and ‘sThink about your audience Build a professional profile 20
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The challenges
Multiple cohorts with differing views of the workplace – working together
Dominant boomer cohort on the way out; effectively closing the pending expertise gap
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The IntergenerationalWorkplace- and its’ impact on the future of our organizations
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