I. Introduction to the Multigenerational Workforce. II. Workforce Challenges. III. Generational Characteristics and Preferences
|
|
- Felicity Simmons
- 6 years ago
- Views:
Transcription
1 Program Overview I. Introduction to the Multigenerational Workforce From Gray Hair to Flip Flops: Section Is your Divider Total Rewards Title Goes Strategy Here Generational Friendly? Daniel Margolis, MBA PHR Senior Human Resources Consultant II. Workforce Challenges III. Generational Characteristics and Preferences IV. How to Optimize your Total Rewards Strategy V. Summing It Up From Gray Hair to Flip Flops 0 From Gray Hair to Flip Flops From Gray 1 Hair to Flip Flops 1 Multi Generational Workforce More Gen Xers than Millennials have a tattoo? Born Born Born Before 1945 Born after 1980 From Gray Hair to Flip Flops 2 From Gray Hair to Flip Flops 3 More Gen Xers than Millennials have a tattoo? While both generations are heavily inked, 40 percent of Gen Xers have tattoos compared to about 36 percent of Millennials. With that said, about 18 percent of Millennials have six or more tats Baby boomers don t embrace technology From Gray Hair to Flip Flops 4 From Gray Hair to Flip Flops 5 1
2 Baby boomers don t embrace technology Having a successful career is more important to Millennials than being a good parent. Boomers actually represent one third of the million internet users in the U.S. In 2012, Baby Boomers spent 27 hours online per week, which is two hours more than the Millennial demographic. Boomers use the internet to access weather and news, shopping, etc. Boomers also have a large presence in online dating services, and enjoy watching videos for entertainment and relaxation. Source: Immersion Active Study of Mature Consumers From Gray Hair to Flip Flops 6 From Gray Hair to Flip Flops 7 Having a successful career is more important to Millennials than being a good parent Millennials are lazy Parenting well ranks tops with Millennialls, with 52 percent saying it's the most important thing in life. They value parenthood (far more than marriage). For the generation under age 35, nearly half of all births are outside marriage. From Gray Hair to Flip Flops 8 From Gray Hair to Flip Flops 9 Millennials are lazy Generation Y believes strongly in job fulfilment, and expect a healthy work-life balance. They actually have a strong work ethic just not in a 9-5 sort of way following a mantra of working smarter, not harder. They are able to work incredibly hard when they are motivated to do so. Intense focus, long hours, across a range of task domains. Traditionalists don t enjoy flexible arrangements From Gray Hair to Flip Flops 10 From Gray Hair to Flip Flops 11 2
3 Traditionalists don t enjoy flexible arrangements. Like other generations, Traditionalists believes strongly in job fulfilment, and expect a healthy work-life balance. They enjoy flexible arrangements so they can work on their own schedule. WORKFORCE CHALLENGES From Gray Hair to Flip Flops 12 From Gray Hair to Flip Flops 13 Generations in the Workplace Generations in the Workplace Let s hear directly from the Generations what they think! From Gray Hair to Flip Flops 14 From Gray Hair to Flip Flops 15 Five Generations in the Workplace By 2020, projections indicate those over 55 years of age will represent only 25.2% of the workforce 25.2% Strategic Workforce Planning Analysis 70% Percentage of Organizations That Have Conducted Strategic Workforce Planning to... 60% 58% 52% 50% 44% 40% 39% 35% 31% 30% 20% 21% 20% 10% 17% 0% Identify Workforce Identify Potential Skill Analyze Effects of Age Needs Gaps 50+ Workers Leaving 1-2 years 3-5 years 6-10 years Source: Executive Summary: Preparing for an Aging Workforce (SHRM, 2014) From Gray Hair to Flip Flops 16 From Gray Hair to Flip Flops 17 3
4 Baby Boomer Exodus Even though many Baby Boomers have delayed retirement, many are beginning to leave the workforce and are taking their knowledge and expertise with them leaving a gap that can only be filled by Millennials. Changing Demographics From Gray Hair to Flip Flops 18 From Gray Hair to Flip Flops 19 Employee Engagement Among Generations Awareness and Understanding 60% 50% 40% 30% 20% 10% 0% 44% 41% 15% 26% 50% 23% 53% 53% 33% 28% 19% 14% State of the Global Workplace Engaged Not Engaged Actively Disengaged Understand that generational balance of your workforce is shifting. Recognize distinct characteristics of each generation. Learn that different strategies are needed to engage, motivate and retain. Understand needs and desires of Millennials they are the future. Educate the masses. Consider an annual workshop on generational awareness, especially for individuals that work as a team. When employees are able to appreciate generational characteristics they and/or their teammates possess, they are better equipped to work effectively together. Source: Gallup, The State of the American Workplace; Employee Engagement Insights for U.S. Business Leaders, 2013 From Gray Hair to Flip Flops 20 From Gray Hair to Flip Flops 21 The Workforce Today and in the Future GENERATIONAL CHARACTERISTICS AND PREFERENCES From Gray Hair to Flip Flops 22 From Gray Hair to Flip Flops 23 4
5 HOW TO OPTIMIZE YOUR TOTAL REWARDS STRATEGY From Gray Hair to Flip Flops 24 From Gray Hair to Flip Flops 25 Analyze your Total Rewards/Employee Value Proposition through a Generational Lens Benefits Health Retirement Paid Time Off Career Development Training Performance Management Employee Value Proposition Culture Values/Beliefs Reputation Leadership Recognition Generational Reward Preferences What do different generations identify as priorities? Reward/Perk Priorities Traditionals Baby Boomers Gen Xers Millennials Phased Retirement Recognition of long tenure and loyalty to the organization Paid Time Off Work redesign Financial Planning and Education Recognition of long tenure and loyalty to the organization Wellness Initiatives Community Volunteer Programs Career Growth Flexible Work Arrangements Freedom/autonomy related to work and not being micro-managed Diversity/Inclusion Initiatives Access to information networks Participative, casual work culture Training challenges Development opportunities Recognition/praise Access to and integration of new technology Pay Base Variable Premium Work Environment Autonomy Challenge Flexibility Source: WorldatWork - Rewarding a Multi-Generational Workforce From Gray Hair to Flip Flops 26 From Gray Hair to Flip Flops Talent Management Create a Talent Pipeline Why is this so important? Assure business continuity Prepare for business growth/expansion Address projected talent shortages Address change effectively Reduce financial and operational cost for external recruitment Manage diversity through systematic development of women and minorities Retain institutional knowledge Talent Management Succession Planning Anticipates talent requirements and fosters ongoing development of high-potential employees Applies at all levels of the organization- not exclusively to senior management Provides employees insight, awareness and experience to make meaningful contributions to the organization Structured training provides knowledge and skills necessary for success and career advancement Aligns with performance management processes to ensure ongoing development From Gray Hair to Flip Flops 28 From Gray Hair to Flip Flops 29 5
6 Key Components of Succession Management Determine Organizational Needs Questions to ask yourself: 1. Assessing organizational needs 2. Identifying & assessing top talent What roles are critical to the organization? How far should succession planning reach? 4. Measure success 3. Developing talent What competencies are needed for the future? What gaps exist between current and future talent demand and supply? From Gray Hair to Flip Flops 30 From Gray Hair to Flip Flops 31 Identify Positions Based on Impact and Retention Outlook Critical positions significantly affect key performance measures and are critically important to the business strategy Identify Key Competencies and Skills Develop strategies to assess and provide these skills Company s Core Values Innovation Caring Excellence Accountability Integrity Team Work Leadership Core Competencies Innovation/Decision Making Business Acumen Adaptability Emotional Intelligence Influencing Managing Risk Conflict Resolution Drive Revenue Risk If Vacant Customer Relations Critical or Rare Skills Market Competition Equip leaders with a small number of competencies (two to three) that will make a significant difference to performance. From Gray Hair to Flip Flops 32 From Gray Hair to Flip Flops 33 Identify those whom are High Performers with High Potential Low Potential Moderate Potential High Potential Highly valued, High seasoned professional Performers in current role; remain at current level Effective Probably solid performers in current roles. Could progress higher in specialty and become a high performer. Consider Low reassignment, Performers reclassification or exit. Does extremely well at current job with potential to do more, give stretch assignments to help prepare for next position. These individuals should be considered for a bigger job at the same level if they can deliver better results. Tight performance management is crucial, consider helping leader manage time more effectively. Consistently performs well in a variety of assignments, prime targets for recruitment by other companies. Current role may still provide opportunity for growth / development; focus should be on helping them improve performance Maybe job mismatch, new hire with lots of potential, or new assignments. May require coaching to improve performance. 2. Talent Development Provide Career Paths - Employees of all generations want to be able to navigate their careers. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 55% 78% 88% 85% Traditionalists Baby Boomers Generation X Millennials From Gray Hair to Flip Flops 34 Future Workplace. Multiple Work, 2012 From Gray Hair to Flip Flops 35 6
7 Career Level/Pathing Allows employees to chart a path within your organization; increasing retention and growing talent organically. 3 Keys Elements of Successful Talent Development Dimensions: Individual has to be motivated ( ambitious ) and willing to do what is required to grow and progress Organization needs a process in place to help those who want to grow Managers/Leaders need to take an active role in development (take time, interest and effort) Impact /Scope Knowledge Autonomy/Judgment Problem Complexity Skills/Qualifications Teamwork/Leadership From Gray Hair to Flip Flops 37 Keys to Successful Talent Development Individual has to be motivated ( ambitious ) and willing to do what is required to grow and progress Consider career aspirations (place on growth curve ) Communicate individual ownership and accountability Understand how to leverage strengths Consider individual competencies necessary for success Understand what is personally motivating Keys to Successful Talent Development Organization needs a process in place to help those who want to grow Communicate objectives and employee s role in success Define a method for determining hi-potential employees Define career paths and opportunities Define key competencies Build a culture of learning agility Hold managers/leaders accountable for team development From Gray Hair to Flip Flops 38 From Gray Hair to Flip Flops 39 Keys to Successful Talent Development Managers/Leaders need to take an active role in development The Value of Stretch Assignments Assess Talent (Potentials competency strengths/gaps) Understand career goals/individual motivators Encourage employees to reach their potential Assign mentors for development success Provide assignments and goals that are impactful to key objectives Understand how to use stretch assignments Provide direction and ongoing coaching Company Perspective Tap broader skills of employees Avoid time and cost of hiring and training new staff Helps retention efforts to offer growth opportunities Employees Perspective Broadens skills, increases confidence and provides richer resume Makes them feel more needed and challenged and less inclined to leave From Gray Hair to Flip Flops 40 From Gray Hair to Flip Flops 41 7
8 Stretch Assignments Delegate key assignments take a key priority that isn t getting done and assign the job Trade tasks and assignments between two direct reports have them do each others work Fix-its/Turnarounds Clean up a mess when it is the last chance Projects/Task Forces - One-time, shortterm events. Diversity Lead a cross cultural, enterprise-wide team Facilitating Change - Manage a new product launch Leading a Critical Business Initiative New system rollout 3. Drive Employee Engagement across the Generations Slipping away Whining and walking Quitting and working Competing and constraining Clashing and complementing From Gray Hair to Flip Flops 42 From Gray Hair to Flip Flops 43 Workforce 2020 Engagement Model Blended Rank Order Traditionalists Baby Boomers Generation X Millennials Strong values Develop skills for future Flexible benefits & rewards Blend work & life Good employer brand Clear career path Reputation for corp. social responsibility Allow me to work from any location Pay for continuing education Has EEs I think I could be friends with Create a Culture that is Conducive for all Managers/Leaders need to adapt their leadership style Adapt your attitudes about work styles, communication preferences and motivators to match generational expectations Be open and abandon the one size leadership style works for all Understand what makes each generation tick Make a point to ask employees about their individual needs, views and preferences. Leverage the strengths of each generation Build on strengths and encourage people to become more of who they are rather than pushing them to conform. Build bridges between generations Pursue and encourage a multiplicity of perspectives and ideas. Educate and increase appreciation for generational differences Communicate uniquely with each generation Observe and discover ways to meet the different communication styles of your team. Future Workplace, Multiple Work, 2012 From Gray Hair to Flip Flops 44 From Gray Hair to Flip Flops 45 Become a Coach (versus a Manager) Shift from Command and Control to Develop and Empower Establish Trust Create a safe, supportive, blame-free and challenging environment Allow for input and suggestions into solutions, processes/procedures, projects, and self development Listen and get to know your employees in order to energize and motivate them Get to know them on a professional and personal level Understand individual skills, preferences and motivators and align with departmental and organizational goals Create a Culture that is Conducive for all Generations Celebrate individual and team accomplishments Use different means of recognition to appeal to all generations Show openness to employees ideas and innovations Arrange camaraderie-building events Embrace flexible work schedules Coaching is helping another person figure out the best way to achieve his/her goals, build skills sets or expertise and produce the results the organization needs. From Gray Hair to Flip Flops 47 8
9 Adopt Flexible Work Flex work is appreciated by every generation, make your practices more nimble and employee-friendly Benefit Strategies by Generation Traditional Baby Boomer Generation X Millennial Dental Vision Flexibility Financial Development Office Perks Source: Trends in Workplace Flexibility (WorldatWork, September 2015) From Gray Hair to Flip Flops 48 From Gray Hair to Flip Flops 49 Benefit Strategies by Generation Traditional Baby Boomer Generation X Millennial HDHP - Higher HDHP - Lower Traditional HSA FSA Wellness EAP SUMMING IT UP From Gray Hair to Flip Flops 50 From Gray Hair to Flip Flops 51 Best Practices Perform Workforce Analytics Use this information to guide your HR Strategies Identify generational gaps and commonalties Facilitate regular trainings about generational differences Create work environments where employee opinions are valued Ask and react accordingly to motivate employees Ensure leaders have the knowledge and skills needed to lead and communicate effectively with all Develop multigenerational benefit strategy Develop an effective succession plan Identify ways to transfer knowledge so crucial expertise and resources are not lost Remember that despite generational differences, all employees at their core desire the same things: equal and fair treatment, appreciation for their contributions, open communication with their superiors and advancement opportunities. Make these core components of your Total Rewards Strategy. From Gray Hair to Flip Flops 52 From Gray Hair to Flip Flops 53 9
CGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationDemographics in the Workplace Managing the different cohorts. March 30, 2010 CME Human Capital Management Conference
Demographics in the Workplace Managing the different cohorts March 30, 2010 CME Human Capital Management Conference Facilitator Alison Growse, CHRP VP HR Solutions How to evaluate, improve and maintain
More informationThe Great Divide: Leading, Motivating, and Retaining a Multigenerational Workforce
The Great Divide: Leading, Motivating, and Retaining a Multigenerational Workforce 1/9 The baby boomer generation is obsolete; it needs to retire already. Millennials are too self-centered to be trusted
More informationMixing and Managing a Multigenerational Workforce
Mixing and Managing a Multigenerational Workforce Jeri L. George, M.Ed., SHRM-CP, PHR April 2015 Today s Purpose To provide insight into the defining differences between the 5 generations: Traditionalists,
More informationYour Guide + Workbook to. Developing Employees Into Leaders
Your Guide + Workbook to Developing Employees Into Leaders ONLY 13% of companies say they do an excellent job developing leaders at all levels. Yikes. The most successful companies don t recruit leaders.
More informationGetting Engaged - What is Employee Engagement and Why Does it Matter?
Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what
More informationENGAGE BY STAGE. Research Report. Understanding how career stage affects employee engagement
ENGAGE BY STAGE Research Report Understanding how career stage affects employee engagement BEYOND AGES: Engaging Employees at All Career Stages While companies tend to default to age as the driver in engaging
More informationHow to Engage and Motivate Employees. Presented by: Hilary Maricle Nebraska Women in Ag 2018
How to Engage and Motivate Employees Presented by: Hilary Maricle hmaricle@gmail.com 402-741-0714 Nebraska Women in Ag 2018 Employees who feel they are valued and recognized for their contributions are
More informationEmerging Millennial Healthcare Leadership
Emerging Millennial Healthcare Leadership Views and Reflections from the New Generation A Witt/Kieffer Study EXECUTIVE SUMMARY Witt/Kieffer recently conducted a survey of more than 100 industry executives
More informationPracticePerspectives. Winter. Navigating a Multigenerational Workforce in Child Welfare. Roxana Torrico Meruvia, MSW
I S S U E Winter 2 0 1 3 PracticePerspectives The National Association of Social Workers 750 First Street NE Suite 700 Washington, DC 20002-4241 SocialWorkers.org Navigating a Multigenerational Workforce
More informationIs your organization s talent ready for the future? Succession planning for future success
Is your organization s talent ready for the future? Succession planning for future success Business Focus Customized leadership, team building and individual training/coaching Analysis and strategies for
More informationManaging the Future; Multigenerational Workforce in 2017 and Beyond Tiffany Glenn, Sr. Director, HR Business Partner Raymond King III, HR Manager
Client Conference Managing the Future; Multigenerational Workforce in 2017 and Beyond Tiffany Glenn, Sr. Director, HR Business Partner Raymond King III, HR Manager Copyright 2017 ADP, LLC. Proprietary
More informationEmployee engagement is promoted by a myriad of
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
More informationWHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment
WHITEPAPER Sirota Dynamic Alignment Model Competency Alignment Introduction Although competency models invariably differ across organizations, similarities often exist. Hogan developed the Model to capture
More informationThe Value of Employee Engagement. A Guide to Discovering the Business Impact of High-Engagement Employees
A Guide to Discovering the Business Impact of High-Engagement Employees Introduction Today s business leaders are faced with many challenges brought on by recent economic, technological, demographic, and
More informationHuman Resources and Organisational Development: Outcomes
1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes
More informationGenerational Differences in the Workplace
Generational Differences in the Workplace Dr. Clara B. Lee 13 August 2015 PMIWDC Fairview Park Luncheon Topics 1 Overview of the Generations 2 Workplace Characteristics 3 Workplace Implications 4 Success
More informationWinning the Millennials: The Roles of HR and Senior Management
Winning the Millennials: The Roles of HR and Senior Management Shira Harrington Founder & President, Purposeful Hire Employee Disengagement is Rising 72% US employees who are disengaged or actively disengaged
More informationHow Often Should Companies Survey Employees?
How Often Should Companies Survey Employees? Emerging Trends and Practical Considerations. 2017 Perceptyx, Inc. 28765 Single Oak Drive, Suite 250, Temecula California 92590 951.676.4414 www.perceptyx.com
More informationEmployee Value Proposition Survey
Research-based // Valid // Reliable Understand how to attract, retain, and engage your workforce. The DecisionWise contains research-based questions designed to measure the factors that attract, retain,
More informationWorkplace. State of the American. The State of the American Workplace ANNAMARIE MANN. Workplace Analytics Practice Manager
The State of the American Workplace State of the American ANNAMARIE MANN Workplace Workplace Analytics Practice Manager 2 Copyright 2017 Gallup, Inc. All rights reserved. The key to an organization s growth
More informationOutcomes. The Retention Dilemma Balancing Costs and Employee Engagement
Texas Association The Retention Dilemma Balancing Costs MARY NOVAK-JANDREY 2016 Outcomes Two key concepts Generations in the workplace Understanding your workforce Key metrics The future of The secret
More informationEmployee Engagement Leadership Workshop
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
More informationEmployee Value Proposition Do we have one? Do we need one? How do we get one?
Employee Value Proposition Do we have one? Do we need one? How do we get one? MT SHRM Conference February 23, 2018 1 Andrea Goodkin, SPHR, SHRM-SCP Executive Vice President and Practice Lead, Human Capital
More informationRLI PROFESSIONAL SERVICES GROUP LEARNING EVENT PSGLE 131. Employee Engagement: Focus on Millennials
RLI PROFESSIONAL SERVICES GROUP LEARNING EVENT PSGLE 131 Employee Engagement: Focus on Millennials Copyright Materials This presentation is protected by US and International Copyright laws. Reproduction,
More informationThe Multigenerational Workforce. Starr Harry, PHR, SHRM-CP Client Advocate, G&A Partners
The Multigenerational Workforce Starr Harry, PHR, SHRM-CP Client Advocate, G&A Partners Overview Importance of understanding your workforce and their workstyles. The different generations represented in
More informationIS BECOMING THE GROWING LIABILITY FOR THOSE TRYING TO SUCCEED
C O M M U N I C A T I O N IS BECOMING THE GROWING LIABILITY FOR THOSE TRYING TO SUCCEED EMAIL: C O M M U N I C A T I O N IS BECOMING THE GROWING LIABILITY FOR THOSE TRYING TO SUCCEED Ineffective communication
More informationAttract, Retain, Repel: How Employment Branding and Organizational Culture Increases the ROI of Recruitment and Retention Programs
Attract, Retain, Repel: How Employment Branding and Organizational Culture Increases the ROI of Recruitment and Retention Programs Lizz Pellet, CEO EMERGE International www.emergeinternational.com 480-595-9874
More informationEMPLOYMENT LIFE CYCLE
Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity
More informationThe Role of the Manager in Impacting Employee Engagement. Presented by: Kerry Liberman, President People Perspectives LLC
The Role of the Manager in Impacting Employee Engagement Presented by: Kerry Liberman, President People Perspectives LLC 1 What is Employee Engagement? Willingness of employees to exert discretionary effort
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationEmergency Department Directors Academy Phase II. Breakout Session III: Hiring and Retention Best Practices: Transform Your Workforce
Emergency Department Directors Academy Phase II Breakout Session III: Hiring and Retention Best Practices: Transform Your Workforce May 2011 Katherine Haddix Hill, Hill, RN, MSN Define workforce transformations
More informationSuccession Planning for High Potential Millennials
Succession Planning for High Potential Millennials Eileen Dowse Ph.D. Organizational Psychologist with Human Dynamics Inc. The Forces at Work By 2025 here is what we can expect GLOBAL INTEGRATION WORKFORCE
More informationGuide How to attract and retain good employees
Guide How to attract and retain good employees How to attract and retain good employees Some of the most successful organisations are those that recognise that their employees are their most valuable assets,
More informationMindset. Creating a New. Guidelines for Mentorship in Today s Workplace
Mindset Creating a New By Guidelines for Mentorship in Today s Workplace Randy Emelo Mentoring has proven again and again to be an effective workforce development tool. A 2009 study by Triple Creek looked
More informationSTAFF REPORT ACTION REQUIRED
Insert TTC logo here STAFF REPORT ACTION REQUIRED Succession Planning Date: June 20, 2016 To: From: TTC Human Resources & Labour Relations Committee Chief Executive Officer Summary Further to the Human
More informationHR Conference 15 th November Passion over Pound. Shahina Kasak
HR Conference 15 th November 2017 Passion over Pound Shahina Kasak Agenda Maslow s Hierarchy of Needs Influences on this Hierarchy The Global Financial Crisis of 2008 Implications of the crisis Generational
More information2017 Annual Workplace Survey. Edelman Intelligence / Copyright 2016
2017 Annual Workplace Survey Edelman Intelligence / Copyright 2016 1 Methodology Edelman Intelligence conducted the fourth year of Addison Group s Annual Workplace Survey. With previous waves having focused
More informationMillennials; The Unforeseen Generation That Will Lead Healthcare Transformation. Joseph Anton, RN, MSN Kristi Caldararo, MHA
Millennials; The Unforeseen Generation That Will Lead Healthcare Transformation Joseph Anton, RN, MSN Kristi Caldararo, MHA July 2017 About Us Joseph Anton, RN, MSN Vice President, Clinical and Support
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationThe Generational Divide: Communication, Organization and Employee Engagement. Vicki Wille, MT (ASCP) SBB
The Generational Divide: Communication, Organization and Employee Engagement Vicki Wille, MT (ASCP) SBB Objectives Define generation and the span of years associated with Veterans, Baby Boomers, Generation
More informationCase Study. Technical Talent Management
Case Study Technical Talent Management Best practices from Lockheed Martin A global security company headquartered in Bethesda, MD., Lockheed Martin employs 126,000 people worldwide. Primarily engaged
More informationNow I Know My X, Y, Z: Won t You Succession Plan With Me? Presented By: Laura Kalty May 4, 2016
Now I Know My X, Y, Z: Won t You Succession Plan With Me? Presented By: Laura Kalty May 4, 2016 Agenda Identify the Current Generations in the Workplace Discuss Generational Differences and Shared Values
More informationSHRM Research Overview: Talent Acquisition. SHRM Research Overview: Talent Acquisition
SHRM Research Overview: Talent Acquisition SHRM Research Overview: Talent Acquisition HR professionals are undoubtedly in the midst of a challenging period for talent acquisition. Job creation was strong
More informationBridging the Volunteer Generation Gap City of Walnut Creek
Bridging the Volunteer Generation Gap City of Walnut Creek April 21, 2016 @JFFixler JFFixlerGroup Flickr: scooterroo2002 Today s Generation Gap I don t know how to give feedback when he is so much older
More informationManaging Age Diversity in the Workplace Public Library Association
Managing Age Diversity in the Workplace Public Library Association March 18, 2015 Flickr: Nathan Beth Steinhorn President Connect with me at: linkedin.com/in/bethsteinhorn facebook.com/jffixlergroup @JFFixler
More informationWhen it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative
KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to
More informationMotivating the Millennial Knowledge Worker First Edition
Assessment Motivating the Millennial Knowledge Worker First Edition Complete this book, and you ll know how to: 1) Implement proactive strategies that address the Millennials motivational need for increased
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
More information5 THINGS. Successful SMBs & Franchises Do For Their Employees
5 THINGS Successful SMBs & Franchises Do For Their Employees 1 What does the blueprint for a well-structured business look like? For starters, it begins with culture. According to a recent Entrepreneur
More informationInspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison
Inspiring Others to Lead Wayne Guthrie Chief Human Resources Officer, UW Madison What is leadership? An act, rooted in values and competencies Flexible, responding to each unique context or situation Contributes
More informationLeverage Learning to Onboard Top Talent
Leverage Learning to Onboard Top Talent What s in this guide? Explore the top five ways that learning is used to enhance onboarding. Click to jump to a chapter. 2 33% of employees know whether they want
More information2017 Recruiter Sentiment Study
2017 Recruiter Sentiment Study with Insights from and Candidates Conducted by The Martec Group MRINetwork.com/Recruiter-Sentiment-Study CONTENTS SURVEY HIGHLIGHTS 3 JOB OPENINGS TODAY What is Causing Job
More information2017 Recruiter Sentiment Study
2017 Recruiter Sentiment Study With Insights from and Candidates Conducted by The Martec Group on behalf of MRINetwork, a subsidiary of CDI Corporation CONTENTS SURVEY HIGHLIGHTS 3 JOB OPENINGS TODAY What
More informationD R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016
D R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016 PRESENTATION GOAL 1. Create awareness of what employee engagement is, how it is
More informationCompetency Model & Performance Behaviors
Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor
More informationThe Essential Relationship between HR and Marketing
The Essential Relationship between HR and Marketing A Definitive Guide on How HR and Recruiting Departments Can Adopt Marketing Techniques to Attract the Best Talent Recruiting departments are increasingly
More informationSUCCESSION PLANNING. Mark L. Butler
SUCCESSION PLANNING Mark L. Butler 1 What is Succession Planning? 2 Definition Succession planning is a process for identifying and developing leaders or staff who can replace vacant leaders or staff positions.
More informationUnleashing the Power of Women
Unleashing the Power of Women HOW TO LEVERAGE THEIR UNIQUE STRENGTHS Jack Zenger, CEO Zenger Folkman Urgent Need For Leadership 60% of companies facing leadership shortages that impede their performance
More informationCapital Regional District. Organizational Development Plan
Capital Regional District Organizational Development Plan This plan represents current information as of the time of publication. The Capital Regional District will be periodically updating and revising
More informationWOW Your Multi-Generational Workforce. Mike Byam Author of The WOW! Workplace Managing Partner, Terryberry
WOW Your Multi-Generational Workforce Mike Byam Author of The WOW! Workplace Managing Partner, Terryberry Meet the Recognition Experts via Chat Justin Anderson Business Development Manager in New Smyrna
More informationVisionary Leadership. Systems Perspective. Student-Centered Excellence
Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
More informationBRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK
BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK 2017 Survey Report EXECUTIVE SUMMARY Since Globoforce launched the WorkHuman movement, the concept of working human bringing more humanity
More informationA Study of the Employee Engagement Practices in the Indian Manufacturing Sector
A Study of the Employee Engagement Practices in the Indian Manufacturing Sector 1 Dr Shilpa Varma, 2 Ms PriyaVij, 3 Dr R Gopal 1 Associate Professor DY Patil University School of Management 2 Assistant
More informationHow to Keep Millennials Engaged and Productive in the Workplace
How to Keep Millennials Engaged and Productive in the Workplace The practice of identifying and developing people compounds the positives of your organization, because bringing out the best in a person
More informationDeveloped and engaged staff. Individualized career paths. Alternative leadership routes. Diverse workforce
FIRM inmotion A PCPS e-toolkit: Transition Continuum and Checklist Transitioning to a high-performing firm of the future doesn t have to be an overwhelming ordeal. In fact, chances are good that your practice
More informationCore Values and Concepts
Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
More informationGEORGIA BANKERS ASSOCIATION. Georgia Banking School
GEORGIA BANKERS ASSOCIATION Georgia Banking School Employee Development Coaching and Counseling Facilitator: Staci Parker, PHR 2 Staci Parker, PHR 4/25/2017 3 Course Objectives To provide you with an understanding
More informationU.S. Construction Industry Talent Development Report
U.S. Construction Industry Talent Development Report Agenda Survey Respondent Data Preparing for a Changing Workforce Finding and Retaining the Best Talent Ethical Compliance Training Budgets and Expenditures
More informationA Guide to Competencies and Behavior Based Interviewing
A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More information15 Key Recruiting Trends for 2018 and Beyond
15 for 2018 and Beyond Tony Lee Vice President Editorial, SHRM SHRM 2016 The Five Generation Workforce Traditionalist Pre-1946 Baby Boomer 1946-1964 Gen X 1965-1979 Gen Y Millennials 1980-1999 Gen Z 2000-present
More informationCone Communications Employee Engagement Study
Cone Communications Employee Engagement Study Introduction With telecommuting, flexible schedules and our increasingly wired (and wireless) world, the boundaries in and outside the workplace have become
More informationEngagement and Culture: Engaging Talent in Turbulent Times
Point of View Engagement and Culture: Engaging Talent in Turbulent Times When businesses confront an external environment characterized by challenge and confusion, why should they be interested in human
More informationThe Attraction, Retention and Advancement of Women Leaders:
The Attraction, Retention and Advancement of Women Leaders: STRATEGIES FOR ORGANIZATIONAL SUSTAINABILITY July 2013 ATTRACTION, RETENTION AND ADVANCEMENT OF WOMEN 01 AUTHOR: Mary L. Bennett, MLBennett Consulting
More informationIncrease Employee Engagement Through Training
WHITE PAPER Increase Employee Engagement Through Training MORE INFORMATION? pryor.com 855.556.3009 #918789 THEME : THE IMPORTANCE OF EMPLOYEE ENGAGEMENT Increase Employee Engagement Through Training Numerous
More informationBellevue University College of Continuing and Professional Education Recent Professional Development Deliveries
Bellevue University College of Continuing and Professional Education Recent Professional Development Deliveries 1) Leadership Foundations Leadership as Influence Effective leadership is critical in obtaining
More informationWorkplace Safety & Disability Management: Addressing the Multigenerational Workforce Susan Salsbury OTR/L CDMS OhioHealth Associate Health & Wellness
Workplace Safety & Disability Management: Addressing the Multigenerational Workforce Susan Salsbury OTR/L CDMS OhioHealth Associate Health & Wellness Objectives Increase awareness of issues with a multigenerational
More informationThis report was prepared by McLean & Company for ACME Incorporated on Data is comprised of 8 responses. Prepared for ACME Incorporated
This report was prepared by McLean & Company for ACME Incorporated on 2015-06-18. Data is comprised of 8 responses. Prepared for ACME Incorporated HR & Governance Diagnostic Program 1. Understand Results
More informationTalent Review and Development Process: A Step-by-Step Guide
Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.
More informationChief Growth Officer
Chief Growth Officer (Client Marketing Director) Position at Kinesis After reviewing this position, please submit your cover letter and resume to: /contact/careers/ No phone calls, please. 0 Letter from
More informationBuilding a Culture of Employee Effectiveness & Engagement. It Requires More Than Just a Survey
Building a Culture of Employee Effectiveness & Engagement It Requires More Than Just a Survey 1 Employee Engagement is a Critical Human Capital Outcome That Drives Business Performance Business Objectives/Outcomes
More informationTurning Off Your Turnover Problem
Turning Off Your Turnover Problem Can A Labor Management Program Impact Turnover Costs? Turnover rates currently stand at for distribution, warehouse 13.7% and manufacturing functions Is a Strong Labor
More informationSession 114 WS - From Technical Professional to Leader. Moderator: Carlos Arocha, FSA. Presenter: Raymond E. DiDonna, FSA
Session 114 WS - From Technical Professional to Leader Moderator: Carlos Arocha, FSA Presenter: Raymond E. DiDonna, FSA SOA Antitrust Compliance Guidelines SOA Presentation Disclaimer From Technical Professional
More informationThe Value of Co-Workers in Engaging and Retaining Talent White Paper
The Value of Co-Workers in Engaging and Retaining Talent White Paper TalentKeepers is celebrating 15 years as a leader in talent management research, awardwinning solutions and proven results in increasing
More informationCenter for Leadership PROFESSIONAL DEVELOPMENT
Center for Leadership Center for Leadership PROFESSIONAL DEVELOPMENT July December 2017 Program Schedule Center for Leadership 2 Answer the call to lead. At the UD Center for Leadership, we re more than
More informationStay Interviews: HR s Secret Weapon for Strengthening Employee Engagement and Retention Efforts
Stay Interviews: HR s Secret Weapon for Strengthening Employee Engagement and Retention Efforts Presented by: Erin Pappo Pamela Zlota Camden Consulting Group Thursday, September 15, 2016 1:30 p.m. to 3:00
More informationEd.D. in Organizational Leadership Core Leadership Understandings. Program Competencies
Ed.D. in Organizational Leadership Core Leadership Understandings Program Competencies Some thoughts regarding the core leadership understandings follow: The competencies listed for each core leadership
More informationdiversity & inclusion Where your talent makes an impact
diversity & inclusion 2014 Where your talent makes an impact INSIDE A Message from Chairman & CEO Steve Angel... 3 A Message from Chief Diversity Officer Vanessa Abrahams-John... 4 Diversity & Inclusion
More informationWorkforce Planning to Meet Critical Business Needs
Workforce Planning to Meet Critical Business Needs TEXAS PUBLIC POWER ASSOCIATION 2016 Annual Conference July 26, 2016 - Austin, TX Presented by: Yvonne Morales Pelayo, CPS Energy Patricia Cruz, Leidos
More informationFrom Millennials to Baby Boomers: How to Communicate Total Rewards Willis Towers Watson. All rights reserved.
From Millennials to Baby Boomers: How to Communicate Total Rewards 2017 Willis Towers Watson. All rights reserved. Forthcoming events What? Where? When? Action Insight Network London March 29 Register
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More informationNew Leadership Expectations for 2016 Connect Then Lead
New Leadership Expectations for 2016 Connect Then Lead Leadership is not something that anyone can give you you have to earn it and claim it for yourself. Before you are a leader, success is all about
More informationHow to Increase Contact Center Agent Retention
How to Increase Contact Center Agent Retention A research paper by nguvu Gamification and Machine Learning for Contact Centers All Rights Reserved 2016 nguvu Inc. Contents Overview... 3 Contact Center
More informationEnergize and Engage: How Inclusion Supercharges Employee Satisfaction and Performance
1 Energize and Engage: How Inclusion Supercharges Employee Satisfaction and Performance Scott D. Ferrin, SPHR, PMP Alaska State Conference Anchorage, AK May 13, 2014 2 I love Alaska! 3 Thinking of you!
More informationSMPS Chicago Mentoring Program
VP / Elect SMPS Chicago Mentoring Program I. A Statement of Purpose Mentors offer protection, exposure, and visibility. Most important, they can be your champion when things go wrong. True mentors make
More informationto Text 10/31/2016 Interactive Poll Feature Interactive Poll Step 1
Cultivating Talent for Public Sector Employers Strategies and Approach for Organizational Change and Succession Planning Christopher Boucher Interactive Poll Feature Text CHRISTOPHERB882 to 37607 Interactive
More information