Molding Tomorro ws Internal Auditors Danny M Goldberg Founder Managing Generation Gaps What Generations Exist In The Workplace Each generation goes further than the generation preceding it because it stands on the shoulders of that generation ID: 767131
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Molding Tomorrow’s Internal Auditors Danny M. Goldberg, Founder
Managing Generation Gaps
What Generations Exist In The Workplace
“Each generation goes further than the generation preceding it because it stands on the shoulders of that generation.” - Ronald Reagan Baby Boomers Generation has members that were born between 1946 and 1964
Their Working Style
“Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.” - George Orwell Generation X Born between 1964 and the mid to late 1970s Technology as part of their life (seen the evolution) More exposure to day care Live through tough times Two-income/single-parent
Their Working Style
“Nothing so dates a man as to decry the younger generation.” - Adlai E. Stevenson Generation Y Born between 1979 and 1994 Technology = normalcy Teams & Groups
Their Working Style
Millenials Born between 1982 and 2004 Unique approach to work/life Tech-savvy (highly connected) Instant gratification/feedback Recognition Team Oriented/Collaborative
InfluencesFall of the Berlin WallEvents of September 11 thConnected 24/7iPod, iPad, Smart PhonesViolence Close to homeDrugs and gangsHurricane KatrinaVirginia Tech ShootingMajor FiguresPresident Barak ObamaBackstreet BoysOprah WinfreyBritney SpearsMia Hamm Serena & Venus Williams Mother Teresa Millenials
How Do Millennials Differ from Other Workers?
Let Them Be Themselves!
Engaging Millenials
Engage Employees One on One
“That which seems the height of absurdity in one generation often becomes the height of wisdom in another.” - Adlai E. Stevenson Differentiations Between Generations Learn the differences between the generation gaps on the following topics: Background Attitude Working style Life experience
Background
Attitude
Working Style
Bridging the Generation Gaps Appreciate differencesAcknowledge your interdependencyAppreciate what you have in commonAccept and appreciate another’s perspective Take responsibility for making your relationships betterDiscuss expectationsInquire about immediate tasks Look for ways to cut bureaucracy and red tape Keep up with technology
Every Generation Wants: To be treated fairlyWork that provides personal satisfactionEmployers who understand personal lives are importantWork that is valued by employers and customersClear sense of purpose from employers
Setting Expectations with the Millennial Employee
Define Requirements – Provide Specific Instructions
Mentoring the Millennial
Stats on Mentoring (cont)Retention rates are higher for mentees (72%) and for mentors (69%) than non-mentoring participants (49%). (Sun Microsystems) People are 77% more likely to stay in a job if they are in a mentoring relationship—particularly your younger generations. 35% of employees who do not receive regular mentoring look for another job within 12 months. (Emerging Workforce study by Spherion, 2012)83% of professionals would like to be involved in a mentoring program, yet only 29% are in workplaces that offer them. (Robert Walters Recruiting)Mentoring increases learning retention: With mentoring managerial productivity increased by 88% verses 24% with training alone. (ASTD)Mentoring helps keep valuable employees: Over 40% of internal job moves involving high potential employees end in failure. (Harvard Business Review). Losing employees costs 100-300% of the replaced employee’s salary. (Society of Human Resource Management)Mentoring fills your leadership pipeline: Employees who received mentoring were promoted 5 times more often than those who did not. (Forbes). Mentors were 6 times more likely to be promote. (Forbes)Seventy-five percent of millennials want a mentor, and 58 percent of them turn to baby boomers first for advice. (HireVue)
Be Hands-On and Involved
Be a Mentor, Not an Authority Figure
Focus Millennia’s Exploratory Drive on Work
Provide Specific Benchmarks
Set Boundaries & Provide Reality Checks
Guide, Don’t Dictate
Providing Feedback “You learn more from from failure than you ever do from success.” Unknown
Providing Constructive Criticism
Phrases to Avoid When Giving Feedback “I Was Surprised/Confused/Curious About…”What the Person Hears: “You’re Wrong.”What to Say: “I thought X was different, because Y. Can you walk me through your steps?”“Oh, I Thought You Understood…”What the Person Hears: “You Did it Wrong Because You’re Don’t Know What you are Doing.” What to Say Instead: “You took this in a different direction than I initially intended, but let’s talk about what you found, see if we can make this work, and if not, what the next steps will be.” “Actually….” What the Person Hears: “I Think You’re an Idiot.” What to Say Instead: In this case, you can actually just remove the actually from whatever you’re about to say. Being—or appearing—passive aggressive can really sneak up on you. When we try to minimize criticism, things can easily go awry. Rather than couching your constructive criticism in confusing language, just come out and say it—politely.
How Do We Engage Staff Critical Thinking Skills?
Engaging Critical Thinking Starts with Management teamBlank Sheet BrainstormingUse their Differences as StrengthsNeed guidance (not checklists)Root Cause guidanceBe Factual
Management Team Is the Management Team open to critical thinking?Budgets“Do It My Way””It’s Always Been Done this Way”Critical Thinking is a Two-Way Street:Staff/Seniors must be confident Manager/Directors must have an open mind and be open to upward feedback/new ideasDo not always spoon-feed your team
Blank Sheet Brainstorming Engagement Planning No Saly!Do not look at last year’s file until we have formulated an opinion on the objectives/risks, etc.
Differences as Strengths Put them in positions to be successful Can we utilize staff in more effective means (intro vs extrovert, etc)?Open to feedback on processOpen to WHY questions
Guidance v Checklists How can balance be struck?General vs specific checklists?
Stick to the Facts Validate the Viewpoint – Adopt the Viewpoint (need proof)Explain What/WhyGet Buy-In
Creating Great Habits Now!
Creating Great HabitsUnderstand expectationsDiscuss expectations Understand what the next step looks likeExplain why you are asking for X or YReward good great behavior
Gold NuggetsUnderstand how to interact with the next generation (meet somewhere in the middle) Derive benefit from what they are doing (WIIFM?)Actively coach/mentor – look for your replacement!