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Recruitment & Retention Lifecycle TM Model - MITRE gov diversity

Tolero Solutions
Tolero Solutions

Customized overview for MITRE of cross generational engagement and communication and of my Gen Y Recruitment & Retention Lifecycle TM model.

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Cross Generational Communication and Engagement Presented for MITRE Scott H. Span, MSOD President, Tolero Solutions June, 2010
Objectives Explore the impact and importance of generational diversity in the workplace To provide insight and raise awareness around the recruitment, retention, and engagement of multiple generations. Understand how generational differences impact all phases of the employee life cycle To provide recommendations, suggestions and methodology to increase Gen Y employee satisfaction and retention Take away practical tips for cross generational engagement - an increasingly important topic in government Groups of people born around the same time will have similar characteristics because certain social, cultural, economic and technological environments remain relatively consistent for pockets of time.. It is the different perception of the world and the way it works, formed in response to our environment, that creates differences between one generation and another. Peter Sheahan, Generation Y: Thriving and Surviving with Generation Y at Work, (Australia, 2005) 2
Discussion Generational Overview Recruitment & Retention Lifecycle Targeted skill assessment and competency building Knowledge utilization Feedback/coaching Retention and engagement Questions? 3
Defining the Generations Generations are defined not by a formal process but by demographics, the media, popular culture, and market research Generations are shaped by shared childhood experiences and then defined by early-adulthood actions The specific cultural impacts that shape the generations vary some by geography, but the resulting traits of each are similar Multiple terms are used to define each generation Ranges of dates may vary a bit Not intended to stereotype, but to understand some predominantly common traits 4
Urgency in Government for a Cross Generational Focus Source: OPM FedStats How do you apply many of these attributes to government and the public sector? Government certainly has more limitations than companies do when trying to implement some of these ideas. So its important to pick the ones that can be most easily implemented. For example, theres no reason a public sector employee cant join the online conversation by starting a blog or commenting on other government-related blog posts. Also, public sector organizations can still create unique and cool career sites for recruits. However, the most important thing public sector employers can do is loosen up! Government has a reputation for being a boring place to work. Tear down the cubicles (or at least the top walls) and encourage people to collaborate and socialize productively. Bring employees out to team lunches and create opportunities for your Gen Y people to organize social events, like after hours dinners or intramural sports teams. Deloittes Millennial Fact Sheet14 http://www.deloitte.com/dtt/cda/doc/content/us_consulting_millennialfactsheet_080606.pdf 5
Positive Recruitment & Retention Lifecycle 6
Negative Recruitment & Retention Lifecycle Employee leaves the firm No understanding of Out Hire culture, role and Lack of trust and responsibilities, safety, lack of The Door expectations, targeted increase in priorities, and style competencies Not Offer Unclear Coaching Communication Untimely/ Dont Assess Feelings of not being No Feedback competent or significant Negative assumption, lack of opportunity for growth and development Mis-Target Unprepared, overwhelmed and potentially unsuccessful Under Utilize Knowledge and interests are going to waste, over Scott Span, MSOD promised. 7
Cross Generational View Baby Boomers Generation X Gen Y Leadership Management Employee Born during 1946 1964 Born during 1965 1978 Born after 1979 ( pre 2000) Accept authority figures Like informality Question authority Strong commitment, give Loyalty is to self and Smart" workers (little effort maximum effort building skills for maximum result) Workaholics; live to work Work to live; seek work/life Not as interested in climbing balance the corporate ladder Money buys experiences and freedom Less confidence in long- Money is necessary for term rewards and greater maintaining luxurious Change jobs but usually expectations for short-term lifestyles stay within same industry rewards Integrated work and Not only change jobs, but personal lives leading to move across industries "living all the time Prolific entrepreneurs Pursue self-improvement; value life-long learning 8
Generational Similarities All to often we only focus on differences when working with diversity Certain fundamental human needs, similarities, exist amongst all generations and demographics: Competence Significance Communication (feeling heard) Trust Valued 9
Work Preferences Matures Boomers Gen X Gen Y Opportunity to Fun, fast paced, virtual, Discipline, Hard work Individual Success, Environment contribute, autonomy learn rapidly and make a and Teamwork wealth and loyalty and move quickly difference Style Seniority, rules driven Corporation driven Question the norm Entrepreneurial Expertise and Want their hard work Want the company to Want to value their own Value Experience valued value their contributions contributions Time Timeliness Face Time Results driven Virtual Hours 9 - 5 Dusk to Dawn What do you mean 8 - 6? Work until work is done Drivers To Build a Life To Build a BETTER Life Work to Live Better To live a purposeful Life 10
Recruiting Baby Boomers Need to know their experience is valued, that they can make a difference and excel Discuss future goals and career path Develop a personal rapport Gen-X Offer balance and fun (hours, flexibility, environment) Be merit not tenure based Offer multi-tasking and hands-off supervision See change as positive offers more opportunities Gen Y/Millennials Discuss personal goals and how company can support Treat recruits as customers Be prepared for their desire to include peers and parents in process Whats in it for me? Communicate mutual value proposition 11
Work / Life Balance Baby Boomers Pride themselves on 60 hr work weeks; Face Time Now starting to question their work ethic and lack of balance Gen-X Seek balance Work to live not live to work; want flexible hours and telecommuting. As long as I get the job done, it doesnt matter when or where Gen Y/Millennials Similar to Gen X Have interests outside of work. Willing to sacrifice promotions for lifestyle Want to leverage technology to provide flexibility 12
Training Boomers Work hard and youll learn Need training on how to be a coach to Millennials Classroom vs. virtual Gen-X Training is very important Want to build diverse skills Keep materials brief and scannable Gen Y/Millennials Enjoy learning Training reduces stress Want virtual learning as well as coaching and guidance 13
Coaching & Feedback Boomers Want personal approach Want to be treated as equals and to be empowered Coach tactfully Ask, dont tell See mentors as providing fast track to promotions Gen-X Need constructive feedback but do not like close supervision Not impressed by authority Want mentors to support their career development Gen Y/Millennials Need structure and supervision, but do not want to be directed Need hands on mentor to provide coaching Want visibility with senior personnel 14
Culture & Rewards Boomers Titles and status are important Use personal approach and perks (first class travel, etc) Give public recognition of accomplishments Value face to face teamwork Gen-X Want informal work environment casual dress, fun Want ownership in company - stock options Prefer virtual teamwork; enjoy simultaneous tasks Want convenience concierge service Like high-tech perks (best technology) Gen Y/Millennials Use personal touch Understand individual drivers, dont like to be treated like one of many Reward with out of box benefits Support community involvement/corporate citizenship 15
Summary and Recommendations Strive for the positive Recruitment and Retention Lifecycle to minimize negative impacts Conduct targeted surveys and focus groups of a cross section of the workforce to obtain additional data on each area of the cycle as relates to your organization/agency Potentially reevaluate your recruitment and retention philosophy (based upon additional data) Review recommendations and implement alternate options to increase engagement, retention, and performance 16
Summary and Recommendations Continued Conduct targeted cross generational surveys and focus groups employees to obtain additional data Reevaluate existing training and delivery methods for Gen Y employees Replace some of the existing training: Adapt existing training delivery formats and approaches Provide specific customized training for Gen Y employees (how to integrate and apply past experiences and skills within the new organization/agency) 17
What Next? Understand and appreciate the differences between the generations Develop cross generational dialogue Provide coaching and training at all levels not just to leaders Understand what drives your people and then tailor what you do (performance feedback, recognition, rewards, mentoring) Leverage what works Provide connections with leaders and personal touch Listen and TAKE ACTION on feedback from surveys or site visits Offer opportunities to influence outcomes that affect them Vigorously support flexibility, virtual work, and community involvement COMMUNICATE! 18
Conclusion "people want a life and Generation Y are calling for it the loudest. When they don't get it, they talk with their feet Generation Y: Thriving and Surviving with Generation Y at Work by Peter Sheahan, Australia 2005 What questions do you have? 19
Contact Information Scott H. Span, MSOD President Tolero Solutions Organizational Development & Change Consulting Facilitating Sustainable Growth www.tolerosolutions.com Email: scott.span@tolerosolutions.com Twitter: SSpanTolero LinkedIn: http://www.linkedin.com/in/scottspan 20
Take Aways 21
Baby Boomers (1946-1964) Key defining events: End of World War II, Moon Landing, Assassination of JFK, Civil Rights movement, Vietnam War, Television, Korean War and Vietnam, Rock n Roll, Polio Vaccine, Woodstock Many current leaders externally and in our organization Optimistic, team players, workaholics, supermom/dad Defined by their jobs; Success is visible Divorce becoming more common Tend to be more conservative Passion for personal and social improvement, the civil rights generation Will begin retiring in 2010 22
Generation X (1965-1978) Key Defining Events: Watergate, AIDS, Energy Crisis, Cold War, Persian Gulf War; Corporate Downsizing, Family TV shows, Movies with G to R ratings, Oil embargo, Inflation and Recession, Womens Rights Movement, Oral Contraceptives, Political Corruption Leaders; todays managers, mentors, and project leads Increased divorce rates both parents and selves Women enter workforce in mass Former latchkey kids, independent Self-reliant, confident, highly educated, multi-taskers Cynical and pessimistic Work hard, play hard mentality Independent; no strong political affiliations Tech jobs, competitive, hard-working entrepreneurs Embrace risk and free agency 23
Gen Y / Millennials (born since 1979) Key Defining events: Afghanistan and Iraq War, War on Terror, Fall of the Berlin Wall, Oklahoma City Bombing, Video gaming, Social Networking (mySpace, IM, Text, email), Anthrax, OJ Simpson, School Violence, Widespread Use of Technology (internet, music downloads, cell phones, cable) Strongly impacted by the economic prosperity of the 1990s Children of Soccer moms and Little League dads; viewed as coddled and confident Parents are strong advocates, including into college and workforce Most medicated generation Highly educated, creative, resourceful, believe they can do anything Technically very savvy Aware socially, environmentally, ethically Lifestyle very important Expect purpose and meaning in their life Entering the workforce today - Gen Y and Millennials share similar characteristics - 24
A Closer Look at Gen Y & Millennials Looking for work/life balance, flex work, virtual work; want control Do not want to be defined by their job Easily bored, impatient At work, expect new challenges, promotion opportunities, constant change, and FUN Like to feel empowered and have real responsibility Want to be coached and nurtured (but not overly directed or controlled) Need expectations to be clear and to be held accountable Need to feel a sense of belonging, to be involved; need a personal connection and to be treated as an individual Need fair compensation, to be treated fairly, recognized and valued Want their employer to increase their employability and invest in development Want to do 'cutting edge' work Place high value on having a competent manager Motivation is very individual, one size fits all will not work 25
Next Generation Talent Management: Hewitt Associates Five Workforce Trends You Can Count On: Smaller and Less Sufficiently Skilled In industrialized nations, smaller, middle-aged population segments and early retirements are substantially reducing the size of working-age populations By 2016, Generation Y (born 1977-1994) will have fully entered the workforce, however, they will not possess the skills that older workers who have left the workforce did, creating a skill gap Increasingly Global Worker mobility and migration are gaining momentum Currently 他 of jobs off shored are from America, but other countries are expected to join this trend Off shoring is creating a lot of opportunity in Eastern Europe and Southeast Asia Highly Virtual Technology is completely redefining the concepts of workplace and workday By 2008, the number of employers with no employees working from home on a regular basis is predicted to drop from 46% to 20% Virtual co-working is on the rise Vastly Diverse There are more generations in the workforce than ever before. Workers are entering the workforce earlier and staying longer Women and minorities are making up increasing amounts of the workforce Lifestyles and life patterns are also more diverse (on and off ramps) Autonomous and Empowered Workers have the capacity and the desire to be more influential on the job Workers have more authority on the job market 26

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Recruitment & Retention Lifecycle TM Model - MITRE gov diversity

  • 1. Cross Generational Communication and Engagement Presented for MITRE Scott H. Span, MSOD President, Tolero Solutions June, 2010
  • 2. Objectives Explore the impact and importance of generational diversity in the workplace To provide insight and raise awareness around the recruitment, retention, and engagement of multiple generations. Understand how generational differences impact all phases of the employee life cycle To provide recommendations, suggestions and methodology to increase Gen Y employee satisfaction and retention Take away practical tips for cross generational engagement - an increasingly important topic in government Groups of people born around the same time will have similar characteristics because certain social, cultural, economic and technological environments remain relatively consistent for pockets of time.. It is the different perception of the world and the way it works, formed in response to our environment, that creates differences between one generation and another. Peter Sheahan, Generation Y: Thriving and Surviving with Generation Y at Work, (Australia, 2005) 2
  • 3. Discussion Generational Overview Recruitment & Retention Lifecycle Targeted skill assessment and competency building Knowledge utilization Feedback/coaching Retention and engagement Questions? 3
  • 4. Defining the Generations Generations are defined not by a formal process but by demographics, the media, popular culture, and market research Generations are shaped by shared childhood experiences and then defined by early-adulthood actions The specific cultural impacts that shape the generations vary some by geography, but the resulting traits of each are similar Multiple terms are used to define each generation Ranges of dates may vary a bit Not intended to stereotype, but to understand some predominantly common traits 4
  • 5. Urgency in Government for a Cross Generational Focus Source: OPM FedStats How do you apply many of these attributes to government and the public sector? Government certainly has more limitations than companies do when trying to implement some of these ideas. So its important to pick the ones that can be most easily implemented. For example, theres no reason a public sector employee cant join the online conversation by starting a blog or commenting on other government-related blog posts. Also, public sector organizations can still create unique and cool career sites for recruits. However, the most important thing public sector employers can do is loosen up! Government has a reputation for being a boring place to work. Tear down the cubicles (or at least the top walls) and encourage people to collaborate and socialize productively. Bring employees out to team lunches and create opportunities for your Gen Y people to organize social events, like after hours dinners or intramural sports teams. Deloittes Millennial Fact Sheet14 http://www.deloitte.com/dtt/cda/doc/content/us_consulting_millennialfactsheet_080606.pdf 5
  • 7. Negative Recruitment & Retention Lifecycle Employee leaves the firm No understanding of Out Hire culture, role and Lack of trust and responsibilities, safety, lack of The Door expectations, targeted increase in priorities, and style competencies Not Offer Unclear Coaching Communication Untimely/ Dont Assess Feelings of not being No Feedback competent or significant Negative assumption, lack of opportunity for growth and development Mis-Target Unprepared, overwhelmed and potentially unsuccessful Under Utilize Knowledge and interests are going to waste, over Scott Span, MSOD promised. 7
  • 8. Cross Generational View Baby Boomers Generation X Gen Y Leadership Management Employee Born during 1946 1964 Born during 1965 1978 Born after 1979 ( pre 2000) Accept authority figures Like informality Question authority Strong commitment, give Loyalty is to self and Smart" workers (little effort maximum effort building skills for maximum result) Workaholics; live to work Work to live; seek work/life Not as interested in climbing balance the corporate ladder Money buys experiences and freedom Less confidence in long- Money is necessary for term rewards and greater maintaining luxurious Change jobs but usually expectations for short-term lifestyles stay within same industry rewards Integrated work and Not only change jobs, but personal lives leading to move across industries "living all the time Prolific entrepreneurs Pursue self-improvement; value life-long learning 8
  • 9. Generational Similarities All to often we only focus on differences when working with diversity Certain fundamental human needs, similarities, exist amongst all generations and demographics: Competence Significance Communication (feeling heard) Trust Valued 9
  • 10. Work Preferences Matures Boomers Gen X Gen Y Opportunity to Fun, fast paced, virtual, Discipline, Hard work Individual Success, Environment contribute, autonomy learn rapidly and make a and Teamwork wealth and loyalty and move quickly difference Style Seniority, rules driven Corporation driven Question the norm Entrepreneurial Expertise and Want their hard work Want the company to Want to value their own Value Experience valued value their contributions contributions Time Timeliness Face Time Results driven Virtual Hours 9 - 5 Dusk to Dawn What do you mean 8 - 6? Work until work is done Drivers To Build a Life To Build a BETTER Life Work to Live Better To live a purposeful Life 10
  • 11. Recruiting Baby Boomers Need to know their experience is valued, that they can make a difference and excel Discuss future goals and career path Develop a personal rapport Gen-X Offer balance and fun (hours, flexibility, environment) Be merit not tenure based Offer multi-tasking and hands-off supervision See change as positive offers more opportunities Gen Y/Millennials Discuss personal goals and how company can support Treat recruits as customers Be prepared for their desire to include peers and parents in process Whats in it for me? Communicate mutual value proposition 11
  • 12. Work / Life Balance Baby Boomers Pride themselves on 60 hr work weeks; Face Time Now starting to question their work ethic and lack of balance Gen-X Seek balance Work to live not live to work; want flexible hours and telecommuting. As long as I get the job done, it doesnt matter when or where Gen Y/Millennials Similar to Gen X Have interests outside of work. Willing to sacrifice promotions for lifestyle Want to leverage technology to provide flexibility 12
  • 13. Training Boomers Work hard and youll learn Need training on how to be a coach to Millennials Classroom vs. virtual Gen-X Training is very important Want to build diverse skills Keep materials brief and scannable Gen Y/Millennials Enjoy learning Training reduces stress Want virtual learning as well as coaching and guidance 13
  • 14. Coaching & Feedback Boomers Want personal approach Want to be treated as equals and to be empowered Coach tactfully Ask, dont tell See mentors as providing fast track to promotions Gen-X Need constructive feedback but do not like close supervision Not impressed by authority Want mentors to support their career development Gen Y/Millennials Need structure and supervision, but do not want to be directed Need hands on mentor to provide coaching Want visibility with senior personnel 14
  • 15. Culture & Rewards Boomers Titles and status are important Use personal approach and perks (first class travel, etc) Give public recognition of accomplishments Value face to face teamwork Gen-X Want informal work environment casual dress, fun Want ownership in company - stock options Prefer virtual teamwork; enjoy simultaneous tasks Want convenience concierge service Like high-tech perks (best technology) Gen Y/Millennials Use personal touch Understand individual drivers, dont like to be treated like one of many Reward with out of box benefits Support community involvement/corporate citizenship 15
  • 16. Summary and Recommendations Strive for the positive Recruitment and Retention Lifecycle to minimize negative impacts Conduct targeted surveys and focus groups of a cross section of the workforce to obtain additional data on each area of the cycle as relates to your organization/agency Potentially reevaluate your recruitment and retention philosophy (based upon additional data) Review recommendations and implement alternate options to increase engagement, retention, and performance 16
  • 17. Summary and Recommendations Continued Conduct targeted cross generational surveys and focus groups employees to obtain additional data Reevaluate existing training and delivery methods for Gen Y employees Replace some of the existing training: Adapt existing training delivery formats and approaches Provide specific customized training for Gen Y employees (how to integrate and apply past experiences and skills within the new organization/agency) 17
  • 18. What Next? Understand and appreciate the differences between the generations Develop cross generational dialogue Provide coaching and training at all levels not just to leaders Understand what drives your people and then tailor what you do (performance feedback, recognition, rewards, mentoring) Leverage what works Provide connections with leaders and personal touch Listen and TAKE ACTION on feedback from surveys or site visits Offer opportunities to influence outcomes that affect them Vigorously support flexibility, virtual work, and community involvement COMMUNICATE! 18
  • 19. Conclusion "people want a life and Generation Y are calling for it the loudest. When they don't get it, they talk with their feet Generation Y: Thriving and Surviving with Generation Y at Work by Peter Sheahan, Australia 2005 What questions do you have? 19
  • 20. Contact Information Scott H. Span, MSOD President Tolero Solutions Organizational Development & Change Consulting Facilitating Sustainable Growth www.tolerosolutions.com Email: scott.span@tolerosolutions.com Twitter: SSpanTolero LinkedIn: http://www.linkedin.com/in/scottspan 20
  • 22. Baby Boomers (1946-1964) Key defining events: End of World War II, Moon Landing, Assassination of JFK, Civil Rights movement, Vietnam War, Television, Korean War and Vietnam, Rock n Roll, Polio Vaccine, Woodstock Many current leaders externally and in our organization Optimistic, team players, workaholics, supermom/dad Defined by their jobs; Success is visible Divorce becoming more common Tend to be more conservative Passion for personal and social improvement, the civil rights generation Will begin retiring in 2010 22
  • 23. Generation X (1965-1978) Key Defining Events: Watergate, AIDS, Energy Crisis, Cold War, Persian Gulf War; Corporate Downsizing, Family TV shows, Movies with G to R ratings, Oil embargo, Inflation and Recession, Womens Rights Movement, Oral Contraceptives, Political Corruption Leaders; todays managers, mentors, and project leads Increased divorce rates both parents and selves Women enter workforce in mass Former latchkey kids, independent Self-reliant, confident, highly educated, multi-taskers Cynical and pessimistic Work hard, play hard mentality Independent; no strong political affiliations Tech jobs, competitive, hard-working entrepreneurs Embrace risk and free agency 23
  • 24. Gen Y / Millennials (born since 1979) Key Defining events: Afghanistan and Iraq War, War on Terror, Fall of the Berlin Wall, Oklahoma City Bombing, Video gaming, Social Networking (mySpace, IM, Text, email), Anthrax, OJ Simpson, School Violence, Widespread Use of Technology (internet, music downloads, cell phones, cable) Strongly impacted by the economic prosperity of the 1990s Children of Soccer moms and Little League dads; viewed as coddled and confident Parents are strong advocates, including into college and workforce Most medicated generation Highly educated, creative, resourceful, believe they can do anything Technically very savvy Aware socially, environmentally, ethically Lifestyle very important Expect purpose and meaning in their life Entering the workforce today - Gen Y and Millennials share similar characteristics - 24
  • 25. A Closer Look at Gen Y & Millennials Looking for work/life balance, flex work, virtual work; want control Do not want to be defined by their job Easily bored, impatient At work, expect new challenges, promotion opportunities, constant change, and FUN Like to feel empowered and have real responsibility Want to be coached and nurtured (but not overly directed or controlled) Need expectations to be clear and to be held accountable Need to feel a sense of belonging, to be involved; need a personal connection and to be treated as an individual Need fair compensation, to be treated fairly, recognized and valued Want their employer to increase their employability and invest in development Want to do 'cutting edge' work Place high value on having a competent manager Motivation is very individual, one size fits all will not work 25
  • 26. Next Generation Talent Management: Hewitt Associates Five Workforce Trends You Can Count On: Smaller and Less Sufficiently Skilled In industrialized nations, smaller, middle-aged population segments and early retirements are substantially reducing the size of working-age populations By 2016, Generation Y (born 1977-1994) will have fully entered the workforce, however, they will not possess the skills that older workers who have left the workforce did, creating a skill gap Increasingly Global Worker mobility and migration are gaining momentum Currently 他 of jobs off shored are from America, but other countries are expected to join this trend Off shoring is creating a lot of opportunity in Eastern Europe and Southeast Asia Highly Virtual Technology is completely redefining the concepts of workplace and workday By 2008, the number of employers with no employees working from home on a regular basis is predicted to drop from 46% to 20% Virtual co-working is on the rise Vastly Diverse There are more generations in the workforce than ever before. Workers are entering the workforce earlier and staying longer Women and minorities are making up increasing amounts of the workforce Lifestyles and life patterns are also more diverse (on and off ramps) Autonomous and Empowered Workers have the capacity and the desire to be more influential on the job Workers have more authority on the job market 26