TM - February 2008 - (Page 38)

recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning To not only address but capitalize on generational differences in the workplace, talent managers must evaluate performance management strategy through a generational prism and develop a plan to proactively address the expectations and needs of each generation. They also must provide managers with a clearly defined framework to develop, evaluate, advance and compensate each generation accordingly. What to Offer Internall y For traditionalist workers, who tend to be less techsavvy than their generation X and Y counterparts, consider crafting an on-boarding program that allows extra time for technology-related training to ensure these workers feel comfortable with the tools they’ll be expected to use on the job. An organization’s training programs should be designed to address an array of learning styles and modality preferences, and they also should address generational differences. Baby boomers, for example, tend to prefer relationship-based learning situations, such as coaching and mentoring. More independentminded and autonomous Gen X workers crave autonomy and the freedom to find their own way. They may be less appreciative of the traditional “sage on the stage” approach to trainer-led classroom instruction. Yet, they may leap at the opportunity to participate in collaborative training environments where they are encouraged to share their own insights, knowledge and expertise with others, while learning from their peers and colleagues. According to 2005 research report “Get Ready: The Millennials are Coming,” by Forrester Research Inc.’s Claire Schooley, millennials like to receive information quickly, from multiple sources in real time and parallel process it immediately. They also like to multitask. Older workers, by contrast, said Schooley, are used to receiving information linearly, thinking about it and digesting it. They prefer to proceed step-by-step and do tasks in order. Effective performance management begins with effective on-boarding of new hires. Consider tailoring on-boarding programs to specifically address generational differences. Global accounting firm PricewaterhouseCoopers (PwC) revamped its new- For traditionalist workers, who tend to be less tech-savvy than their generation X and Y counterparts, consider crafting an on-boarding program that allows extra time for technology-related training to ensure these workers feel comfortable with the tools they’ll be expected to use on the job. hire on-boarding program last year to, among other things, better meet the needs of millennials. Recognizing workers in this age group have a pronounced desire to work for values-based organizations committed to making a difference, PwC incorporated bicycle-building into on-boarding training. Now new hires learn valuable teamwork skills while working in groups to build children’s, adult and even stationary bikes. Post-training, the bikes are donated to various charities. Don’t be afraid to step outside of traditional learning environments to make informal training opportunities part of performance management strategy. Technology can be a boon to organizations seeking to manage a multigenerational workforce effectively. Learning research firm Bersin & Associates urges companies to consider developing online learning and other internal systems to facilitate learning and opportunities for collaboration. Western Union Holdings Inc., a money-transfer service provider, uses iContent, a next-generation talent management solution, to deliver a varied 38 February 2008 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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