TM - December 2007 - (Page 42)

and do upset a lot of internal and external stakeholders. • Get the most out of them. You need their ideas and insights. • Fill some generational skill gaps. They don’t know as much as they think they do. • Build a more robust recruiting message. They have lots of choices, and training is a strong recruiting tool. • Give them a strong reason to stay. Show them a career path and how to navigate it. Many companies find their Gen Y employees difficult to deal with and are having trouble implementing training programs. Gen Y employees are routinely cited as having a profound sense of entitlement, having poor person-to-person communication skills and being unprepared for leadership roles. A recent Conference Board Report, titled “Are They Ready to Work?” seconded those findings, and researchers reported that employers were discouraged by their new hires’ poor communication skills, poor leader- ship skills, and poor skills in the areas of professionalism and work ethic, teamwork and collaboration, and oral communication. Who is to blame for all this? It doesn’t really matter. The problem is also the solution: Gen Y employees’ sense of entitlement cuts both ways and, if harnessed, can benefit your organization. Gen Y workers know they lack essential organizational training. They feel entitled, all right, but they feel entitled first, to more training, and second, to the opportunity to more easily get their ideas up through the organization. Gen Y workers have great ideas and energy, and those two forces can and will have a positive impact on a company’s organizational culture and bottom line. The trick is to draw them in through proper training. Succession Planning Starts Here Organizations need to use today’s demographic realities as a catalyst to really focus on meaningful succession planning. Companies must be prepared to train their workers — all of them — in real skill sets, as well as in the areas of attitude and tolerance. So, talent management magazine www.TalentMgt.com 41 December 2007 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - December 2007

Talent Management - December 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Capabilities The Engaged Difference: What People Want Analytics in Talent Management: The Sports View The Use of Merchandise for Employee Recognition Taking Aim at Performance Appraisals Talent Management Drives Organizational Change Generational Diversity: Mastering the Boomer-X-Y Divide Dashboard: Security-Savvy Workforce: Designing a Security Awareness Program That Works Application: Hilton Hotels Corporation:Checking Out the Merits of Paperless Efficiency Insight: Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA Advertisers' Index Editorial Resources Foundations

TM - December 2007

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