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MANAGING DEMOGRAPHICS, GENERATIONS AND CHANGE

MANAGING DEMOGRAPHICS, GENERATIONS AND CHANGE. STRATEGIES FOR PERFORMANCE IMPROVEMENT IN THE CONSTRUCTION INDUSTRY M. Breslin, Breslin Strategies Inc. 2014. PROGRAM OBJECTIVES. EXAMINE KEY DEMOGRAPHIC TRENDS THAT WILL IMPACT END USERS AND CONTRACTORS

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MANAGING DEMOGRAPHICS, GENERATIONS AND CHANGE

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  1. MANAGING DEMOGRAPHICS, GENERATIONS AND CHANGE STRATEGIES FOR PERFORMANCE IMPROVEMENT IN THE CONSTRUCTION INDUSTRY M. Breslin, Breslin Strategies Inc. 2014

  2. PROGRAM OBJECTIVES EXAMINE KEY DEMOGRAPHIC TRENDS THAT WILL IMPACT END USERS AND CONTRACTORS IDENTIFY GENERATIONAL OPPORTUNITIES AND OBSTACLES DEVELOP STRATEGIES TO ADDRESS KNOWLEDGE TRANSFER TRENDS AND CHALLENGES

  3. CHANGE ANALYSIS • PACE OF CHANGE • 2007 – 2013 • 2014 – 2019 • INDUSTRY GRADE FOR CHANGE? • WHAT DOES TALENT DEVELOPMENT LOOK LIKE IN 5 MORE YEARS?

  4. INDUSTRY IMPACT:CHANGING DEMOGRAPHICS • TRADITIONALS 75,000,000 PRE 1946 • BABY BOOMERS 80,000,000 46-1965 • GEN XERS 46,000,000 65-1980 • MILLENIALS 76,000,000 81-2000

  5. 20,000+Construction Field Workerswill turn 65 every yearbetween 2011 and 2030 Source: Pew Research Center, U.S. Bureau of Labor Statistics

  6. Say goodbye to jim

  7. Rebuilding for The future

  8. DEVELOPMENT VALUE MATRIX

  9. KEY TRENDS & CONCLUSIONS CHANGE IN WORKFORCE COMPOSITION IS COMING GEN X IS OUR LEADERSHIP FOUNDATION GEN Y IS OUR FUTURE WORKFORCE THESE CHANGES COMPEL ACTION ON THE PART OF LEADERS (WHO ARE MOSTLY BOOMERS)

  10. THE GENERATIONAL OPPORTUNITY EMPLOYERS, UNIONS AND OWNERS STARTING TO SEE THE FUTURE ORGANIZATIONAL STRATEGY NEEDS LONG LEAD TIME

  11. THE MAIN OPPORTUNITY WE CAN USE THESE GENERATIONAL TRENDS AS A FOUNDATION FOR CHANGE, AND IMPROVE THE WORKPLACE CULTURE AND METRICS ASSOCIATED WITH PERFORMANCE. OR BE REACTIONARY, AND END UP WITH DEFAULT TALENT AND “C” LEVEL FIELD MARGINAL PERFORMANCE.

  12. UNDERSTANDING GENERATIONS IN THE WORKPLACE

  13. GENERATIONS: TRADITIONALS • TRADITIONALISTS: • CONSERVATIVE, LOYAL & HARD WORKING • HIGH RESPECT FOR AUTHORITY • HIGHLY DEDICATED • ADVERSE TO RISK – DON’T LIKE CHANGE • LIKE CHAIN OF COMMANDS • PREFER WHAT WORKED IN THE PAST

  14. GENERATIONS: BABY BOOMERS • BOOMERS: • WORK = SELF IDENTITY AND WORTH • BELIEVE HARD WORK, SACRIFICE & PAYING DUES ARE KEYS TO SUCCESS • LIKE SECURITY • DON’T LIKE CONSTANT FEEDBACK • HIGHLY GOAL-ORIENTED • OPEN TO POSSIBILITY FOR CHANGE

  15. GENERATIONS: GEN X • GEN X: • WANT WORK/LIFE BALANCE • VERY INDEPENDENT & SELF-RELIANT • NOT OVERLY LOYAL TO EMPLOYERS • HIGHLY VALUE ONGOING LEARNING AND DEVELOPMENT ($$ NOT AS IMPORTANT) • STRONG TECHNICAL SKILLS • RULED BY ACCOMPLISHMENT, NOT THE CLOCK

  16. GENERATIONS: GEN Y • MILLENIALS:THE FUTURE OF OUR INDUSTRY!! • VERY CONFIDENT (OVERLY) • SMARTEST / MOST EDUCATED • NEED CONSTANT FEEDBACK • VALUES TEAMWORK AND COLLECTIVE ACTION • DEMANDING & NOT IMPRESSED WITH AUTHORITY (MUST BE EARNED) • WORK DOES NOT DEFINE THEM • LOYALTY IS HIGHLY CONDITIONAL

  17. (OUR PRESENT AND FUTURE WORKFORCE?) GENERATION Y PERCEPTIONS VS. REALITY

  18. WHO IS GEN Y? FUTURE WORKFORCE

  19. WHAT DO THEY SAY ABOUT THEMSELVES?

  20. ADVANCMENT, UPWARD MOBILITY & PAYING OF DUES HOW MUCH TIME FOR GEN Y TO PAY THEIR DUES FOR ADVACEMENT? 16% LESS THAN ONE YEAR 51% 1 TO 2 YEARS 19% 2 TO 3 YEARS 5% MORE THAN 3 YEARS 9% DID NOT KNOW R. Half International

  21. ADVANCEMENT & THE GEN Y CONUNDRUM WANTS RAPID ADVANCEMENT VS. WANTS WORK/LIFE BALANCE VS. WANTS FLEXIBLE WORK ARRANGEMENTS VS. VALUES TIME OFF VS INDUSTRY DEMANDS?

  22. GENERATIONAL OBSTACLES LACK OF UNDERSTANDING OR ACCEPTANCE OF DIFFERENCES INTEGRATION OF NEW THINKING INTO “TRADITIONAL INDUSTRIES” VALUE SYSTEMS DOMINATED BY OLD SCHOOL PRACTICES JOBSITE PERFORMANCE: A DARWINIAN APPROACH

  23. KEY ISSUE GENERATION OF SUCCESSOR LEADERS (SUCCESSOR LEADERS ARE NOT GOING TO CREATE THEMSELVES)

  24. LEADERSHIP DEVELOPMENT • HOW DO WE DEVELOP FUTURE LEADERS TO: • MAINTAIN OR INCREASE CAPACITY • POSITIVELY IMPACT WORKPLACE CULTURE • HOW LONG DOES IT TAKE TO IDENTIFY FUTURE LEADERS? • WHAT ARE THE CRITICAL SKILL SETS THAT WE NEED TO FOCUS ON?

  25. CONSTRUCTION INDUSTRY SITUATION ANALYSIS CURRENT ENVIRONMENT TRADITIONAL OLDER TALENT UNWILLING TO TRANSFER KNOWLEDGE? OLD SCHOOL LEADER CULTURE OF OUR INDUSTRY? FEWER OPPORTUNITIES DUE TO ECONOMIC SET BACK FOR UPWARD MOBILITY? TIME TO EXAMINE THE CULTURAL NORMS.

  26. NEW INDUSTRY CULTURENEW METHODS FOR MOTIVATION THREE MOST POWERFUL MOTIVATORS? HOW ARE WE USING THEM TO CREATE A NEW CULTURE? HOW ARE WE GOING TO EMPHASIZE THEM?

  27. GEN X & Y LEADERSHIP • VOLUME & CAPACITY WILL BE DETERMINED BY SUPERVISION (CANADA CASE STUDY) • HOW MUCH TIME DOES IT TAKE TO CREATE A TOP LEADER / FOREMAN? • HOW ARE WE DOING ON OUR TIMETABLE?

  28. LEADERSHIP GAME PLAN • FORMALIZE FIELD LEADERSHIP DEVELOPMENT • FAST TRACK FOR TOP APPRENTICES • MANDATORY SUPERVISORY TRAINING • FOCUS ON JUNIOR COLLEGES FOR RECRUITMENT = HIGHER LEADERSHIP CAPACITY (28 YEAR OLD ENTRY)

  29. KEY ISSUES ENACTING EFFECTIVE KNOWLEDGE TRANSFER & MENTORING FOR SUCCESS

  30. GEN Y MENTORSHIP

  31. MENTORING FOR SELF AWARENESS 54% OF GEN Y CANNOT IDENTIFY EXACT SKILL SETS EMPLOYERS WANT FOR ADVANCEMENT. 80% GEN Y’S SAY THEY DO NOT HAVE DEFICIENCIES 65% OF EMPLOYERS SAY GEN Y HAS SERIOUS DEFICIENCIES 97% SAY THEY WOULD ADDRESS THEM IF THEY KNEW

  32. FEEDBACK= KNOWLEDGE TRANSFER GEN Y–DAILY VS. BOOMERS NEVER

  33. KNOWLEDGE TRANSFER FOR X & YVIA CONTROLLED AUTONOMY DON’T GIVE FISH PROVIDE AUTONOMY, BUT DEMAND ACCOUNTABILITY CONSTRUCTIVE FEEDBACK LOOP A NEW WAY OF MANAGING AND COMMUNICATING

  34. KNOWLEDGE TRANSFER = BIZ 101 • A NEW WAY FORWARD BASED ON KNOWLEDGE • NOT JUST ABOUT SKILLS • SHAPE BEHAVIORS VIA TRANSFORMATIONAL THINKING VS TRANSACTIONAL • WHAT DO THEY REALLY NEED TO KNOW? (NO SILO THINKING)

  35. HEAD AND HEART BEFORE HANDS • WHAT IS THE CURRICULUM THAT CAN SHAPE THE FUTURE FIELD WORKFORCE DIFFERENTLY? • LIST ALL KEY AREAS OF FOCUS.

  36. SMALL GROUP BEST PRACTICES • WHAT ARE THE FIRST AND MOST URGENT ACTION STEPS THAT YOUR GROUP THINKS WE NEED TO FOCUS ON? • WHO ARE THE STAKEHOLDERS WHO SHOULD BE ENGAGED IN THE EFFORT?

  37. GENERATIONS & OUR INDUSTRY BUILDING PEOPLE BEFORE PROECTS “We don’t get a chance to do that many things, so every one should be really excellent. This is our one life. So it better be damn good. It better be worth it.” - Steve Jobs, Apple

  38. Text CII to 33733 To receive updates, news and discounts from Mark.

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