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Training & Development For the Multi-Generational Workforce. Breakout Session #311 Name- Ratiera L. Harrison, MBA Date- July 19, 2010 Time- 4:00pm-5:15pm. 1. Agenda. Overview Workforce Composition Strategic Training Program Input Formulation Instruction/Methodology
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Training & Development For the Multi-Generational Workforce Breakout Session #311 Name- Ratiera L. Harrison, MBA Date- July 19, 2010 Time- 4:00pm-5:15pm 1
Agenda • Overview • Workforce Composition • Strategic Training Program • Input • Formulation • Instruction/Methodology • Managerial Level Practicum
Workforce Composition Veteran Generation b. 1900-1926 Population Size ~10 Million Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Population Size 25-30 Million Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Averse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Population Size 75-80 Million Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Population Size 40-50 Million Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1981-2000 Population Size 60-70 Million Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas “New Era” Workplace Composition Note: Characteristics/stereotypes listed are perceptions and over-generalizations; not all members of any particular generation fit within these categories
The Strategic Training Program Internal Instructors External Instructors Case Method Labs Industry Improved Employee Knowledge and Development Rotations & Apprenticeshipss Strategic Training/Development Programs Management Workshops Succession Cultivation Employees Best Practices Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY RESULT A well-formed training program takes workforce demographics/profiles into account
Strategic Program: Input Inclusive Assessment Model Employee Marketplace / Industry Optional Managerial IDEAL Needs Wants Input: A well-formed training program incorporates multiple inputs into the strategic plan’s content
Strategic Program: Formulation Industry Strategic Training/Development Programs Management Succession Cultivation Employees Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Standardized Basic Training INPUT FORMULATION Formulation: A tiered structure permits skills-building and development on an organized schedule
Strategic Program: Formulation Industry Standardized Basic Training Strategic Training/Development Programs Processes & Procedures Cradle to Grave Knowledge Management Succession Cultivation Employees Basic Software Skill Sets Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Provide General Knowledge Base Standardized Basic Training INPUT FORMULATION
Strategic Program: Formulation Industry Skills Development By Job Function Strategic Training/Development Programs Industry-Specific Software Internal Cross Training Management Succession Cultivation Employees Personal Job Duties Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Increase Functional Competency Standardized Basic Training INPUT FORMULATION
Strategic Program: Formulation Industry Level-Appropriate Instruction Strategic Training/Development Programs Basic Mgmt Skills Coaching Management Succession Cultivation Employees External Cross Training “Train the Trainer” Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Provide Exposure to the Corp Community Standardized Basic Training INPUT FORMULATION
Strategic Program: Formulation Industry Education For Specialized Tasks Strategic Training/Development Programs Develop Efficiency Frameworks Develop Employees & Mentoring Management Succession Cultivation Employees Regulations Special Projects & Initiatives Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Create Subject Matter Experts Standardized Basic Training INPUT FORMULATION
Strategic Program: Formulation Industry Succession Cultivation Strategic Training/Development Programs Advanced Mgmt Skills Managerial Apprentice Training Management Succession Cultivation Employees Replacement Training Education For Specialized Tasks Level-Appropriate Instruction Skills Developed By Job Function Enable Strategic Transition of Responsibility Standardized Basic Training INPUT FORMULATION
Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry Rotations & Apprenticeshipss Strategic Training/Development Programs Management Workshops Succession Cultivation Employees Best Practices Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY Methodology: Some instruction styles may be more beneficial to a particular generation
Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry Rotations & Apprenticeshipss Strategic Training/Development Programs Case Method Labs Management Workshops Develop Learning Scenarios Succession Cultivation Employees Best Practices Generations Perspective Generation X: Where relocation is undesirable for rotation assignments Mgmt Perspective Boomers: Employees you cannot spare for long periods of time Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology
Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry Rotations & Apprenticeshipss Strategic Training/Development Programs Rotations & Apprenticeships Management Workshops Gain Long-Term Hands-On Experience Succession Cultivation Employees Best Practices Generations Perspective Generation Y: Experience, experience, experience Mgmt Perspective Generation X: Employees being groomed for mgmt Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology
Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry Rotations & Apprenticeshipss Strategic Training/Development Programs Workshops Management Workshops Gain Short-Term Hands-On Experience Succession Cultivation Employees Best Practices Generations Perspective Generation Y: Short-term experience, experience, experience Mgmt Perspective Generation X: Leaders needing exposure to a different dept or function Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology
Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry Rotations & Apprenticeshipss Strategic Training/Development Programs Best Practices Management Workshops Learn From Peers’ Inter/Intra-Company Successes Succession Cultivation Employees Best Practices Education For Specialized Tasks Generations Perspective Boomers: Respond well to non-authoritative structure Mgmt Perspective Veterans: Retain hierarchal authority while actively learning Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology
Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry Rotations & Apprenticeshipss Strategic Training/Development Programs Lectures Management Workshops Utilize Traditional Learning Formats Succession Cultivation Employees Best Practices Generations Perspective Traditionalists: Respond well to the authoritative structure Mgmt Perspective Traditionalists: Same as above Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology
Strategic Program: Formulation Internal Instructors External Instructors Case Method Labs Industry Rotations & Apprenticeshipss Strategic Training/Development Programs Video & Online Learning Management Workshops Standardize Training Succession Cultivation Employees Best Practices Generations Perspective Generation Y: Extremely tech-savvy Mgmt Perspective Veterans: May need to become extremely tech-savvy Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY *Generational profile listed is the one most closely aligned with the stated methodology
The Strategic Training Program Internal Instructors External Instructors Case Method Labs Industry Improved Employee Knowledge and Development Rotations & Apprenticeshipss Strategic Training/Development Programs Management Workshops Succession Cultivation Employees Best Practices Education For Specialized Tasks Lectures Level-Appropriate Instruction Skills Developed By Job Function Video & Online Learning Standardized Basic Training INPUT FORMULATION INSTRUCTION/METHODOLOGY RESULT *Generational profile listed is the one most closely aligned with the stated methodology
Scenario 1: The Veteran Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas
Scenario 2: The Traditionalist Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas
Scenario 3: The Baby Boomer Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas
Scenario 4: The Gen X-er Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas
Scenario 5: The Gen Y-er Veteran Generation b. 1900-1926 Work Characteristics Command Respect Created Authority system Policy Makers Go the Extra Mile Understand the Big Picture Stereotypes Old-Fashioned Distant & Mechanical Traditionalist Generation b. 1927-1944 Work Characteristics Adhere to Authority Hard-Working/Dedicated Top-Down Approach Stereotypes Autocratic & Rigid Adverse to Risk Behind the Times Seek Respect Baby Boomer Generation b. 1945-1960 Work Characteristics Anti-Authority Pro-Mentorship Team Player Competitive Stereotypes Politically-Minded Power-Driven Workaholics Self-Centered Generation X b. 1961-1980 Work Characteristics Entrepreneurial Job-Hoppers Work Hard, Play Hard Stereotypes Cynical & Sarcastic Impatient & Intolerant Slack-Offs Generation Y b. 1980-2000 Work Characteristics Avid Job-Hoppers Collaborative Extremely Tech Savvy Family-Centric Multi-Tasking Stereotypes Focus On Immediacy Spoiled Divas
Labor Participation Percentage By Generation More Authority Less Authority
Step Pyramid (Bird’s-Eye View) Define Workforce Composition Structuralize Plan Develop Content Execute Plan
Generational Amelioration Model Goal-Set Communicate Identify Change Commit
Strategic Analysis and Execution • SITUATIONAL • 5 C’s • SWOT • IMPLEMENTATION • Input Plan Involve Structure Review • EXECUTION • Problem-solve • Monitor • PROCEDURAL • Task • POST-MORTEM • Best Practices • Lessons Learned
Situational Analysis (The 5 C’s) COMPANY Product Line Image in the Market Technology/Experience Culture Goals COLLABORATORS Distributors Suppliers Alliances CUSTOMERS Market Benefits Sources Purchase Trends COMPETITORS Actual or Potential Direct or Indirect Products Positioning Market Shares Strength CLIMATE Political/Regulatory Environment Economic Environment Social/Cultural Environment Technological Environment
SWOT Analysis Strengths Weaknesses Opportunities Threats
INPUT Analysis I – Involvement N – Navigation P – Public Relations U – Utilization T – Testing
Formulation Standardized Basic Training Skills Development By Job Function Level-Appropriate Instruction Education For Specialized Tasks Succession Cultivation Processes & Procedures Cradle to Grave Knowledge Industry-Specific Software Internal Cross Training Basic Mgmt Skills Coaching Develop Efficiency Frameworks Develop Employees & Mentoring Advanced Mgmt Skills Managerial Apprentice Training Basic Software Skill Sets Personal Job Duties External Cross Training “Train the Trainer” Regulations Special Projects & Initiatives Replacement Training Provide General Knowledge Base Increase Functional Competency Provide Exposure to the Corp Community Create Subject Matter Experts Enable Strategic Transition of Responsibility
Instruction/Methodology Case Method Labs Rotations & Apprenticeships Workshops Best Practices Lectures Video & Online Learning Develop Learning Scenarios Gain Long-Term Hands-On Experience Gain Short-Term Hands-On Experience Learn From Others’ Successes Utilize Traditional Learning Formats Standardize Training Boomers Generation X Generation X Generation Y Generation X Generation Y Boomers Veterans Traditionalists Generation Y Veterans