Speaker: Shirley Ramos - NEBBSpeaker: Shirley Ramos . ... Myth Vs. Realities. ... level managers and...
Transcript of Speaker: Shirley Ramos - NEBBSpeaker: Shirley Ramos . ... Myth Vs. Realities. ... level managers and...
Speaker: Shirley Ramos
Understanding Today’s Workforce
© 2014 FMI Corporation 2
Who are these young people entering your organization?
What is their approach to work and leadership?
What are the secrets to getting top-level performance from them?
How can you beat your competition by recruiting, hiring, and retaining the best of the best?
Questions
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Generational challenges
You will soon be the minority
Your leadership style is not
one size fits all
Success hinges on your ability to engage all employees
If you do not figure this out, your competition will
And you should know about…
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Today’s Worker
Millennials
Generational Peer Group
Xers Boomers Silents
Life Stage
Exploring Nurturing Taking Charge Re-Evaluating
Career Stage
Recollecting
Beginning Launching Plateauing Managing the Doldrums
Sorting Things Out
Restructuring
20’s 30’s 40’s 50’s 60’s 70’s
1925-1945 1946-1964 1965-1980 1981-1999
Generational Source: “Generations” by William Strauss and Neil Howe
Life Stage Source: Elizabeth Kubler-Ross
Career Stage Source: Hudson Model – Frederic Hudson
Reflecting
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What shapes our outlook?
World events
Family situation
Religion
Culture/society
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Generations
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Boomers
Boomers Xers Millennials Born: 1946–1964 1965–1980 1981–1999
Population: 78 Million
Shaped By:
Martin Luther King John F. Kennedy Watergate Vietnam Elvis Presley Man on the Moon Hippies
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Attracting and Retaining the Boomer Generation
Address opportunities for advancement within your organization
Explain how individuals are making a difference
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Xers
Boomers Xers Millennials Born: 1946–1964 1965–1980 1981–1999
Population: 78 Million 55 Million
Shaped By:
Martin Luther King
John F. Kennedy Watergate Vietnam Elvis Presley Man on the Moon Hippies
Ronald Reagan Berlin Wall fell Exxon Valdez The Simpsons Grunge Rock AIDS Shuttle Disaster Iranian Hostage
Crisis
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Attracting and Retaining Generation X
Create opportunities to move laterally and vertically within the organization
Allow an appropriate level of autonomy
Provide a fair and balanced work schedule
Address how individual needs can be met within the organization
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Gen Y/Millenials
Boomers Xers Millennials Born: 1946–1964 1965–1980 1981–1999
Population: 78 Million 55 Million 74 Million
Shaped By:
Martin Luther King
John F. Kennedy
Watergate Vietnam Elvis Presley Man on the
Moon Hippies
Record Divorce Rates The Cold War Ronald Reagan Berlin Wall Falling Exxon Valdez The Simpsons Grunge Rock AIDS Shuttle Disaster Iranian Hostage Crisis
Columbine Rodney King Oklahoma City 9/11 Iraq War Clinton Scandal Enron Branding
Saturation Cell Phones
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Myth Vs. Realities
Reference: Robert Half International
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Myth Vs. Realities
Reference: Robert Half International
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Myth Vs. Realities
Reference: Robert Half International
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Myth Vs. Realities
Reference: Robert Half International
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Myth Vs. Realities
Reference: Robert Half International
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Your Thoughts…
What is your plan for attracting the new work force?
How do you plan to retain these new employees?
What are some ways you could attract and retain the coming generations?
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Biggest Influences on Millennials
“The System” = Mistrust
Technology = Need for Information
Teamwork = Need for “Connection”
Individuality = “Watch Out for Me”
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Mistrust of “The System”
Why?
Political scandal
Police brutality
Justice system inequity
Corporate embezzlers
Church betrayals
Public safety failures
What Now?
Integrity is key
Create realistic job previews
Rules must be clear and consistent
Choose word of mouth over “media”
Create opportunities to “make a difference” in both the organization and the community
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Show Them How They Can Grow
In-house training programs
Professional development ‘on-the-clock’
Tuition reimbursement
Memberships to Professional associations
Reference: Robert Half International
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Show Them How They Can Grow
Give professionals assignments that stretch their skills and allow them to develop multiple competencies, such as team leadership, business management and client/customer service, in addition to specific job-related abilities.
Reference: Robert Half International
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Need for Information
Why?
Cell phones
Text/Instant messaging
100+ channels
WiFi access to the internet
Constant barrage of information[But
information does not mean knowledge]
What Now? Free-up access to information
Streamline processes and procedures
Keep up with the pace of technology
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Get the Word Out About Your Company
Reference: Robert Half International
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Need for “Connection”
Why? No communication barriers
Infinite relationship choices
Dozens of teams
What Now? Create avenues for relationship-
building
Recognize importance of external relationships
Break down communication barriers
Create opportunities for collaboration
Consider team rewards for group effort
Get to know your people personally
Make work FUN
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High-impact Steps Could Give Your Workplace a Boost
Order a pizza lunch once a month for your staff so they can share a meal and get to know one another better.
Feature an “employee-of-the-month” in the company newsletter or on your corporate intranet.
When employees have put in a significant amount of overtime, encourage them to take a longer lunch or leave early on a Friday afternoon.
Plan off-site activities where employees can have fun and get to know one another better. For example, have the group participate in a charity walk together or play miniature golf.
Reference: Robert Half International
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“Watch Out for Me”
Why? Parental attention
Helmets, seatbelts, and sunscreen
Trophies for trying
Cadre of coaches
What Now? Ask for ideas and suggestions
“Put me in the game, coach!”
Give lots of feedback (including “atta-boys”)
Discuss aspirations, opportunities, and navigation
Create a variety of work experiences and roles
Allow work to take place anytime, anywhere
Take a proactive approach to mentoring
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The Boss Factor
Reference: Robert Half International
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Reference: Robert Half International
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Reference: Robert Half International
Benefits
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Generation Y Differences
“Young managers today want clear goals for the week on Monday, some feedback on
Wednesday, and a performance review on Friday.”
Bill Rogers, Suntrust Banks
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Gen Y, Millennials or “Nexters”
Words that “speak” to them:
Achievement
Challenge
Cutting Edge
Collaborate
Community
Come Together
Fun
Positive
Future
Important Discovery Goals
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Reference: Robert Half International
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No Corner Offices
Reference: Robert Half International
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Reference: Robert Half International
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Leading Millennials
1. Provide challenging work that really matters
2. Offer increasing responsibility as reward for accomplishments
3. Establish mentoring relationships to guide my personal and professional development
4. Get to know me personally, as well as my strengths
5. Treat me with respect, as a colleague
1. Undervalue my education and experiences (in and out of the workplace)
2. Make me wait until I have earned a promotion to give me additional skill-building experiences and responsibilities
3. Treat me like a human “resource” 4. Assume I have the same goals,
aspirations, and experiences as the last new hire
5. Treat me like a student, intern, or child
DO DON’T
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Leading Millennials
6. Provide opportunities to try a variety of jobs and roles
7. Let me work as a part of a true team, reward the team as appropriate
8. Make work fun 9. Be flexible with working
hours and processes 10. Let me teach you what I
know about technology and the most up-to-date techniques for navigating the information superhighway
6. Plan my development vertically, in the same department or market sector
7. Ask me to spend most of my time working independently
8. Be cynical, stoic, or formal in your approach to work and to employees
9. Insist on a rigid, outdated, process or custom for getting work done
10. Insist on archaic means of communication or express technophobia
DO DON’T
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What Can You Do Tomorrow?
Forget the “Golden Rule”
Become a “generationally intelligent” leader and employer
Get to know your people deeply
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Resources
Books: Connecting Generations: The Sourcebook for a New
Workplace by Claire Raines Managing the Generation Mix: From Collision to
Collaboration by Carolyn A. Martin, Ph.D. and Bruce Tulgan
Millennials Rising: The Next Great Generation by Neil Howe and William Strauss
Websites Millennials: www.forthturning.com/forums Human Resources:
http://www.humanresources.about.com Employee Relations: www.workforceonline.com
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About FMI
FMI is the largest provider of management consulting, investment banking and research to the engineering and construction industry. We work in all segments of the industry providing clients with value-added business solutions, including:
• Strategic Advisory • Market Research and Business Development • Leadership and Talent Development • Project and Process Improvement • Mergers, Acquisitions and Financial Consulting • Compensation Data and Consulting • Risk Management Consulting
Founded by Dr. Emol A. Fails in 1953, FMI has professionals in offices across the U.S. FMI delivers innovative, customized solutions to contractors; construction materials producers; manufacturers and suppliers of building materials and equipment; owners and developers; engineers and architects; utilities; and construction industry trade associations. FMI is an advisor you can count on to build and maintain a successful business, from your leadership to your site managers.
Knowledge • Expertise • Relationships
Visit us at www.fminet.com
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Discussions, Questions, Answers
As a training consultant with FMI, Shirley specializes in evaluation, instructional design and delivery of industry specific training programs. She also is adept at partnering with clients to tailor or develop customized programs to meet their unique and changing needs. Shirley’s primary focus is on scoping and delivering workshops and presentations, facilitating groups and providing training on a variety of construction management and leadership topics. Her enthusiastic, professional and dynamic approach draws from her real-world experience as a manager and leader and as an executive coach for both mid-level managers and “C-Suite” leaders.
Shirley leverages 20 years of training, leadership and facilitation experience in both the public and private sectors when designing and delivering cutting edge training programs for FMI’s clients. Beginning her training career in public education, Shirley was responsible for district and state level leadership in the professional development and growth of Colorado schools. More recently, Shirley served as VP of Training in the software industry where she conceptualized and implemented the operational and content framework for a global internal training program. Shirley’s passion for the construction industry comes from first-hand experience in a family owned construction company.
Shirley is an experienced and dynamic speaker. She holds a bachelor of arts in psychology and education, with a master’s degree in educational leadership and human resources. Shirley’s Ph.D. work is in the area of educational administration and leadership development. Shirley is also certified in both change management and solution sales methodologies, is a trained executive coach and has experience as a small business consultant.
Shirley T. Ramos FMI Corporation 210 University Boulevard, Suite 800 Denver, CO 80206 Tel: 303.398.7276 Fax: 303.398.7291 E-mail: [email protected] Website: www.fminet.com