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Grubb Valerie M.. Clash of the Generations
PREFACE
ACKNOWLEDGMENTS
Chapter 1. THE NEW WORKPLACE REALITY
THE CHANGING NATURE OF LEADERSHIP
THE CHANGING ROLE OF THE MANAGER
THE CHANGING ROLE OF HR
THE CHANGING ROLE OF THE EMPLOYEE
BUILDING ON THESE CHANGES
Chapter 2. DEFINING THE GENERATIONS
WHAT THE EXPERTS SAY
THE BIG THREE – AND A NEWCOMER
GENERATIONAL CHARACTERISTICS
THE MORE THINGS CHANGE
Chapter 3. FOSTERING A CULTURE OF INCLUSION
THE BUSINESS CASE FOR DIVERSITY
THE ROLE OF COMPANY CULTURE
OVERCOMING A NEGATIVE CULTURE
CREATING AN AGE‐DIVERSE CULTURE
Chapter 4. SETTING THE STAGE FOR GREAT PERFORMANCE
GOAL SETTING
EVALUATING EMPLOYEE PERFORMANCE
YOU GET WHAT YOU REWARD
SENIOR LEADERSHIP VERSUS PEER‐TO‐PEER RECOGNITION
THE BASICS OF RECOGNITION
INTRINSIC MOTIVATORS
CAREER AND DEVELOPMENT RECOGNITION
Chapter 5. BEING AN INCLUSIVE MANAGER
THE BENEFITS OF INCLUSION
BREAKING BAD HABITS
FALSE THINKING OF NEW MANAGERS
LEAD BY EXAMPLE
DON'T EMULATE BAD MANAGERS
PROMOTING RESPECT
INNOVATION AT BOTH ENDS OF THE SPECTRUM
MANAGING WORKERS OLDER THAN YOU
THE CONSEQUENCES OF NOT BEING INCLUSIVE
Chapter 6. PROMOTING GROWTH OPPORTUNITIES
THE POWER OF EFFECTIVE DELEGATION
EMPOWER YOUR EMPLOYEES
ACCOMMODATING DIFFERENT LEARNING STYLES
EXPERIENTIAL TRAINING
ESTABLISH A MENTORING PROGRAM
Chapter 7. MANAGING DIFFERENCES IN WORK ETHIC
DEFINING WORK ETHIC
THE IMPORTANCE OF MISSION TO MILLENNIALS
CONNECTING COMPANY MISSION TO SOCIAL GOALS
WHAT MANAGERS CAN DO
WHAT COMPANIES CAN DO
Chapter 8. MANAGING DIFFERENT WORK‐LIFE BALANCE EXPECTATIONS
THE BIRTH OF WORK‐LIFE BALANCE
WORK‐LIFE BLENDING VERSUS BALANCING
PERFORMANCE VERSUS FACE TIME
MANAGING FLEXIBILITY
MANAGING VIRTUAL TEAMS
Chapter 9. MANAGING DIFFERENCES IN CAREER DEVELOPMENT PLANNING
EXPECTATIONS OF CAREER DEVELOPMENT BY GENERATION
USING CAREER DEVELOPMENT FOR SUCCESSION PLANNING AT ALL LEVELS
FIVE EASY STEPS TO CREATING A CAREER PLAN
CREATING A COMPANY‐WIDE DEVELOPMENT PROGRAM SPECIFIC TO LEADERSHIP
CREATING YOUR OWN CAREER DEVELOPMENT PLAN
Chapter 10. GENERATIONAL GIVE AND TAKE
COMMUNICATION IS KEY
THE HOW AND WHEN OF COMMUNICATION
APPRECIATING THE CONTRIBUTIONS OF YOUTH
VALUING THE WISDOM OF AGE
PROMOTING POSITIVE INTERACTIONS
THE CHALLENGE OF THE YOUNG LEADING THE WISE
Chapter 11. YOU AS THE MOTIVATING FORCE
EXPECTATIONS OF TODAY'S MANAGER
FOCUSING ON YOU
FINDING A MENTOR
MOVING FROM TACTICAL DOER TO STRATEGIC THINKER
Appendix A. CASE STUDY ‐ CHEGG
BACKGROUND
BENEFITS
COMPANY CULTURE
PHYSICAL WORK ENVIRONMENT
RECRUITING
SUMMARY
Appendix B. CASE STUDY ‐ CONSULTANTS: LEADERSHIP DEVELOPMENT SERVICES, LLC, AND RGP
INTERVIEWEES
LEADERSHIP
FLEXIBILITY
WORK ETHIC AND STYLE
BENEFITS
Appendix C. CASE STUDY ‐ ELECTRONIC ARTS
BACKGROUND
COMPANY CULTURE
CAREER DEVELOPMENT
RECRUITING
SUMMARY
Appendix D. CASE STUDY ‐ HY‐KO PRODUCTS
BACKGROUND
BENEFITS AND RECRUITMENT
CAREER DEVELOPMENT
SUMMARY
Appendix E. CASE STUDY ‐ TECT CORPORATION
BACKGROUND
RECRUITMENT
COMPANY CULTURE
CAREER DEVELOPMENT
SUMMARY
Appendix F. CASE STUDY ‐ THE ANDERSONS
BACKGROUND
COMPANY CULTURE
PHYSICAL WORK ENVIRONMENT
CAREER DEVELOPMENT
BENEFITS
SUMMARY
ABOUT THE AUTHOR
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Отрывок из книги
By 2020, 25 percent of the labor force will be over the age of 55 – and they're not retiring any time soon. The result? A clash of cultures that requires a new management approach.
In recent years there's been a lot of talk about generation‐related issues in the workplace – especially the impending en masse retirement of the Baby Boomers. Senior leaders and HR executives were warned to prepare for the knowledge exodus that would take place when the Baby Boomers retired in droves and to prepare to manage the generations (in particular, the Millennials) that would replace them.
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For example, over the past decade, Millennials have entered the workforce to find it already a very crowded place, full not only of Generation X employees but also of older workers who haven't been retiring in the numbers that were expected (and highly discussed) around the turn of the millennium. Complicating matters further is the fact that many Millennials expect to love their jobs and want more than just a paycheck: they want missions that they can support and companies that are interested in their personal growth. For these reasons, more so than any other generation, Millennials are far more likely to quit a job that they don't like (whereas Generation Xers and Baby Boomers are a little more patient about waiting for a promotion or more opportunities). Millennials aren't the only ones being choosy, though. As any HR executive can tell you, when Generation X or Baby Boomer employees find that their needs aren't being met, they, too, will look for other opportunities.
Adding to the challenges facing the HR executive are the company leaders who do not fully embrace the policies and practices that support the expectations of today's workforce. Corporate leaders love to tout inclusion and diversity as company priorities, but in many instances their efforts amount to little more than merely checking a box and don't actually have an effect on corporate culture. If diversity and inclusion are treated as “nice to have” initiatives (and not as high‐priority business imperatives), they can receive mixed support from up high – and there's only so much HR can accomplish in an organization without strong support from senior management. If your company fits this description, it's important for you to demonstrate the bottom‐line value of diversity and inclusion before trying to make any changes. If the top executives don't see that value, you'll find it difficult to update existing programs or roll out new ones designed to engage employees of all ages.
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