talent management across the generations
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© Roffey Park Institute 2011
Jo Hennessy, Director of Global Research
Roffey Park Institute
Talent development across the
generations
© Roffey Park Institute 2011
Our time together
Roffey Park
Intergenerational tensions
The different generations at work
Leading talent – what’s offered, what’s wanted
Tailoring leadership development
Future leaders and their development
Roffey Park – What we do
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Roffey Park – How we do it
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Generational
tensions
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Generation
A group of individuals born and living contemporaneously who
have common knowledge and experiences that affect their
thoughts, attitudes, values, beliefs and behaviours.
Johnson and Johnson 2010
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The Generations
Traditionals born 1909 -1945
Boomers born 1946 -1964
Generation X born 1965 - 1979
Generation Y born 1980 - 1999
Linksters/Millenials born after 2000
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Generations at work
How do leaders differ across the generations?
What does talent across the generations expect of their leaders?
If the needs of talent across the generations are not met by leaders, what can you do to bring them closer together?
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Leading talent – what’s offered
Collective versus Individualistic
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Leading talent – what’s offered
Conservative versus risk orientated
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Leading talent – what’s offered
Increasing intensity and pace
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Leading talent – what’s offered
Big picture capabilities but short term focus
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Leading talent – what’s offered
Sources of authority
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Different styles at play
Generation Leadership style
Traditionals Directive, simple, clear
Boomers Hierarchical, collective mindset, sharing wisdom,
conservative, measured
Xers
Fair, competent, straightforward, collaborative,
experimental within boundaries, reluctant respect
for authority
Gen Y Challenging of authority, innovative, individualistic,
pacey, short-term focus, ambitious
Where are the risks? Where are the opportunities?
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Impact on employee engagement
Follower expectations
of their leaders
Leadership experienced from above
Commitment
Employee Engagement
Well Being
Performance
Business Results
Epitropaki and Martin 2005
ISR 2007, Gallup 2007, 2010, Hay Group 2010, Roffey Park 2011
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Leadership issue # 1
Drive, focus and optimism
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Leadership issue # 2
Learning styles
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Leadership issue # 3
Differing needs for authority
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Leadership issue # 4
All generations want visionary leaders
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Implications for Leadership
Development
Programmes
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The next generation of leaders
Special
Unique
Highly
Intelligent
If I ruled
the world...
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Could be just what we need?
Productive narcissists :
Bring passion
Challenge the status quo
Dare to break new ground
Boldly innovate
Provide vision
Inspire others
Drive organisations in new
directions
© Roffey Park Institute 2011
The dark side….
Workplace factors Potential effects of narcissistic leadership
Organisational Impact Volatile and risky decision-making and organizational performance
(Chatterjee and Hambrick, 2007);
Absence of a climate necessary to achieve sustainable performance
(Higgs, 2009);
Impact on Others Inflicting damage on others (bullying, coercion and damage to the
psychological well-being of subordinates) (Aasland et al., 2008);
Destruction of subordinates’ trust and degradation of
organizational effectiveness (Benson and Hogan, 2008);
A toxic work atmosphere (lack of empathy and coldness toward
colleagues and staff) (Goldman, 2006);
Poor supervisor ratings of interpersonal performance(Blair et al.,
2008)
Self-Leadership Poor supervisor ratings of personal integrity (Blair et al., 2008)
Dysfunctional management (difficulty learning from feedback)
(Campbell and Campbell, 2009)
Tendency to white-collar crime (Blickle et al., 2006; Ouimet, 2009)
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Leadership issue # 5
Empathy and caring top of the wish list
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Developing talent into future
leaders
Start to offer
And space to flourish!
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Next steps
Audit generational make up of your business
Look for tensions and mismatches
Involve followers from across the generations in designing
leadership development
Look for opportunities for cross generational learning
Support Gen Y’s first steps as leaders
© Roffey Park Institute 2011
Your thoughts and questions…
© Roffey Park Institute 2011
Contact details
Roffey Park Institute, Forest Road, Horsham, West Sussex, RH12 4TB
Tel: (01293) 851644
Registered Charity No: 254591 Company Limited by Guarantee Registered in England No: 923975
Jo Hennessy
Director of Global Research
jo.hennessy@roffeypark.com
Tel: 01293 851644
Mob: 07740 623 638
www.roffeypark.com
Melissa Green
Marketing and Business Development Manager -
Tailored Programmes
melissa.green@roffeypark.com
Tel: 01293 854055
Mob: 07825 616 281
www.roffeypark.com
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