Generation Y - Managing The Unmanageable

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1. Generation YManaging the unmanageable?Ray Rowlings 2. Generation Y ? Baby Boomers- Postwar- approachingretirement- neverhad it so good Generation X- 1960sand 70s children -end of the Cold War-Independent, resilientand adaptable Generation Y- Born1978 to 1994 Ambitious Self absorbed Gregarious Demanding Confident Change the world 3. Generation Y at work? Concerned with their own careers - notorganisation Loyal to individuals - not organisation Individualists Want to move jobs frequently Search for new challenges Might not wait for opportunities for promotion 4. CMI Research- Generation Y: Unlockingthe talent of young managers (Dr AlisonMacleod June 2008) How younger managerswork and what makes themtick? Relationship with newtechnology Based on responses from862 members under 35 Survey of managementstudents Qualitative workshops withyounger managers Workshops to discussfindings 5. Summary of Findings from Report Selfless not selfish. Young managers are driven byethics and sense of purpose. 90% want to work for anorganisation that does something I believe in Committed to the cause - 63% have been in theircurrent job for 3 years- only 4% strongly agreed thatThere is no point being excessively loyal to anorganisation Long term career planning - 75% of respondentswhen asked why the joined their current employerfocused on the long term career opportunities available 6. Summary of recommendationsfrom research Recruiting Generation Y- they value developmentopportunities- especially management qualifications andfree membership of professional organisations Unlocking the talent of Generation Y- they valueregular feedback and support from line managers andalso tailored development paths Retaining Generation Y - they value the ability toprogress, job rotation and training are ways of offeringdevelopment , flatter structures can be issue 7. Summary of recommendationsfrom research cont. Unlocking the talent of Generation Y- they value Web2.0 Technology- organisations need to explore how thiscould provide new communication channels- forcollaboration and improving working relationships Understanding the differences with Generation Y-they have differences that organisations need to value interms of diversity of talents and skills for example theiruse of collaborative software technologies 8. The Communication ProcessSource: adapted from Shannon & WeaverSender Message Channel ReceiverFeedbackNoiseCan affectany part ofthe ProcessProcess is more effectivewhen feedback is present 9. CMI Research Tomorrows Leaders March 2011 Patrick Woodman and PaulHutchings Based on 585 responsesfrom CMI Members 2011- a million 16- 24years olds unemployed Asked managers howthey feel education couldbetter prepare youngpeople to enter the world ofwork 10. How do managers rate young peoplesskills? 11. What skills should young people have whenthey start work? 12. Drivers of employer involvement ineducation? 13. Barriers to better engagement with theeducation sector 14. Developing tomorrows leaders: CMIsrole - Campus CMI Campus CMI Launched March2011 Pilot programmes working withpeople aged 14-21 deliveringqualifications in team leading andline management in schools andFE colleges Has delivered 1500qualifications in 115 schools 15. Developing tomorrows leaders: CMIsrole - Campus CMI cont Led by a board of employersincluding Centrica, Waitrose andNational Grid Aim is increase uptake to 3000people in 300 schools be end of2011 Aim to widen the programme todeliver 10,000 qualifications within5 years 16. Developing tomorrows leaders: CMIsrole - Campus CMI cont Opportunities for involvement andparticipation at Member level Organisation level Branch level Regional level Further details atwww.managers.org.uk/CampusCMI

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