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DEPUTY MANAGING DIRECTOR 311 CONTACT CENTER CITY OF PHILADELPHIA ROSETTA CARRINGTON LUE PROMOTING AND RETAINING NEXT GEN EMPLOYEES

Promoting and Retaining Next Gen Employees

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This presentation examines how the behaviors and attitudes of the latest generation to enter the workforce will affect the traditional utility. In addition, it is expected that “next gen” employees will change jobs and careers more often than the traditional utility employee will. This presentation will also look at what utilities will need to do to retain the workforce of the future.

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Page 1: Promoting and Retaining Next Gen Employees

DEPUTY MANAGING DIRECTOR311 CONTACT CENTERCITY OF PHILADELPHIA

ROSETTA CARRINGTON LUE

PROMOTING AND RETAININGNEXT GEN EMPLOYEES

Page 2: Promoting and Retaining Next Gen Employees

Silents (1933-1945) Gen Y (1977-1998)Gen X (1965-1976)Baby Boomer (1946-1964)

Management

The Four GenerationsThe Four GenerationsIn The WorkplaceIn The Workplace

Page 3: Promoting and Retaining Next Gen Employees

Traditionalist –Individual Traditionalist –Individual CharacteristicsCharacteristics

• Believe that hard work and dedication leads to rewards

• Punctual and rarely miss work

• Committed to organization

• Respect Authority• Not self-promoting

Page 4: Promoting and Retaining Next Gen Employees

Traditionalist Traditionalist – – TeamTeam DynamicsDynamics

Strengths Superb interpersonal

skills Good work ethicChallenges May struggle with the

diversity of the workforce May struggle with

technology

Page 5: Promoting and Retaining Next Gen Employees

Boomers Boomers

“Me” generation Competitive and

hard-working Get the job done

at any cost Seen as

sacrificing personal life to achieve professional goals

Status important

Seek security and want a career path

Loyal to the organization

Focus on hierarchy

Page 6: Promoting and Retaining Next Gen Employees

Strengths Driven and service-

oriented Good team players

Challenges Dealing with

conflict Self-promoting

Boomers -TeamBoomers -Team DynamicsDynamics

Page 7: Promoting and Retaining Next Gen Employees

Generation X - Individual Generation X - Individual CharacteristicsCharacteristics

• Latchkey kids

• Digest information rapidly

• Family is core - Little to no loyalty to work

• Judge success with money.

• Cynics & Critics

• Driven work ethic

• Boss is a colleague – Show little respect

• Focus on “What’s in it for me?”

Page 8: Promoting and Retaining Next Gen Employees

Strengths Open to receiving feedback Good at networking

Challenges Nomadic Parallel Processing

Gen Xers -TeamGen Xers -Team DynamicsDynamics

Page 9: Promoting and Retaining Next Gen Employees

Generation X Generation X

• Form the core work group and core leadership team

• But they.. .– Are hard to please.–Have little to no loyalty.–Will leave for money, title, power– Seek family-friendly organizations

Page 10: Promoting and Retaining Next Gen Employees

Gen Y – The Next Gen Y – The Next Dominate GenerationDominate Generation

• Diverse, Confident, Optimistic• Group and project focused• Desire/seek coaches and mentors• Like to stay in communication• Technically VERY savvy

Page 11: Promoting and Retaining Next Gen Employees

Strengths Good at multi-tasking Appreciate diversity

Weaknesses Strong parental attachment Need more recognition

Gen Y - TeamGen Y - Team Dynamics Dynamics

Page 12: Promoting and Retaining Next Gen Employees

The Recruiting World has The Recruiting World has ChangedChanged

Traditional HR/Recruiting Emerging HR/Recruiting

ReactiveFocus on open positions

ProactiveAnticipate needs

-Running ads-Posting to job boards-Searching databases

-Building a talent community-Developing relationships-Development focus-Competitive intelligence

Requirements:-Flexible workforce scenarios-Interactive communications

Dynamic, on-goingStatic, One-timeRequirements:-Logistics-Static workforce planning-Sourcing capability

Page 13: Promoting and Retaining Next Gen Employees

Employee Engagement Is CriticalEmployee Engagement Is Critical

My JobMy Job

My Team

My Team

My Manager

My Manager

Senior LeadersSenior Leaders

Engaged Employee

• Clear expectations of role • Opportunities to learn, develop and

grow• Have the tools and skills I need • Authority to make decisions• Collaborate with others• Motivated to do my best work

• Clear expectations of role • Opportunities to learn, develop and

grow• Have the tools and skills I need • Authority to make decisions• Collaborate with others• Motivated to do my best work

• Ideas and opinions count• Committed to do quality work• Learn from and respect others • Support each other• Speed up and simplify the way we

work

• Ideas and opinions count• Committed to do quality work• Learn from and respect others • Support each other• Speed up and simplify the way we

work

• Helps me be the best I can be

• Cares about me and gives feedback

• Recognizes my best work and contribution to the customer

• A role model for collaboration

• Helps me be the best I can be

• Cares about me and gives feedback

• Recognizes my best work and contribution to the customer

• A role model for collaboration

• Clear sense of direction • Confident about the future• Communicate openly about

progress

• Clear sense of direction • Confident about the future• Communicate openly about

progress

• Proud to work here • Want to stay, satisfied• Advocate of the

company

• Proud to work here • Want to stay, satisfied• Advocate of the

company

The Organizatio

n

The Organizatio

n

Page 14: Promoting and Retaining Next Gen Employees

Contact Information

Rosetta Carrington LueDeputy Managing Director

City of [email protected]

215-686-3480 (o)

Page 15: Promoting and Retaining Next Gen Employees

•Love ‘Em or Lose ‘Em – Beverly Kaye & Sharon Jordan-Evans

•The Learning Café; Generations Issue – Devon Scheef & Diane Thielfoldt

•Four Generations in the Workplace – Cameron Marston

•Generations at Work – Ron Zemke, Claire Raines and Bob Filipczak

•Global Learning Resources, Inc

ResourcesResources