For the first time in modern history, people from five generations must regularly interact with each other in the workplace. At first, the challenges of understanding how those from other generations think can seem like an insurmountable task. However, with the right approach in place to managing generational differences, organizations can capitalize on the value each group brings to the office.
This interactive workshop provides a large view of generations at work and explores best practices for managing a generationally diverse group.
By the end of this training, participants will be able to:
Introducing the 5 distinctive groups
During this opening discussion, participants will work through a series of interactive activities that will introduce them to the five generations:
Introduces you to how each generation learns, what they fear, their approach to work, their engagement triggers, if and why they need a mentor, and how to build culture with each generation.
Introduces you to triggers and symptoms of communication breakdown that destroy a team member’s sense of value, causing them to quit or to quit working; including how generations frame feedback, how they articulate anger, and typical responses by generations to not feeling valued.
This unit introduces you to cultural roadblocks that prevent trust from developing between generations, thereby limiting overall productivity including how to reward team members, what drives trust, leadership perception, and attachment to vision and mission.
The Business Impact of Generational Diversity
Demographics have shifted significantly in recent years, and the workforce looks very different than it did a half a century ago. A large group of people is nearing retirement, and another significant cohort is entering professional life or already in the early stages of it. Somewhere in between is a smaller group that, in addition to work, is often tasked with the demands associated with raising children and looking after aging parents. The point is, each group has a unique set of needs and expectations. What’s important to people varies at different stages of their lives. This segment explores generational expectations and preferences related to such activities as recruiting, retention, customer service, communication, and working in a team.
Managing External Relationship
The traditionalist wants to receive correspondence by U.S. mail, the Boomer is fine with email or a phone call, the people from Generation X want to login to an account and talk to no one, and the newest group will engage via text or social media. Of course, people from all generations will use a range of channels, but like it or not, groups do tend to have a preference for one over another. This part of the course looks at
Mixing It All Together: Five Principles for Keeping It Simple
In this final segment, we will try our hand at
TEACHING AND LEARNING PROCESS
Practice & Simulation of Mini MBA on Managing and Communicating with Inter-Generation Team
Post Test; Lesson Learned and Evaluation
Commitment and Action Plan