Getting more done with others over whom you have no control may be the most important skill to develop.
The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team.
Accomplish each step in dialog among team members.
The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.
This is a presentation designed to help my students understand the rules of 2 rooms and a boom by Tuesday Knight Games.
I am using this as part of an English conversation class at Tokyo Denki University in Japan.
The annual training day for incoming club leaders equips them with the skills and knowledge to carry out their roles. This session, by Margaret Ormiston, Professor of Organisational Behaviour focuses on setting personal objectives for the coming year.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
Robert cialdini's influence- the psychology of persuasionThomas Wooldridge
Learn the six principles of influence. Cialdini also calls them Weapons of influence. Influencing people was thought as a rare art form but Cialdini breaks it down and teaches everyday people the six strategies to effectively get people to do what you want.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
Getting more done with others over whom you have no control may be the most important skill to develop.
The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team.
Accomplish each step in dialog among team members.
The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.
This is a presentation designed to help my students understand the rules of 2 rooms and a boom by Tuesday Knight Games.
I am using this as part of an English conversation class at Tokyo Denki University in Japan.
The annual training day for incoming club leaders equips them with the skills and knowledge to carry out their roles. This session, by Margaret Ormiston, Professor of Organisational Behaviour focuses on setting personal objectives for the coming year.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
Robert cialdini's influence- the psychology of persuasionThomas Wooldridge
Learn the six principles of influence. Cialdini also calls them Weapons of influence. Influencing people was thought as a rare art form but Cialdini breaks it down and teaches everyday people the six strategies to effectively get people to do what you want.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
This document provides an overview of strengths finder and how to work with others based on their strengths domains. It discusses the four domains of influencing, executing, relationship building, and strategic thinking. It then provides guidance on how to work with people with strengths in each of these domains, focusing on their natural tendencies and needs. The document uses a fictional example of teams designing castles to illustrate how strengths can be seen in a group activity. It prompts reflection on the activity and encourages understanding differences to work together effectively.
This document provides an overview of the Healthywayz direct selling company and its business model. It summarizes the six basic steps to being successful in network marketing: 1) List Making, 2) Invitation, 3) Presentation, 4) Follow Up, 5) Sales Closing, and 6) New Distributor Orientation Program (NDOP). It also addresses frequently asked questions about direct selling and provides tips on objection handling and duplication. The overall message is that commitment to training and the proven business steps are key to achieving exponential income growth potential through direct selling.
Discovering Your Authentic Leadership by Dr. Yasmin DaviddsYasmin Davidds
1) Discovering your authentic leadership requires understanding your life story and using difficult experiences to find meaning and purpose.
2) Interviewing over 125 leaders, researchers found that authentic leaders developed from their life stories, not universal traits. They used challenges to inspire others.
3) Knowing your authentic self involves examining your experiences through feedback to understand blind spots and how others see you, in order to lead effectively.
The book provides self-help advice on improving one's self image, relationships, goal-setting, attitude, work ethic, and desire to achieve success. It emphasizes developing a positive mindset and taking action to accomplish goals in order to achieve one's full potential. The author believes success comes from within through preparation and effort rather than relying on external factors.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
Using Analytics To Make Smart HR DecisionsBambooHR
The document discusses emerging capabilities for HR leaders, including data- and analytics-based decision making. It notes that while many companies see people analytics as important, few have strong capabilities in this area. Several barriers to effective use of people analytics are identified, including outdated technologies, lack of data consolidation, and not knowing what or how to measure. The document provides examples of people analytics measures that can be used to assess compensation plans, recruitment, retention, engagement, and budget impact. It emphasizes starting small with people analytics and focusing on return on investment.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
CEB Corporate Leadership Council Transforming Career Management at World Bank...Peta Hellmann
The World Bank Group transformed its career management approach by:
1) Engaging diverse perspectives including staff, managers, and external experts to understand problems and define new principles.
2) Developing career paths focused on growth experiences across technical and geographic boundaries to replace promotion-driven careers.
3) Building pipelines for critical roles by identifying talent pools and readiness criteria to deploy talent more strategically.
Shaping your Employee Experience through Design ThinkingSara Coene
We define employee experience as seeing the world through the eyes of our employees and staying connected to their wants and needs, so they are committed to the larger business goals and results.
As the war for talent heats up, many companies have appointed a Head of Employee Experience and are developing a strategy to create an employee experience which takes into account the physical environment employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.
HR leaders are leading this effort by reaching outside of the HR function to partner with Marketing and Internal Communications in order to create one seamless employee and customer experience. Making the workplace an experience allows companies to embed their culture and values in the workplace and use this to recruit and retain top talent.
In this slideshare you learn about employee experience, why it is so important to put your people first and what the (new) role of HR is.
Sara Coene is Organisational Change Coach, Employee Experience Designer and Design Thinking Facilitator supporting organizations and leaders in their change, with strong focus on team dynamics and development, using co-creation, visual design tools and insights from behavioral science. She is currently working as strategy designer & managing partner at Bedenk, a Belgium based business creativity agency making organizations futureproof.
The document provides guidance on building effective teams. It discusses the importance of self-awareness and communication between team members. Various exercises and models are presented to help teams develop, including using the "Stinky Fish" exercise to openly share concerns, the "Johari Window" model to understand self-perception, and providing constructive feedback. The stages of team development and the leader's role in guiding the team through each stage are also examined.
The document discusses how to manage oneself in the knowledge economy by knowing your strengths, values, and how you perform best. It provides guidance on assessing your strengths, learning style, values, and where you will contribute most and fit in best. The goal is to take responsibility for your career and relationships over the long term, which may involve a second career in the second half of your life.
Bill Campbell helped to build some of Silicon Valley’s greatest companies including Google, Apple and Intuit. It is written by the former CEO of Google, along with a couple of other Silicon Valley powerhouse leaders who were coached by Bill. Bill’s principles for coaching leaders and teams are brilliantly compiled in this book.
It captures how Bill developed trusting relationships, fostered personal growth, infused courage, emphasized operational excellence and identified simmering tension that inevitably arise in fast moving environments.
This book is a blueprint for forward thinking business leaders and managers that will help them to create higher-performing and faster-moving teams and companies
Framework for Running Minimum Viable Tests (MVT)Conrad Wadowski
This document discusses product-led growth strategies that the author has used to achieve $3M ARR without paid marketing or sales. It recommends focusing on a core metric like monthly recurring revenue (MRR) and running frequent, small experiments to test ideas and prioritize efforts. Specifically, it suggests running experiments in 1 day or less to quickly learn and optimize, rather than lengthy projects. The author shares examples of experiments they ran, such as guest blogging, referral programs, and webinars, that led to improved user activation, engagement, and conversion to paid plans.
These are notes from a simple introductory course on Church Planting. The majority of the course notes presented here are based upon J. D. Payne’s Planting Apostolic Churches.
Courageous Leadership: Using Courage to Transform the WorkplaceHRDQ-U
We have high and often conflicting expectations of leaders. We want them to be reasonable yet passionate, decisive yet inclusive, visionary yet explicit, powerful yet humble. Add to that emotionally intelligent, caring, impartial, people-oriented, and of course, profit-driven. The list is so long that it often leaves leaders scratching their heads, thinking how am I supposed to be all of these things at once?
The answer is courage. It’s the backbone leaders need to step up to the plate, face fierce challenges, inspire others, and drive the bottom line. Join best-selling author and popular trainer Bill Treasurer for a powerful, informative webinar that will help you to inspire and empower your organization’s leaders to true courage.
https://www.hrdqu.com/webinars/courageous-leadership-using-courage-transform-workplace/
This document provides 25 free coaching tools and techniques from a 101 technique e-book for life coaches. It introduces the Wheel of Life technique, which has clients rate and visualize different areas of their life on a scale to identify imbalances and goals. The GROW model is also summarized, which uses questions to help clients set goals and understand their current reality and options to achieve their goals. The document aims to equip life coaches with useful techniques to support clients and help coaches set up a successful coaching business.
Join us to learn actions companies and professionals need to take to keep the Millennial generation and multiple generations interested, on board and engaged.
“Finding and keeping qualified people is the biggest challenge facing Corporate America.” -HR Director
The workplace is not what it used to be. People are staying past their prime; the corporate ladder has crumbled; college grads have job titles that sound like something out of a science fiction flick; and nobody talks on the phone anymore.
The global marketplace has become a myriad of different generations. What the multiple generations want from an employer, their expectations of corporate culture and their motivation to do what is best for organizations differs from generation to generation. Your challenge is NOT figuring out how to work together but how to interface with the varied generations to achieve financial success, personal growth and enriched company morale.
Meagan tackles generational challenges head on. Unwilling to accept standard, by-the-book generalizations Meagan demonstrates, through her own in-depth research and program customization that all generations have differences and strengths that go beyond mere age and appearance.
Move beyond complaining. Learn from Meagan Johnson what you can do right now to make the most of all the generations.
Hear something different, learn something new, redefine your generational perceptions.
This document discusses generational differences and characteristics of Millennial students. It provides background on different generations including birth years and names. It then presents a "Millennial IQ" quiz to test knowledge about traits, behaviors, and preferences of Millennial students. Key points are that Millennials highly value technology, diversity, teamwork and experiential learning. They also seek structure and challenge but want respect, fun and flexibility from teachers. The recession has significantly impacted Millennials through high debt and lack of entry-level jobs. However, most Millennials remain optimistic and are adapting to the economic challenges.
This document provides an overview of strengths finder and how to work with others based on their strengths domains. It discusses the four domains of influencing, executing, relationship building, and strategic thinking. It then provides guidance on how to work with people with strengths in each of these domains, focusing on their natural tendencies and needs. The document uses a fictional example of teams designing castles to illustrate how strengths can be seen in a group activity. It prompts reflection on the activity and encourages understanding differences to work together effectively.
This document provides an overview of the Healthywayz direct selling company and its business model. It summarizes the six basic steps to being successful in network marketing: 1) List Making, 2) Invitation, 3) Presentation, 4) Follow Up, 5) Sales Closing, and 6) New Distributor Orientation Program (NDOP). It also addresses frequently asked questions about direct selling and provides tips on objection handling and duplication. The overall message is that commitment to training and the proven business steps are key to achieving exponential income growth potential through direct selling.
Discovering Your Authentic Leadership by Dr. Yasmin DaviddsYasmin Davidds
1) Discovering your authentic leadership requires understanding your life story and using difficult experiences to find meaning and purpose.
2) Interviewing over 125 leaders, researchers found that authentic leaders developed from their life stories, not universal traits. They used challenges to inspire others.
3) Knowing your authentic self involves examining your experiences through feedback to understand blind spots and how others see you, in order to lead effectively.
The book provides self-help advice on improving one's self image, relationships, goal-setting, attitude, work ethic, and desire to achieve success. It emphasizes developing a positive mindset and taking action to accomplish goals in order to achieve one's full potential. The author believes success comes from within through preparation and effort rather than relying on external factors.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
Using Analytics To Make Smart HR DecisionsBambooHR
The document discusses emerging capabilities for HR leaders, including data- and analytics-based decision making. It notes that while many companies see people analytics as important, few have strong capabilities in this area. Several barriers to effective use of people analytics are identified, including outdated technologies, lack of data consolidation, and not knowing what or how to measure. The document provides examples of people analytics measures that can be used to assess compensation plans, recruitment, retention, engagement, and budget impact. It emphasizes starting small with people analytics and focusing on return on investment.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
CEB Corporate Leadership Council Transforming Career Management at World Bank...Peta Hellmann
The World Bank Group transformed its career management approach by:
1) Engaging diverse perspectives including staff, managers, and external experts to understand problems and define new principles.
2) Developing career paths focused on growth experiences across technical and geographic boundaries to replace promotion-driven careers.
3) Building pipelines for critical roles by identifying talent pools and readiness criteria to deploy talent more strategically.
Shaping your Employee Experience through Design ThinkingSara Coene
We define employee experience as seeing the world through the eyes of our employees and staying connected to their wants and needs, so they are committed to the larger business goals and results.
As the war for talent heats up, many companies have appointed a Head of Employee Experience and are developing a strategy to create an employee experience which takes into account the physical environment employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.
HR leaders are leading this effort by reaching outside of the HR function to partner with Marketing and Internal Communications in order to create one seamless employee and customer experience. Making the workplace an experience allows companies to embed their culture and values in the workplace and use this to recruit and retain top talent.
In this slideshare you learn about employee experience, why it is so important to put your people first and what the (new) role of HR is.
Sara Coene is Organisational Change Coach, Employee Experience Designer and Design Thinking Facilitator supporting organizations and leaders in their change, with strong focus on team dynamics and development, using co-creation, visual design tools and insights from behavioral science. She is currently working as strategy designer & managing partner at Bedenk, a Belgium based business creativity agency making organizations futureproof.
The document provides guidance on building effective teams. It discusses the importance of self-awareness and communication between team members. Various exercises and models are presented to help teams develop, including using the "Stinky Fish" exercise to openly share concerns, the "Johari Window" model to understand self-perception, and providing constructive feedback. The stages of team development and the leader's role in guiding the team through each stage are also examined.
The document discusses how to manage oneself in the knowledge economy by knowing your strengths, values, and how you perform best. It provides guidance on assessing your strengths, learning style, values, and where you will contribute most and fit in best. The goal is to take responsibility for your career and relationships over the long term, which may involve a second career in the second half of your life.
Bill Campbell helped to build some of Silicon Valley’s greatest companies including Google, Apple and Intuit. It is written by the former CEO of Google, along with a couple of other Silicon Valley powerhouse leaders who were coached by Bill. Bill’s principles for coaching leaders and teams are brilliantly compiled in this book.
It captures how Bill developed trusting relationships, fostered personal growth, infused courage, emphasized operational excellence and identified simmering tension that inevitably arise in fast moving environments.
This book is a blueprint for forward thinking business leaders and managers that will help them to create higher-performing and faster-moving teams and companies
Framework for Running Minimum Viable Tests (MVT)Conrad Wadowski
This document discusses product-led growth strategies that the author has used to achieve $3M ARR without paid marketing or sales. It recommends focusing on a core metric like monthly recurring revenue (MRR) and running frequent, small experiments to test ideas and prioritize efforts. Specifically, it suggests running experiments in 1 day or less to quickly learn and optimize, rather than lengthy projects. The author shares examples of experiments they ran, such as guest blogging, referral programs, and webinars, that led to improved user activation, engagement, and conversion to paid plans.
These are notes from a simple introductory course on Church Planting. The majority of the course notes presented here are based upon J. D. Payne’s Planting Apostolic Churches.
Courageous Leadership: Using Courage to Transform the WorkplaceHRDQ-U
We have high and often conflicting expectations of leaders. We want them to be reasonable yet passionate, decisive yet inclusive, visionary yet explicit, powerful yet humble. Add to that emotionally intelligent, caring, impartial, people-oriented, and of course, profit-driven. The list is so long that it often leaves leaders scratching their heads, thinking how am I supposed to be all of these things at once?
The answer is courage. It’s the backbone leaders need to step up to the plate, face fierce challenges, inspire others, and drive the bottom line. Join best-selling author and popular trainer Bill Treasurer for a powerful, informative webinar that will help you to inspire and empower your organization’s leaders to true courage.
https://www.hrdqu.com/webinars/courageous-leadership-using-courage-transform-workplace/
This document provides 25 free coaching tools and techniques from a 101 technique e-book for life coaches. It introduces the Wheel of Life technique, which has clients rate and visualize different areas of their life on a scale to identify imbalances and goals. The GROW model is also summarized, which uses questions to help clients set goals and understand their current reality and options to achieve their goals. The document aims to equip life coaches with useful techniques to support clients and help coaches set up a successful coaching business.
Join us to learn actions companies and professionals need to take to keep the Millennial generation and multiple generations interested, on board and engaged.
“Finding and keeping qualified people is the biggest challenge facing Corporate America.” -HR Director
The workplace is not what it used to be. People are staying past their prime; the corporate ladder has crumbled; college grads have job titles that sound like something out of a science fiction flick; and nobody talks on the phone anymore.
The global marketplace has become a myriad of different generations. What the multiple generations want from an employer, their expectations of corporate culture and their motivation to do what is best for organizations differs from generation to generation. Your challenge is NOT figuring out how to work together but how to interface with the varied generations to achieve financial success, personal growth and enriched company morale.
Meagan tackles generational challenges head on. Unwilling to accept standard, by-the-book generalizations Meagan demonstrates, through her own in-depth research and program customization that all generations have differences and strengths that go beyond mere age and appearance.
Move beyond complaining. Learn from Meagan Johnson what you can do right now to make the most of all the generations.
Hear something different, learn something new, redefine your generational perceptions.
This document discusses generational differences and characteristics of Millennial students. It provides background on different generations including birth years and names. It then presents a "Millennial IQ" quiz to test knowledge about traits, behaviors, and preferences of Millennial students. Key points are that Millennials highly value technology, diversity, teamwork and experiential learning. They also seek structure and challenge but want respect, fun and flexibility from teachers. The recession has significantly impacted Millennials through high debt and lack of entry-level jobs. However, most Millennials remain optimistic and are adapting to the economic challenges.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
Social Media Today produced this online survey of 347 industry members, as well as interviewing four key individuals who self-identify as social change agents. It was inspired by Susan Scrupski’s pioneering work starting in 2009 with The 2.0 Adoption Council, which led to the founding of Change Agents Worldwide, a network of forward-thinking social champions around the world.
The survey focused on the impact a social skill set has on individual career performance and options. These skills include collaborative and network technologies, storytelling, crowd-sourcing across geographies and companies, as well as personal values placed on transparency and authenticity.
The Huffington Post Millennials Are Defining the Workplace.docxoreo10
The Huffington Post
Millennials Are Defining the Workplace
Posted: 08/26/2014 6:03 pm EDT Updated: 08/26/2014 6:59 pm EDT
Millennials lead the pack when it comes to digital influence.
And understandably so. After all, now in their 20s and 30s, these adults have grown up in the
digital era. It comes naturally to them. It is part of their every day. It defines them and they, in
turn, have significant influence on those around them, whether from home, the workplace or the
treadmill.
Social media, of course, are the favored form of communications. With smartphones, tablets and
other digital devices, each tap matters greatly as they share thoughts and concerns or read what
friends and others have to say.
Pew Research calls Millennials "digital natives." In its 2014 report, "Millennials in Adulthood,"
Pew points out that they are:
"the only generation for which these new technologies are not something they've had to adapt to.
Not surprisingly, they are the most avid users.
"They have taken the lead in seizing on the new platforms of the digital era - the internet, mobile
technology, social media - to construct personalized networks of friends, colleagues and affinity
groups."
In what may seem as no more than the blink of an eye, these Millennials are fast becoming the
largest group of employees at companies large and small. Neither idle nor quiet, many of them
are making their mark.
Fast moving through the ranks and exerting greater influence in the workplace, they are now
forcing changes in how to motivate and engage with employees. And you can count on that
continuing for a long, long time.
Ron Alsop, journalist, author and former Wall Street Journal editor, set the tone for how the
Millennials would eventually dominate the workforce in his ground-breaking 2008 book: "The
Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up The Workplace."
Mr. Alsop saw early on that the Millennials would bring a set of values and priorities that
differed significantly from the generations that came before them: Gen X and Baby Boomers.
With the Millennials, he wrote, "employers are facing some of the biggest management
challenges they've ever encountered." http://www.thetrophykids.com
While the earliest assessments of Millennials tended to be very skeptical of this group - quick to
call them coddled and focused on themselves - we now have better insights and see this
generation as having very different expectations of employers than did their predecessors.
Among Millennials, loyalty is hard won, independent thinking is prized, questioning is the norm
and proof is what they are looking for.
Pew adds another very important distinction: Millennials, the research says, are "unmoored from
institutions," or unattached from organizations that have been so important to earlier generations.
This applies to religion, social groups, corporations and politics. Adding to their sense of not
belonging, t ...
What does it take to be a change agent? This study focused on the skill sets required to effect change in large organizations. It also measured individual career performance and options for career growth in this role.
This document provides tips for millennials entering the corporate world. It begins by defining millennials as those reaching adulthood around 2000 or later. It notes stereotypes about millennials, such as having a sense of entitlement, being lazy, prioritizing work-life balance over work, and frequently changing jobs. The document then discusses five common stereotypes leveled at millennials and provides responses to each from experts. It stresses the importance of having the right perspective and goals to be successful professionally. Finally, the document outlines tips for millennials to cope effectively in the corporate world based on Stephen Covey's 7 Habits of Highly Effective People, including being productive, prioritizing tasks, and maintaining a sense of mutual benefit
What's on the Horizon - Everything from Y to ZJodi Rudick
The document discusses generational differences between Xennials, Millennials, and Gen Z. Xennials grew up during the transition to digital technology and remember dial-up internet. Millennials desire constant feedback and prefer collaborative work environments. Gen Z are true digital natives who are comfortable with technology and prefer in-person communication with managers. Younger generations value mentorship opportunities, personal branding to build their careers, and want work to align with their passions. Effective leadership requires collaboration and developing collective capabilities within teams.
This document discusses Generation Z and their traits that are important for organizations to understand to effectively market to and recruit Gen Z. Some key points:
- Gen Z is highly digitally connected, having grown up with technology like smartphones and social media. They are more educated and entrepreneurial than previous generations.
- Gen Z values making a positive impact, diversity, and they expect to have influence and voice their opinions. They want to work for innovative companies and be able to work flexibly.
- To attract Gen Z, companies need to demonstrate how graduates can contribute meaningfully to solving problems. Content should be shareable and optimized for quick consumption across digital platforms. Workplaces should facilitate knowledge sharing and remote work arrangements.
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
Flexing Content Strategy to Reach Millennials and Gen ZCarolyn Kent
Steps to craft a foundational content strategy that is still flexible enough to connect with Millennials and Gen Z in spite of their mindset differences.
This document discusses the differences between the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has distinct attitudes, behaviors, and communication styles due to being shaped by different economic and social events. Managing a multigenerational workforce effectively requires understanding these differences and finding ways to communicate, motivate, and recognize achievement that appeals to each group. The rise of social networking also impacts how different generations interact both in and outside of the workplace.
Millennials, born between 1981-1996, make up a significant portion of the current workforce. They value work-life balance, social responsibility, and feedback. As digital natives, they are shaped by technology and prefer to communicate via text and social media rather than phone calls. Millennials also delay traditional milestones like marriage, home ownership, and children due to student debt, unemployment, and a preference to live in cities with access to shared transportation. To attract and retain Millennial talent, employers should offer flexible work, opportunities for impact, and competitive benefits while fostering an intergenerational, team-oriented culture.
Learning Objective: Discover how to address generational differences to leverage each generation’s strength
Today’s workforce is comprised of four different generations: The Silent Generation, Baby Boomers, Generation X, and Generation Y. These generations are unique in the blend of the defining events that have shaped their lives, the values that they hold dear, and in the way they navigate their careers. Several studies have been conducted to provide a greater understanding into the differences and similarities of these generations. This interactive discussion will shed light on the generational divide to enable your organization to facilitate a greater interconnection across these generations and within organizations.
At the end of this seminar, participants will:
a. Understand workplace generational differences and similarities
b. Challenge stereotypes and explore truisms for each generation
c. Identify methods to communicate and collaborate across generations
This document discusses strategies for leveraging the strengths of Millennial employees in nonprofit organizations. It begins by providing context on Millennials and their traits, such as being tech-savvy, valuing causes over institutions, and prioritizing personal connections. It then lists five tips for managing Millennials: 1) Connect them to the organization's cause from day one; 2) Allow them opportunities for personal ownership; 3) Encourage them to provide feedback; 4) Utilize their vast social networks; 5) Motivate them with flexibility and innovation. The overall message is that Millennials can drive innovation if organizations adapt to their preferences and empower them to contribute using their unique skills and priorities.
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4. A study called Stress in America compiled several key findings about millennials:
• Millennials and Gen-Xers report the highest levels of stress
• Millennials are the most likely of all generations to say their stress has increased in the past year
• Millennials are more likely than any other generation to say they have felt a sense of loneliness/isolation
due to stress in the past month.
• Millennials are more likely than other generations to say that stress has a very strong or strong impact
on their physical and mental health.
The average age for the onset of depression
has dropped from late forties or early fifties,
where it was 30 years ago, to mid twenties, and
it’s expected to drop further.
(Source: HBR)
17. Bachelor degree isn’t
special. Need to pursue
advanced education. In
response to the changing
world of work.
Average age of marriage
postponed from 20 for
women and 22 for men
to 27 for women and 29
for men in 2015.
With ever-increasing
choices and options,
emerging adults face
incredible pressure and
paralysis analysis
18. They have frequent
changes of
residence—moving to
go to college or to live
with friends or a
romantic partner.
Young people are in a
period of exploration
with respect to all
aspects of their life—
education, career,
relationships. They do
not want to
prematurely limit their
freedom to explore.
Most emerging adults
believe that they will
be living "better than
their parents did." They
expect to find well-
paying and personally-
fulfilling work,
Still in the process of
deciding who they are
and what they want out
of life.
Emerging adults do not
completely feel like an
adult.
(Source: Arnett, Jeffrey,
“The Emerging Adulthood”)
20. Millennial Mindset: Millennials desire
feedback, making a difference, and
diverse collaboration thanks to gaming.
Innovation Influencer: Nintendo
(Source: “The Millennial Manual”)
21. Millennial Mindset: Millennials
approach differently how they learn,
work, socialize, buy, communicate,
and play due to technology.
Innovation Influencer: AOL
(Source: “The Millennial Manual”)
22. Millennial Mindset: Millennials are
early adopters (ex: social media, cell
phones, and texting) and seek
opportunities to innovate.
Innovation Influencer: Facebook
(Source: “The Millennial Manual”)
23. Millennial Mindset: Millennials
demand transparency from leaders,
employers, and brands.
Innovation Influencer: Glassdoor
(Source: “The Millennial Manual”)
24. Millennial Mindset: Millennials
work/life behavior and values
continue to be shaped by technology.
Innovation Influencer: Netflix,
Amazon, Uber, Snapchat,
Airbnb,Slack (Source: “The Millennial Manual”)
25.
26.
27. How to Engage Millennials in Your Organization
(Source: Gallup)
31. What is the most important thing you look for when applying for a job?
Millennials do need to be convinced why and how an organization will
help them learn, grow, and develop, and further their careers.
(Source: Harvard Business Review)
32. Online retailer provides all the
training and mentorship for any
employee to have the opportunity
to become a senior leader within 5
to 7 years. It also offers a system
that allows employees to get
certified and receive a pay bump
with each new skill set acquired.
2000+ company with motion-
picture hits like Shrek, Rise of the
Guardians, Antz. Allows
employees to pitch a movie idea to
members of the executive team.
Offers workshops and mentoring
on how to make the movie pitches
successful.
Two examples of development and growth
36. 1. Pick one behavior you’d like to change.
2. Describe your goal in one-on-one
conversation with anyone – it could be a
friend, co-worker, your supervisor or even a
stranger. (“I want to be a better listener.”)
3. Ask for feedforward – two
suggestions for the future that might
help you achieve a positive change in
their behavior. (Do not give ANY
feedback about the past)
4. Listen attentively to suggestions
and take notes. The only thing you
can say in response is
“thank you.”
Step-by-Step Process
42. (Source: The Millennial Manual)
7 Step Process to Reverse Mentor
Meet and
mentor.
Step 7
Prepare by
identifying
a set of
questions
before the
first
meeting
(Don’t be
afraid to be
ask naïve
questions)
Step 6
Clarify
where to
meet,
frequency,
expectation
s etc.
Step 5
Ask the
junior
colleague
to mentor
you.
Step 4
Identify a
junior
colleague
who has
the
expertise
you need.
Step 3
Identify 1 or
2 items
from the list
that you
are least
likely to
learn on
your own or
during
work.
Step 2
Make a list
of five
things you
don’t know
but need to
know.
Step 1
45. Appointed “Chief Employee
Experience Officer”.”
Responsibilities include, building a
healthy and satisfying food
program, providing employees with
latest technology, recruiting the
best and brightest talent, ensuring
buildings are spaces for optimal
work.
Launched a global listening tour to
better understand what is effective
and ineffective in its employee
experience. Based on the findings,
the Ford HR team delivers high-
impact, innovative workforce
solutions and experiences that
improve workers’ lives.
Two examples of compelling employee experiences