DDI’s Talent Management Intelligence

The Multi-Generational Workforce: Getting in Touch with Our Social Selves

This is the third in a series of blogs done on how the generations differ in the worklace based on a survey conducted by the author. Read more about the survey.

By Verity Bissett-Powell

Along with the generation debate, the other hot topic around the boardroom table is about the role of web 2.0 in communication and personal development. So how much are the younger generations crying out for inter-office networking and facebook-for-work?

As a preferred interaction approach, email remains the favourite with 100% of all surveyed responding that they consider it appropriate for professional communication. Telephone contact is similarly approved although only 29% from across the generations thought that voice-over-IP (VOIP) is a valuable tool. When it comes to networking though, there is a clear distinction between professional networking with sites such as LinkedIn considered acceptable by 38% of those surveyed and very little generational variance among the responses. A surprise perhaps as the younger generation is evaluated to be “a global community."

Social networking also received a lower evaluation as an appropriate method of professional communication. There were generational variances, with the younger generations being more in favour than Traditionals or Boomers, but certainly not enough to hurry to invest in “workbook”.

The increase in acceptance of professional and social networkers among the younger generations may become more prevalent when the Z generations enter the workforce. One impact of this networking may be that controlling information is not as easy as once before, but it does also mean that with the comfort with new technology comes a generation of workers comfortable with change, a benefit that can be used to shape future strategies.

Verity Bissett-Powell is a Business Development Executive with DDI UK.

The Multigenerational Workforce: Career direction - step or stabilise?

This is the first of a series of blogs done on how the generations differ in the worklace based on a survey conducted by the author. Read more about the survey.

By Verity Bissett-Powell

My friend, a fellow Y-Gen was recently critiqued for being “aggressively ambitious” by a senior leader within his organisation. He retold the events leading up to this bold statement and genuinely could not understand what he had said that was wrong. He had simply asked the leader what he needed to do to take the next step up the career ladder, and received what was clearly meant as a rebuttal.

This is a common story and one that is affecting leaders of X and Y generations. The research clearly backs up such anecdotes, as when asked the question “I know/knew the direction I want/ed my career to go” there was a distinctive variety among the results. The leader in question was from the baby boomer generation, 42% of whom agreed with this survey statement. One individual commented: “I didn't set specific goals about what level I want to reach by what age unlike many young people today.” Meanwhile, 59% of the millennials or Y generation said that yes, they know where they want their career to go. “I've always had a clear image in my mind of what I wanted to be in the next 5-10 years” as one respondent summarises.

So you can see why the career progression enquiry would evoke such a response and cause frustration on the part of both conversationalists. Does this mean that all X and Y generation employees will be constantly banging on their manager’s doors asking for promotions? No. What it means is that the younger generations want to feel like they are progressing in their careers: through formal or informal development, feedback on their performance, and some sort of mapping for the next steps.

It means that analysing the talent pipeline could become a more transparent process than previously, as the players involved are given permission to confidently and comfortably voice their motivations and goals.

Follow the entire series throughout May and June, and read more about the research that was conducted.

Verity Bissett-Powell is a Business Development Executive with DDI UK.

Is your HR initiative a Sinking Ship?

By Verity Bissett-Powell

I am fascinated by a recent story which emerged from the granddaughter of Titanic’s Second Officer. Louise Patten has declared that confusion about steering orders was responsible for the ship’s sinking.

According to Mrs Patten, the tragedy occurred due to a change in shipping communications from sail to steam. Two steering systems were in operation at that time and they were the complete opposite of one another. Rather crucially, a command to turn ‘hard a-starboard’ meant turn the wheel right under one system and left under the other. The result of which was a helmsman turning Titanic towards the iceberg, with tragic results. The transition from Rudder Orders (steam ships) to Tiller Orders (sailing ships) had not been executed and communicated effectively.

Of course this is a very extreme example, but I started to wonder - how many times has a change been poorly implemented and had cruel consequences? My friend put petrol in his diesel car because the owner’s manual has “one size fits all” ambiguous text. A hotel worker taking several reservations before being told that the system was out of date and new software was being launched shortly. I was without an ATM card for a month because my bank was merged with another and the admin staff was overwhelmed. Just think, how many times have you personally experienced a poorly executed change?

None of you need to read another blog talking about the tough economic years we’re recently “enjoyed”, and I am sure you’re all encountering the knock-on effects…work smarter, do more with less, etc. Whatever the slogan, it all means changes to the talent within your organisation. If you are the one executing such transformations, just take a few minutes and ask yourself: Is your change implementation smooth sailing or a sinking ship?

Okay. Now take a deep breath and read on. Here are 5 recommendations for smoothly and successfully implementing a new talent management initiative:

1. Communication. Plan in advance how the initiative be communicated and consider how to sustain interest. How can you involve key stakeholders? How will you get the message down to the front-line in a personal way?
2. Accountability. Clearly identify roles and accountabilities for all key stakeholders. This means defining what each individual is accountable for, establishing measures of success, and creating a plan to cascade the accountabilities down to those who will be expected to make things happen.
3. Skills. Develop the skills of each key player in the implementation.  Realization often falls short because those who are accountable for execution don’t have the skills for implementation.
4. Alignment. Ally existing processes and systems to reinforce the desired outputs of your change. Is there a development or training system in place to support the initiative? What systems are in place to recognise and reward people during the life cycle of the change?
5. Measurement. Consider why you are doing this in the first place. How will you know that you were successful? Provide clear lead and lag measures on the desired outputs of the change.

Please note: these are not “nice to have” considerations, they are essential items which should appear on every planning agenda, for every change initiative, in every organisation. Don’t let poor change execution tarnish, what should be, a fantastic journey.

For more information on the Titanic revelation, click HERE.

 

Verity Bissett-Powell is a Business Development Executive in DDI UK.