Speaker: Shirley Ramos - NEBBSpeaker: Shirley Ramos . ... Myth Vs. Realities. ... level managers and...

Speaker: Shirley Ramos

Understanding Today’s Workforce

© 2014 FMI Corporation 2

Who are these young people entering your organization?

What is their approach to work and leadership?

What are the secrets to getting top-level performance from them?

How can you beat your competition by recruiting, hiring, and retaining the best of the best?

Questions


Generational challenges

You will soon be the minority

Your leadership style is not

one size fits all

Success hinges on your ability to engage all employees

If you do not figure this out, your competition will

And you should know about…


Today’s Worker

Millennials

Generational Peer Group

Xers Boomers Silents

Life Stage

Exploring Nurturing Taking Charge Re-Evaluating

Career Stage

Recollecting

Beginning Launching Plateauing Managing the Doldrums

Sorting Things Out

Restructuring

20’s 30’s 40’s 50’s 60’s 70’s

1925-1945 1946-1964 1965-1980 1981-1999

Generational Source: “Generations” by William Strauss and Neil Howe

Life Stage Source: Elizabeth Kubler-Ross

Career Stage Source: Hudson Model – Frederic Hudson

Reflecting


What shapes our outlook?

World events

Family situation

Religion

Culture/society


Generations


Boomers

Boomers Xers Millennials Born: 1946–1964 1965–1980 1981–1999

Population: 78 Million

Shaped By:

Martin Luther King John F. Kennedy Watergate Vietnam Elvis Presley Man on the Moon Hippies


Attracting and Retaining the Boomer Generation

Address opportunities for advancement within your organization

Explain how individuals are making a difference


Xers


Population: 78 Million 55 Million

Shaped By:

Martin Luther King

John F. Kennedy Watergate Vietnam Elvis Presley Man on the Moon Hippies

Ronald Reagan Berlin Wall fell Exxon Valdez The Simpsons Grunge Rock AIDS Shuttle Disaster Iranian Hostage

Crisis


Attracting and Retaining Generation X

Create opportunities to move laterally and vertically within the organization

Allow an appropriate level of autonomy

Provide a fair and balanced work schedule

Address how individual needs can be met within the organization


Gen Y/Millenials


Population: 78 Million 55 Million 74 Million

Shaped By:

Martin Luther King

John F. Kennedy

Watergate Vietnam Elvis Presley Man on the

Moon Hippies

Record Divorce Rates The Cold War Ronald Reagan Berlin Wall Falling Exxon Valdez The Simpsons Grunge Rock AIDS Shuttle Disaster Iranian Hostage Crisis

Columbine Rodney King Oklahoma City 9/11 Iraq War Clinton Scandal Enron Branding

Saturation Cell Phones


Myth Vs. Realities

Reference: Robert Half International


Myth Vs. Realities



Myth Vs. Realities



Myth Vs. Realities



Myth Vs. Realities



Your Thoughts…

What is your plan for attracting the new work force?

How do you plan to retain these new employees?

What are some ways you could attract and retain the coming generations?



Biggest Influences on Millennials

“The System” = Mistrust

Technology = Need for Information

Teamwork = Need for “Connection”

Individuality = “Watch Out for Me”


Mistrust of “The System”

Why?

Political scandal

Police brutality

Justice system inequity

Corporate embezzlers

Church betrayals

Public safety failures

What Now?

Integrity is key

Create realistic job previews

Rules must be clear and consistent

Choose word of mouth over “media”

Create opportunities to “make a difference” in both the organization and the community


Show Them How They Can Grow

In-house training programs

Professional development ‘on-the-clock’

Tuition reimbursement

Memberships to Professional associations



Show Them How They Can Grow

Give professionals assignments that stretch their skills and allow them to develop multiple competencies, such as team leadership, business management and client/customer service, in addition to specific job-related abilities.



Need for Information

Why?

Cell phones

Text/Instant messaging

100+ channels

WiFi access to the internet

Constant barrage of information[But

information does not mean knowledge]

What Now? Free-up access to information

Streamline processes and procedures

Keep up with the pace of technology


Get the Word Out About Your Company



Need for “Connection”

Why? No communication barriers

Infinite relationship choices

Dozens of teams

What Now? Create avenues for relationship-

building

Recognize importance of external relationships

Break down communication barriers

Create opportunities for collaboration

Consider team rewards for group effort

Get to know your people personally

Make work FUN


High-impact Steps Could Give Your Workplace a Boost

Order a pizza lunch once a month for your staff so they can share a meal and get to know one another better.

Feature an “employee-of-the-month” in the company newsletter or on your corporate intranet.

When employees have put in a significant amount of overtime, encourage them to take a longer lunch or leave early on a Friday afternoon.

Plan off-site activities where employees can have fun and get to know one another better. For example, have the group participate in a charity walk together or play miniature golf.



“Watch Out for Me”

Why? Parental attention

Helmets, seatbelts, and sunscreen

Trophies for trying

Cadre of coaches

What Now? Ask for ideas and suggestions

“Put me in the game, coach!”

Give lots of feedback (including “atta-boys”)

Discuss aspirations, opportunities, and navigation

Create a variety of work experiences and roles

Allow work to take place anytime, anywhere

Take a proactive approach to mentoring


The Boss Factor






Benefits


Generation Y Differences

“Young managers today want clear goals for the week on Monday, some feedback on

Wednesday, and a performance review on Friday.”

Bill Rogers, Suntrust Banks



Gen Y, Millennials or “Nexters”

Words that “speak” to them:

Achievement

Challenge

Cutting Edge

Collaborate

Community

Come Together

Fun

Positive

Future

Important Discovery Goals




No Corner Offices





Leading Millennials

1. Provide challenging work that really matters

2. Offer increasing responsibility as reward for accomplishments

3. Establish mentoring relationships to guide my personal and professional development

4. Get to know me personally, as well as my strengths

5. Treat me with respect, as a colleague

1. Undervalue my education and experiences (in and out of the workplace)

2. Make me wait until I have earned a promotion to give me additional skill-building experiences and responsibilities

3. Treat me like a human “resource” 4. Assume I have the same goals,

aspirations, and experiences as the last new hire

5. Treat me like a student, intern, or child

DO DON’T


Leading Millennials

6. Provide opportunities to try a variety of jobs and roles

7. Let me work as a part of a true team, reward the team as appropriate

8. Make work fun 9. Be flexible with working

hours and processes 10. Let me teach you what I

know about technology and the most up-to-date techniques for navigating the information superhighway

6. Plan my development vertically, in the same department or market sector

7. Ask me to spend most of my time working independently

8. Be cynical, stoic, or formal in your approach to work and to employees

9. Insist on a rigid, outdated, process or custom for getting work done

10. Insist on archaic means of communication or express technophobia

DO DON’T

38


What Can You Do Tomorrow?

Forget the “Golden Rule”

Become a “generationally intelligent” leader and employer

Get to know your people deeply


Resources

Books: Connecting Generations: The Sourcebook for a New

Workplace by Claire Raines Managing the Generation Mix: From Collision to

Collaboration by Carolyn A. Martin, Ph.D. and Bruce Tulgan

Millennials Rising: The Next Great Generation by Neil Howe and William Strauss

Websites Millennials: www.forthturning.com/forums Human Resources:

http://www.humanresources.about.com Employee Relations: www.workforceonline.com

http://www.forthturning.com/forums

http://www.humanresources.about.com/

http://www.workforceonline.com/


About FMI

FMI is the largest provider of management consulting, investment banking and research to the engineering and construction industry. We work in all segments of the industry providing clients with value-added business solutions, including:

• Strategic Advisory • Market Research and Business Development • Leadership and Talent Development • Project and Process Improvement • Mergers, Acquisitions and Financial Consulting • Compensation Data and Consulting • Risk Management Consulting

Founded by Dr. Emol A. Fails in 1953, FMI has professionals in offices across the U.S. FMI delivers innovative, customized solutions to contractors; construction materials producers; manufacturers and suppliers of building materials and equipment; owners and developers; engineers and architects; utilities; and construction industry trade associations. FMI is an advisor you can count on to build and maintain a successful business, from your leadership to your site managers.

Knowledge • Expertise • Relationships

Visit us at www.fminet.com


Discussions, Questions, Answers

As a training consultant with FMI, Shirley specializes in evaluation, instructional design and delivery of industry specific training programs. She also is adept at partnering with clients to tailor or develop customized programs to meet their unique and changing needs. Shirley’s primary focus is on scoping and delivering workshops and presentations, facilitating groups and providing training on a variety of construction management and leadership topics. Her enthusiastic, professional and dynamic approach draws from her real-world experience as a manager and leader and as an executive coach for both mid-level managers and “C-Suite” leaders.

Shirley leverages 20 years of training, leadership and facilitation experience in both the public and private sectors when designing and delivering cutting edge training programs for FMI’s clients. Beginning her training career in public education, Shirley was responsible for district and state level leadership in the professional development and growth of Colorado schools. More recently, Shirley served as VP of Training in the software industry where she conceptualized and implemented the operational and content framework for a global internal training program. Shirley’s passion for the construction industry comes from first-hand experience in a family owned construction company.

Shirley is an experienced and dynamic speaker. She holds a bachelor of arts in psychology and education, with a master’s degree in educational leadership and human resources. Shirley’s Ph.D. work is in the area of educational administration and leadership development. Shirley is also certified in both change management and solution sales methodologies, is a trained executive coach and has experience as a small business consultant.

Shirley T. Ramos FMI Corporation 210 University Boulevard, Suite 800 Denver, CO 80206 Tel: 303.398.7276 Fax: 303.398.7291 E-mail: [email protected] Website: www.fminet.com

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Speaker: Shirley Ramos - NEBBSpeaker: Shirley Ramos . ... Myth Vs. Realities. ... level managers and...

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