Through the approach Rob takes, and the questions he asks, it is clear that he has a passion for helping his customers by truly understanding them. We don’t compromise with quality. Best services are guaranteed for you corporate strategy foster collaborative thinking to further the overall value proposition.
In 2017 we will see Generation Z enter the workplace for the first time. They will join their new peers, a group that will also include Traditionalists and Baby Boomers, some with more than 50 years additional experience. Not even the trailblazing millennial will be truly aligned with this new generation of virtually connected, technological linguists
MERGING 5 GENERATIONS:With the merging of five generations, the workplace will be more diverse and changeable than ever before. Established organisational structures will become invalid and models of attracting, recruiting, developing, leveraging and retaining talent will strain under the multitude of competing employee needs. Organisations slow to change will falter. Organisations able to evolve, and with the vision to recognise and respond effectively to this new world, will gain a substantial competitive advantage. Undoubtedly, as issues surface, management consultants will propose revolutionary organisation designs; IT experts will design responsive software solutions; Human Resources will influence leadership teams to overhaul the employment relationship and deliver bespoke employment packages.
What all generations have in common is their five basic human needs: physiological, safety, belonging, esteem, and self actualisation. Organisations that create working environments which protect these needs are more likely to retain their talent than organisations who simply have demographically relevant processes in place. An attractive succession planning tool for example, may be effective in promoting multiple career models and pathways but set in an uncertain environment where status is frequently undermined, people are micromanaged, connections are limited and where there’s a feeling of unfairness, it will have no impact whatsoever.
So, to support the implementation of a new succession planning model, the environments in which the career paths are undertaken also need to change. Traditional styles of management that rely heavily on a ‘leaders and followers’ model and a ‘command and control’ style will no longer be relevant. Instead, a more inclusive relationship based on shared thinking will be required to consistently protect status and autonomy and increase feelings of fairness.
