The Generation Gap in the Workplace Part 3

Monetary Rewards

• Generation Z – Benefits, opportunity for advancement
• Millennials – Stock Options
• Generation X – Bonuses
• Baby Boomers – Yearly pay raises
• Traditionalists – Fair compensation/increases when goals met   

Gen Z: Preferred Communication Style

• Traditional face-to-face
• Telephone
• Email, text is low on the list  

Millennials: Preferred Communication Style

• Immediate Communication
• IM, Chat, Text
• Social Media
• Cell Phones  

Gen X: Preferred Communication Style

• Email is the main source
• Phone during working hours
• No buzz words  

Baby Boomers: Preferred Communication Style

• Informal/Casual
• Available Anytime
• Phone or In-Person
• Two-Way Communication  

Traditionalists: Preferred Communication Style

• Face-to-face
• Written memos and letters
• Great level of respect

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Generation Gap in the Workplace Part 2

Motivational Factors for Generation Z
(Visual, Digital Engagement)

• Flexibility is Key
• Technology Essential
• Casual Dress   

Motivational Factors for Millennials
(Optimistic and Multitaskers)

• Structured environment
• Sense of belonging
• Mentoring
• Constant feedback
• Recognition from boss
• Move forward quickly   

Motivational Factors for Generation X
(Independent and Adaptable)

• Work independently
• Having organizational goals
• Making a difference
• Flexibility
• Welcome change
• Autonomy and independence
• Work-life balance  

Motivational Factors for Baby Boomers

• Money Loyalty
• Peer Recognition
• Goal-Oriented
• Don’t want conflict
• Professional development
• Promotions  

Motivational Factors for Traditionalists
(Loyal and Mentors)

• Money
• Loyalty
• Respect for authority
• Give directions and guidance
• Lead
• Add value to organization & society   

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Generation Gap in the Workplace Part 1

Recognizing, understanding, identifying and managing the different generation gaps in the workplace promotes a higher rate of productivity, employee engagement, effective communication and a more harmonious work environment We should understand the background, attitudes, and work styles of each generation in the workplace, to cultivate an environment that respects each generation’s perspective and way of life, and to increase engagement, teamwork, productivity and trust among the generations.

  

Background, Attitudes, and Work Styles

• Communication is key
• Recognize inherent talents and strengths
• Clear procedures and techniques to achieve goals
• Reach for the same objective in different ways   

The Generations

• Generation Z Born 1996 – ?
• Millennials (Gen Y) Born 1980 – 1995
• Generation X Born 1965 – 1979
• Baby Boomers Born 1946 – 1964
• Traditionalists Born 1928 – 1945  

Job Searching Progression

• New, Automated Methods
• Technology such as LinkedIn, Facebook, Twitter, etc. has transformed corporate culture and behavior
• Communication Styles Different among Generations
• Job Skillsets Have Evolved
• Job Descriptions More Specific   

Traditional vs. Modern Interviewing Techniques

• Corporate Headquarters vs. Remote Locations
• Skype, Social Media Information
• Dress for Success Different for Generations
• Ability to Work Remotely More Common
• Traditional Organizational Hierarchy Changing   

Respect Perspectives and Ways of Life

• Life experiences
• Values
• Habits
• Expectations

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

The Most Effective Use Of Time Right Now Part 1

Fact 1: People are the most valuable resource an organization can have.
Fact 2: In many cases, people are the most under-utilized resource in an organization.
Fact 3: This under-utilization is in many cases linked to the level of personal productivity.
Fact 4: Personal productivity can be significantly improved in most organizations.

Personal Productivity - Benefits

Benefits accruing to the individual include:

• Increased motivation
• Decreased stress
• Achievement of objectives
• Reward and recognition  

Benefits accruing to the team include:

• Better working environment
• Faster achievement of objectives
• Recognition and reward
• Motivation
• Enhanced teamwork 

Benefits accruing to the organization include:

• Improved productivity
• Lower costs
• Corporate image enhancement
• Happier and more focused employees

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Negotiation Pays Dividends Part 4

BARGAINING CHIPS

• A bargaining chip is the currency of exchange in negotiations.  Currency, or chips, can be traded, preferably for your client's chips of equal or greater value.
• By analyzing and managing your bargaining chips, you can help yourself get most of what you want and satisfy your client.
• By judiciously making concessions, you appear flexible and willing to truly negotiate rather than inflexible and demanding.
• You've identified your ideal, realistic, and acceptable goals for a particular negotiation.  Now you must figure out what, when, and how to concede to make the negotiating process of success.
• Hold firm on major issues – do not concede on these.  Plan the majority of your concessions on minor issues.
• Save your most difficult issues for last.  Allow time for your client to become comfortable with you and the negotiations before discussing major issues.
• Allot more of your chips to protecting your ideal goals, some to your realistic goals, and few, if any, to acceptable goals.
• Make early concessions on minor issues to help move the process along. Never be the first to back down on your major issues.  If you must concede on major issues, do so as a last resort to close the deal.  Try to win early concessions on your major issues.
• Being prepared is a major component of successful negotiations.  While concessions will help demonstrate your flexibility, it is also important to have a backup plan should they fail.
• When offering concessions, learn to appreciate silence as the client makes a decision based on the information you provided.  Train yourself to listen to what is being said before making your decision for additional concessions.

We've covered just a few elements of negotiation here.  Practice in this area can pay huge dividends.   Both Forbes and Fortune have designated negotiation as the skill that produces the biggest dollar return.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Negotiation Pays Dividends Part 3

ATTITUDE

• Negotiation is almost impossible when people take positions and stances.  Only when people learn each other's wants and needs can productive negotiations take place.  Ultimatums destroy the ability to negotiate. They force people to "dig in their heels" and defend nonnegotiable positions and stances.
• Deadlocked positions are inevitable when people issue ultimatums. They are a way of saying, "this issue is not negotiable."
• You can show respect to your negotiating partner by demonstrating a willingness to compromise and be creative.  You can sincerely listen for meaning and show eagerness to share common goals and negotiate for win-win solutions.

WHAT TO EXPECT

• In many negotiations, you don't know at first how much you can realistically accomplish.
• One way to know what you can expect --and help make sure others perceive you as flexible – is to have a range for your goals.
• The range goes from the absolute most you'd like for yourself and your company to the least you think would be acceptable.  Your target will be somewhere in-between.
• Don't have too many "must have" goals.  Instead, determine the issues and rank them in order of priority.  Take two or three at the maximum, and develop a three-tiered goal system for each. Use the other issues to smokescreen the most important issues and your main goals.
• Only you know your client.  You must determine where you want to begin the negotiation.  The three-tiered approach, though, can help clarify negotiation goals.
• Remember that to get what you want, you must know what you want.  A clear focus on goals helps you stay on track during the negotiating process.

 Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Negotiation Pays Dividends Part 2

END RESULT
The art of negotiation is an acquired skill. The results of the negotiations are measured by the satisfaction of all parties involved.

• In the end, both parties should be satisfied with the results.
• Successful negotiations require planning, patience, and skills.
• All parties involved should feel like they have won something.
• If there is a definite winner and a definite loser, negotiations will not work.

 
PREPARATION
One of the key elements of negotiation is preparation.  Effective preparation requires concentration in three main areas:

• People – Learn about the person you will be negotiating with. If possible, uncover any commonalities you may share that you can talk about to help put them at ease during the negotiations.
• Process – Understand that your needs are basic needs and that your main priority is to meet the needs they have.  If you enter into negotiations considering your needs as the most important, your negotiation attempts will fail.
• Plateaus – Be prepared to be flexible.  Flexibility establishes trust and allows for collaboration.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Negotiation Pays Dividends Part 1

Many look at negotiation as a tool for problem solving -- a specialized skill used by management teams, politicians, and international diplomats.  The fact is that we negotiate all the time. 

Negotiation skills may benefit you at work because you can make better deals.  By satisfying clients' needs, you strengthen your relationship with them.  The better your relationships, the better chance you have of future negotiations.  Remember that your "client" can be an external or internal one.  In the case of HR professionals, usually the clients are the employees, for example.
 
KEY POINTS

• Negotiation can enhance building rapport because the process of building rapport is often a result of give-and-take.  Bargaining chips and concessions are part of building rapport.
• In order for negotiations to be effective, they should be seen as a conference or collaboration, as opposed to a contest or a confrontation. 
• Negotiation is a key tool for achieving your goals.  You use goal setting to determine what you want; you use negotiation to get what you want.  The two are interdependent.
• Negotiation and communication go hand-in-hand.  When you effectively negotiate, you strengthen relationships with clients and increase your ability to communicate with them.  The reverse is true too.
• Negotiation is the quintessential example of time management.  When you know how to negotiate effectively, you tend to handle situations more effectively.  This saves you time, money, and aggravation.
• Negotiation aids teamwork in that win-win situations enhance all group interactions.  The better that you can satisfy needs, the more easily you will work with others.  Others will be more willing to work with you as well.  Teamwork is the result of negotiation.  Properly set up, negotiation is a team effort.  You and your negotiation partner both strive for a win-win proposition.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Diversity: Imperatives Continued

Let's continue to discuss these imperatives in more detail.

Imperative number 3 is to increase creativity, quality, teamwork, and innovation to respond to the needs of a diverse workplace.

• A diverse workforce is better able to respond to the needs of a diverse marketplace.
• A diverse workforce adds a strategic advantage in coming up with innovative ideas and approaches by using different perspectives.

A diverse workforce that is rewarded for its efforts is more productive.  An example of an organization that wants to increase creativity, quality, teamwork, and innovation is one that implements training to help employees develop related skills.

Imperative number 4 is to reduce costs associated with discrimination, harassment, and ignoring diversity issues.  Successfully managing diversity will not only reduce grievances and neutralize a hostile environment, but it may also lower the need for legal redress by employees, resulting in significant cost savings.

• Absenteeism, turnover, poor performance, EEO and sexual harassment charges, and labor or staff unrest cost employers billions of dollars each year.
• Increased job satisfaction results in higher productivity.
• To reduce costs associated with discrimination, harassment, and ignoring diversity issues, organizations must establish and enforce policies that clearly define zero-tolerance for discriminatory or harassing behavior.
• Managers must also model the behavior they expect from employees and ensure that employees are trained on all aspects of company policies.

Cutting to the "bottom line" of these imperatives is to have a positive economic impact on your company's bottom line!  Managing diversity successfully can result in a long-term positive economic impact.  The opposite is also true.  Organizations that place a low priority on diversity management cause them to lose talented workers of diverse backgrounds.  All managers need to understand the bottom-line value of making their organization attractive to and supportive of diversity.

Focusing on managing diversity will help organizations attain the 4 business imperatives, gain a competitive advantage in the marketplace, and ensure a long-term positive impact on the bottom line.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Diversity: Meeting New Challenges in the Workplace

Now that we have defined diversity and talked about the importance of valuing differences, let's talk about the changes in the workplace that should concern managers and organizations.
 
Changes in the workplace that have an impact on organizations include the following:

• Many age groups
• More women in a variety of jobs
• Many racial and ethnic groups
• Many values and lifestyles
• Many educational levels
• Many workers with disabilities

Smart organizational leaders focus their energies on business strategies that offer the greatest opportunity for long-term leverage.  Focusing on managing diversity issues places an organization in a favorable position to attain the following 4 imperatives:

• Attract and retain the best employees
• Enhance customer service and gain a marketing advantage
• Increase creativity, quality, teamwork and innovation
• Reduce costs associated with discrimination, harassment, and ignoring diversity issues

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Employee Engagement

When was the last time you had a 1-on-1 discussion with each of your team members to find out what they like most and least about their jobs and how you can help them do even better?  Start now!  Set aside at least 20 minutes per employee.  Set aside time for a few meetings each week until you have met with everyone on your team.  Do this at least once each quarter. The more you can communicate with each of your employees and find out what really makes them tick, the more apt your team is to be engaged and successful.

Some questions to ask your employees:

• If you could give up one aspect of your job, what would it be?
• If you were running the company, what would you do differently?
• How can we help you to be the best you can be?  
• What task would you like to try right now?

Are your team members in competition with one another?

Maybe you have a sales team, for example, and each person is focused solely on his/her goals.  Team members aren't getting along and are "back-stabbing" each other.  Find a common goal for your team. If the goal is met, celebrate!

 
Things To Avoid:

• Micromanaging.  Set general guidelines and expectations, but allow employees the freedom to do their jobs.
• Increased workloads without a strategy for managing them.  Find a way for work to get done without undue stress on any one individual.
• Surprises! Communicate, communicate, communicate.  Explain why change is necessary and what you expect the future to hold.

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/