We are experiencing a leadership crisis that research shows that will likely only increase in the future as baby boomers retire from the workforce.
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Workforce shifts are leaving organizations with a sizeable knowledge and skills gap and the dual challenge of retaining millennial employees and transferring boomer knowledge before they retire.
When it comes to millennials, I hear it all. I hear from Gen X and baby boomers that millennials are entitled, selfish, naïve and too busy looking at their social media. I hear from millennials that their older colleagues judgmental, rigid and unfair.
One of the keys to success in sales is having salespeople who can relate to your consumers. In the Medicare and retirement markets, that may mean that many of your sales personnel might not have boarded the internet and technology bus at the same stop.
Most leaders want to resolve differences among generations in the workplace, but how to do so isn’t often clear. The first step is understanding why and how generations see things differently.
Differences notwithstanding, a multigenerational workforce offers a distinct competitive advantage. It’s an opportunity to learn from experience and benefit from the innovation that a fresh perspective can bring.
It’s amusing to see the rash of articles, new thought and expertise on the millennial generation. Are they really any different from any other generation when its members entered the workforce?
We need a deeper dive into how generational influences impact learning styles and motivations.
Are you a manager who’s tired of being inundated with tactics on how you can better manage millennials? Are you a millennial who twinges at the utterance of the word “millennial” and all the stereotypes that come with it?
With a multigenerational workforce, the approach to training is as important as training itself.