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is not unimaginable to have a diverse, multigenerational and flourishing workforce. In fact, organisations that can effectively manage such a workforce will benefit from the fresh outlook and high levels of creativity and innovation that it has to offer, ultimately resulting in a progressive business model that is not only prof- itable, but also provides a constructive environment for all employees to grow. Tis is quite possibly the first time that organisations are likely to benefit from the cumulative perspective of four different generations. By seeing to it that effective talent management programmes are designed to grow all employees, and the business, organisations can ensure that the traditional Baby Boomers, the more adaptive Gen X workers and the entrepreneurial, independent-thinking Gen Y employees, work together to deliver stellar business results.


Diane Coolican is a leadership devel- opment specialist and MD at Redsky Learning. For more information, visit www.redskylearning.com


References     


    


  


Gen Y employees respond best in an open environment, where questions can be asked freely and social barriers are limited





tend to have high self-confidence and are not afraid of putting forward a less than perfect suggestion. Te important thing here is to


get to the root of their perspective by talking to them often and asking them how you can make their job more enjoyable. If teamwork is attractive to them, then place them in functional teams where they can interact with their colleagues on a regular basis.


www.trainingjournal.com Having strategies in place to


ensure that the Gen Y talent pool is adequately developed does not mean that organisations should focus solely on their Gen Y employees, alienating other colleagues who have considerable knowledge, experience and the desire to build a better company. Tis is why talent management should be given the consideration it deserves. As idealistic as this may sound, it


    


        


   


   


      


| july 2016 | 17


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