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Generation Myth

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Generation Myth

  1. 1. The Generation Gap<br />Jason DunstoneManaging Director<br />March 2009<br />
  2. 2.
  3. 3. The story starts here …<br />
  4. 4. In the second half of 2007, Square Holes worked with the Australian Institute of Management of South Australia and SA Great to conduct research into the attitudes and needs of younger workers [aged under 40]. <br />
  5. 5. Then what?<br />
  6. 6. AIM SA and Square Holes were interested in understanding employees beyond Gen X & Y.<br />
  7. 7. Objective<br />“Explore broader issues in relation to the needs of differing groups of workers. The particular relevance of this study is the ageing workforce.”<br />
  8. 8. So what did we do?<br />
  9. 9. Focus groups<br />Survey<br />Cluster analysis<br />Reporting<br />
  10. 10. An online survey was conducted from the 19th of February to the 5th of March 2009 using the AIM database to administer an insightful study of workplace culture. <br />
  11. 11. Key insights<br />
  12. 12. They typically disputed the idea that differing age groups have issues working together.<br />
  13. 13. The Generation Gap<br />
  14. 14. Blunt messagesfrom the research<br />
  15. 15. 1.Not all employees are the same, yet it’s not about age<br />
  16. 16. Dynamo<br />Gimme<br />Plodders<br />Made it<br />
  17. 17.
  18. 18.
  19. 19. 2.Management should stop shiftingthe blame<br />
  20. 20. What employees seek<br />Trust and respect in your abilities<br />Respectful management<br />Trustworthy management<br />Strong communications skills<br />Management has reasonable standards for output and workload <br />
  21. 21. Person work best with<br />
  22. 22. 3.Communicationwith staffis a weakness<br />
  23. 23. 4.Job satisfaction does not equal loyalty<br />
  24. 24. One in twenty employees are extremely happy & extremely likely to be with their employer in 3 years time<br />
  25. 25.
  26. 26. 5.Older staff are not that different<br />
  27. 27. Staff aged 60+ appear to be the least loyal, although this could at least partly be attributed to a lower level of perceived job security.<br />Most have an enthusiastic attitude to workand are not dissimilar to younger employees.<br />They are often seeking professional development and challenges as are other employees.<br />For many, they now have an invigorated relationship to work and may be seeking a second, third or subsequent career change.<br />There is generally an eagerness to work within a team of differing ages. They prefer managers aged 38-60.<br />
  28. 28. Challenges for employers<br />
  29. 29. Focus on psychographics not demographics<br />Understand staff segments<br />Hire, train and guide strong managers<br />Maximize satisfaction and loyalty<br />Be inclusive irrespective of age<br />
  30. 30. A copy of the 2009 report can be downloaded from [Friday] ...<br /><br />