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Talent management across the generations
- 1. Talent development across the
generations
Jo Hennessy, Director of Global Research
Roffey Park Institute
© Roffey Park Institute 2011
- 2. Our time together
Roffey Park
Intergenerational tensions
The different generations at work
Leading talent – what’s offered, what’s wanted
Tailoring leadership development
Future leaders and their development
© Roffey Park Institute 2011
- 7. Generation
A group of individuals born and living contemporaneously who
have common knowledge and experiences that affect their
thoughts, attitudes, values, beliefs and behaviours.
Johnson and Johnson 2010
© Roffey Park Institute 2011
- 8. The Generations
Traditionals born 1909 -1945
Boomers born 1946 -1964
Generation X born 1965 - 1979
Generation Y born 1980 - 1999
Linksters/Millenials born after 2000
© Roffey Park Institute 2011
- 9. Generations at work
How do leaders differ across the generations?
What does talent across the generations expect of their leaders?
If the needs of talent across the generations are not met by
leaders, what can you do to bring them closer together?
© Roffey Park Institute 2011
- 10. Leading talent – what’s offered
Collective versus Individualistic
© Roffey Park Institute 2011
- 11. Leading talent – what’s offered
Conservative versus risk orientated
© Roffey Park Institute 2011
- 12. Leading talent – what’s offered
Increasing intensity and pace
© Roffey Park Institute 2011
- 13. Leading talent – what’s offered
Big picture capabilities but short term focus
© Roffey Park Institute 2011
- 14. Leading talent – what’s offered
Sources of authority
© Roffey Park Institute 2011
- 15. Different styles at play
Generation Leadership style
Traditionals Directive, simple, clear
Hierarchical, collective mindset, sharing wisdom,
Boomers
conservative, measured
Fair, competent, straightforward, collaborative,
Xers experimental within boundaries, reluctant respect
for authority
Challenging of authority, innovative, individualistic,
Gen Y
pacey, short-term focus, ambitious
Where are the risks? Where are the opportunities?
© Roffey Park Institute 2011
- 16. Impact on employee engagement
Follower Commitment
Leadership
expectations Employee
experienced
of their Engagement
from above
leaders Well Being
Performance
Business
Results
Epitropaki and Martin 2005
ISR 2007, Gallup 2007, 2010, Hay Group 2010, Roffey Park 2011
© Roffey Park Institute 2011
- 20. Leadership issue # 4
All generations want visionary leaders
© Roffey Park Institute 2011
- 22. The next generation of leaders
Special
Unique
Highly
Intelligent
If I ruled
the world...
© Roffey Park Institute 2011
- 23. Could be just what we need?
Productive narcissists :
Bring passion
Challenge the status quo
Dare to break new ground
Boldly innovate
Provide vision
Inspire others
Drive organisations in new
directions
© Roffey Park Institute 2011
- 24. The dark side….
Workplace factors Potential effects of narcissistic leadership
Organisational Impact - Volatile and risky decision-making and organizational performance
(Chatterjee and Hambrick, 2007);
- Absence of a climate necessary to achieve sustainable performance
(Higgs, 2009);
Impact on Others - Inflicting damage on others (bullying, coercion and damage to the
psychological well-being of subordinates) (Aasland et al., 2008);
- Destruction of subordinates’ trust and degradation of
organizational effectiveness (Benson and Hogan, 2008);
- A toxic work atmosphere (lack of empathy and coldness toward
colleagues and staff) (Goldman, 2006);
- Poor supervisor ratings of interpersonal performance(Blair et al.,
2008)
Self-Leadership - Poor supervisor ratings of personal integrity (Blair et al., 2008)
- Dysfunctional management (difficulty learning from feedback)
(Campbell and Campbell, 2009)
- Tendency to white-collar crime (Blickle et al., 2006; Ouimet, 2009)
© Roffey Park Institute 2011
- 25. Leadership issue # 5
Empathy and caring top of the wish list
© Roffey Park Institute 2011
- 27. Next steps
Audit generational make up of your business
Look for tensions and mismatches
Involve followers from across the generations in designing
leadership development
Look for opportunities for cross generational learning
Support Gen Y’s first steps as leaders
© Roffey Park Institute 2011
- 29. Contact details
Jo Hennessy
Director of Global Research
jo.hennessy@roffeypark.com
Tel: 01293 851644
Mob: 07740 623 638
www.roffeypark.com
Melissa Green
Marketing and Business Development Manager -
Tailored Programmes
melissa.green@roffeypark.com
Tel: 01293 854055
Mob: 07825 616 281
www.roffeypark.com
Roffey Park Institute, Forest Road, Horsham, West Sussex, RH12 4TB
Tel: (01293) 851644
Registered Charity No: 254591 Company Limited by Guarantee Registered in England No: 923975
© Roffey Park Institute 2011
