Action Discussion - HUD · 2018-06-26 · Onboarding - “ Organizational Socialization”...
Transcript of Action Discussion - HUD · 2018-06-26 · Onboarding - “ Organizational Socialization”...
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Action DiscussionAddressing Generational Differences
HUD HQ, Washington, D.C. | EEO Conference June 11, 2018 | Jeffrey Vargas, President/CEO Generationology LLC
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Agenda
▪ Breath
▪ AHA Captures/Moments
▪ Identify Current/Anticipated Intergenerational Issues
▪ A Word about Onboarding
▪ Creating a Generational Action Plan
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Just Breath…
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AHA Moments &Additional Insights
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Work
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Workplace
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Neighbor Share
Current Issues
▪ Integenerational Communication -Peer-to-Peer, Worker-to-boss, worker to 2nd level boss/senior leader
▪ Policy – Technology/Electronic Use
▪ Policy – Work Hours - Any 80 vs 9-5
▪ Leadership - Self Directed Work vs Management Led Work Direction
▪ Learning & Development
Anticipated Issues
▪ Onboarding to the World of Work
▪ Collaborative Teaming
▪ Performance Management
▪ Recruiting/Onboarding – Corporate Social Responsibility
▪ Learning & Development
What are some of the intergenerational issues that you are dealing with today; and what are some issues you anticipate dealing with in the future?
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Employee Work Preference Senior Leader Response
Meaningful work –make an impact
Work only on job tasks that are considered meaningful and connected to life’s purpose.
Technology Connections are fast, always available, wireless is everywhere, multiple devices and apps are available for download and access is as open as possible.
Work Environment Flexible work schedule, Input on selection of programs and projects to work on, preference to work on teams.
Agency-Wide Decision Making
Ability to provide input on agency-wide decision, direct access to senior leadership, ability to provide input and direction on major agency initiatives
Discussion
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Millennial Preference Traditional Response
Meaningful work –make an impact
Work only on job tasks that are considered meaningful and connected to life’s purpose.
Government work is meaningful, it does fulfill your “why” and it also requires execution as outlined in policy and law.
Technology Connections are fast, always available, wireless is everywhere, multiple devices and apps are available for download and access is as open as possible.
Cybersecurity is a real threat, access is as open as possible, equipment is made available during and after orientation.
Work Environment Flexible work schedule, Input on selection of programs and projects to work on, preference to work on teams.
Flexible work schedules are available, and you will have some input on the work you completed, however managers are responsible for assigning and overseeing work.
Agency-Wide Decision Making
Ability to provide input on agency-wide decision, direct access to senior leadership, ability to provide input and direction on major agency initiatives
Input is desired must be provided through identified protocols. Engagement with senior leadership is encouraged through mentoring and other engagement programs.
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Onboarding/Reboarding Employees
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“There is never time to do it right, but there is always time to do it over…” Anonymous
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Why Spend Time on Onboarding/Reboarding?
Improves retention by 52%
Improves time to productivity by 60%
Increases employee satisfaction by 53%
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What is Reboarding?
Providing current staff with access to participate in current onboarding
activities.
• Why offer Reboarding?
• Improves team dynamics and collaboration & reduces potential animosity between employees
• Gives employees a “safe space” to ask questions on things they believe/you believe they should already know.
• Reduces confusion
• When to offer Reboarding?
• Once every six months or on a quarterly basis, employees can participate on a volunteer basis.
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Strategic Onboarding/Reboarding -
Make then feel welcomed – provide a corporate welcome, individual welcome, group welcome. Make time to welcome your employees into your organization.Make - Provide
Accept that Onboarding/Reboarding is a continuous process – orientation is an initiative. Remember that completing paperwork is NOT onboarding.Accept
Build and encourage your employees to be part of both formal and informal onboarding activities and initiatives that your organization sponsors.
Build and Encourage
Build your strategic onboarding/reboarding practice on the pillar of your vision for work and success
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Four Major Areas of Emphasis of when Onboarding
Compliance – Legal and policy-based rules and regulations:
- Procurement- Budget- Travel- Business processes- Discuss what does “disruption” look like in
government
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Four Major Areas of Emphasis of when Onboarding
Compliance – Legal and policy-based rules and regulations:
- Procurement- Budget- Travel- Business processes- Discuss what does “disruption” look like in
government
Clarification – Understand new job, and job expectations:
- Their connection to mission- Job documentation - “how to do their job”- Performance management- Feedback “contract/agreement”
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Four Major Areas of Emphasis when Onboarding
Compliance – Legal and policy-based rules and regulations:
- Procurement- Budget- Travel- Business processes- Discuss what does “disruption” look like in
government
Clarification – Understand new job, and job expectations:
- Their connection to mission- Job documentation - “how to do their job”- Performance management- Feedback “contract/agreement”
Culture – Organizational norms (formal and informal)
- The “world of work” at your agency- Work product completion- Collaboration, Concurrence- Bureaucracy at your agency
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Four Major Areas of Emphasis when Onboarding
Compliance – Legal and policy-based rules and regulations:
- Procurement- Budget- Travel- Business processes- Discuss what does “disruption” look like in
government
Clarification – Understand new job, and job expectations:
- Their connection to mission- Job documentation - “how to do their job”- Performance management- Feedback “contract/agreement”
Culture – Organizational norms (formal and informal)
- The “world of work” at your agency- Work product completion- Collaboration, Concurrence- Bureaucracy at your agency
Connection – Interpersonal relationships, information networks
- Working/Interacting with “your boss”- Working with senior leadership- Working with other agencies- Building a peer network- Where to get information not found on google
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Final Thoughts:Onboarding - “ Organizational Socialization”
Effective onboarding of a Millennial can take up to
24 months
Millennials expect formal onboarding programs to
provide scripts, kits, packages, instructional
manuals, etc.
When possible sequence millennial hires – (bring them onboard in pairs if
possible)
Maximize use of technology during the
onboarding/reboarding process
Onboard them to learning and
development in your agency
Onboard them to leadership development
at your agency
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Creating an Intergenerational Communication Strategy
Seek Seek Intergenerational Input
Define Define Success before Deployment - Measure Success
Incorporate Incorporate Generational Awareness
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Intergenerational Trust & Communication Plan
Identify the issue, challenge or opportunity.
When will you address it? What will you do? How will know you are successful?
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THANK YOU FOR TODAY!
Jeffrey Vargas
President/CEO, Generationology LLC
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Generationology LLC Led by Jeffrey Vargas
Human Capital & Training and Development Consulting Firm
National Recognized Expert on Intergenerational Trust and Intergenerational Collaboration
Visionary Leader, Exceptional Communicator
Former Chief Learning Officer for the National Nuclear Security Administration & the Commodity Futures Trading
Commission
Partial Client List: TAAN Worldwide, AES Corporation, Global Impact, Albuquerque Chamber of Commerce, Department of Navy, Department of Energy, Department of Transportation…