Four Generations: Performance Management & Career Development Conversations · Traditionalists...

Four Generations: Four Generations: Performance Management & Performance Management &

Career Development Conversations Career Development Conversations

ICSC Conference

March 21, 2012

© n-gen People Performance Inc. www.ngenperformance.com

Generational break-down of your workforce

Defining performance management (PM) – the art & the

science

Generational expectations of PM

Career development conversations vs. PM

Types of career paths

Employee career patterns

Generational experience of career development

Tools – Top 5 questions to use in PM and career

conversations


AGENDA

GENERATIONAL IDENTITIESGENERATIONAL IDENTITIES


Traditionalists (1922-1945)

67 – 90 years old

Goal is to build a legacy

Baby Boomers (1946-1964)

48 – 66 years old

Goal is to put their stamp on things

Gen Xer (1965-1980)

32 – 47 years old

Goal is to maintain independence

Gen Ys (1981-2000)

12 – 31 years old

Goal is to find work & life that has meaning

THE WORKFORCE


PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT

The Science & the ‘Art’


EFFECTIVE PERFORMANCE

MANAGEMENT

Effective performance management is both an art and

science. The people we work with are pieces of a

complex puzzle which challenge our ability to solve

problems. Individual performance management

techniques are part of our toolkit. When we use them

well and together, we can create a positive workplace

experience.


SMALL GROUP QUESTION

What do you find the most difficult part about executing

your performance management process?


Planning – set goals & objectives

Managing – monitor progress and provide

regular feedback & coaching

Assessing – conduct formal review process

Rewarding – pay for performance, merit increases


REVIEW OF THE SCIENCE

THE ‘ART’ OF PM

Understanding your direct reports – motivators, learning styles, expectations & values

Being able to ascertain if the core performance issue is knowledge, skills or attitude

Acknowledging that you are spending too much time with the bottom 20%, the top 20% and not enough with the middle 60%

Using different communication styles and techniques to have the performance management conversations

Acknowledging the emotional component for both you and the associate

Be aware of the ‘ostrich’ effect

GENERATIONAL PERSPECTIVES GENERATIONAL PERSPECTIVES ON PERFORMANCE ON PERFORMANCE

MANAGEMENTMANAGEMENT


GENERATIONAL EXPERIENCE OF PM

Traditionalist: only on 2 occasions, may be uncomfortable with formal review process, 1 x year comfort level

Baby Boomer: political/stakeholder sensitive, reluctant to admit areas of opportunity, accustomed to sandwich model, afraid of conflict discussions, formal, biannual comfort level

Gen X: focus on areas of opportunity, objective criteria START, formal & informal, two-way dialogue, monthly/quarterly comfort level

Gen Y: potential emotional response to review process, assessment gap requires self-reflection, two-way peer to peer discussion, informal as well as formal, very frequent – weekly/daily comfort level

Career DevelopmentCareer Development


Identifying performance gaps vs. identifying career paths

Career development conversations are to keep

employees longer

Identify the competencies & skills employees are looking to build


DIFFERENCE BETWEEN CAREER

DEVELOPMENT & PM

CONVERSATIONS

The linear path

The expert career path

The spiral career path

The transitory career path

What paths are possible in your organization?


CAREER PATHS

Specialist

Generalist

Entrepreneurial


EMPLOYEE CAREER PATTERNS

GENERATIONAL PERSPECTIVES GENERATIONAL PERSPECTIVES ON CAREER DEVELOPMENTON CAREER DEVELOPMENT


CAREER DEVELOPMENT –GENERATIONAL EXPERIENCE

Traditionalist: generally tell you what you want to hear, expect career direction by manager/organization

Baby Boomer: reluctant to voice desires unless comfortable

Gen X: more likely to tell you what competencies & skills they look to build

Gen Y: most likely to reveal desired career path and expected timeframes

TOOLS TOOLS –– QUESTIONS TO GUIDEQUESTIONS TO GUIDE


TOP 5 PM QUESTIONS

Ask questions for evaluation, reflection and critical thinking:

How do your areas of development negatively impact your performance?

How would improving positively impact your performance?

How accurate is my assessment of your performance?

What do you think could have gone better in this situation?

What is your role in improving your performance?

TOP 5 CAREER DEVELOPMENT QUESTIONS

What cross-functional skills are you looking to build?

What would a win be for you in the next year / 2 years?

What type of work/projects do your friends in the industry work on that you think are interesting?

What gives your role meaning?

Is there a department or a role you’d like to learn more about? If yes, which one? Why does it interest you?

Questions?Please contact us with any inquiries you may have!

1.877.362.7564 • 416.362.7564

www.ngenperformance.com

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Beth [email protected]

Adwoa K. [email protected]

What makes us unique is that we recognize that both employees and

customers are multigenerational. Traditionalists, Baby Boomers, Gen Xers and

Gen Ys have different values, behaviours and expectations. We layer on a

generational perspective to our training programs which increases both

employee & customer engagement.

After training more than 35,000 people, we are masters in creating employee

engagement, driving team performance, and improving sales & service.

Training categories:

Sales & Customer Service

Leadership

Team Building

Gen Y

HR Training

To learn about our products or enquire about our consulting services

visit www.ngenperformance.com

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