...Managing the Talent Crisis in Global Manufacturing Strategies to Attract and Engage Generation Y A Deloitte Research Global Manufacturing Study Table of Contents Introduction................................................................................... 1 The Talent Paradox in Global Manufacturing: Survival of the Skilled................................................................... 2 The Depleting Talent Pipeline in Global Manufacturing ............ 3 The Challenge and Opportunity of Talent Mangement in Emerging Markets......................................................................... 5 China: Plenty of oysters, few pearls ............................................. 5 Southeast Asia: Dangers of a short-term view ............................. 6 India: Fighting off the competition .............................................. 6 Latin America: Middle management blues, technical skills shortage .............................................................. 7 Eastern Europe: The perils of accelerating wages ........................ 7 Connecting to Generation Y ........................................................ 8 Characteristics of Generation Y ................................................... 8 New strategies aligning with the needs of Generation Y ............. 9 Shortcomings of current approaches to managing talent ......... 10 The Develop-Deploy-Connect talent management model .......... 11 What Does the Develop-Deploy-Connect Model Mean for...
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...that evaluates and makes recommendations to promote culture of safety. Enact a safe patient-handling program that shows nurses you care about them and their ability to work without the risk of injury as well as protecting patients from improper handling and injury. Make the safety program visible and universal, including all shifts and arenas Managerial changes/ Leadership Strategies Preparing nurse managers for the challenging role of leading the future workforce is going to assume a new look. According to Wieck et al. (2010), the young workforce wants to be led, not managed. Nurse managers need to be mentored to develop and transform management skills into leadership behaviors. They will need support and motivation to effectively communicate their interest in developing staff potential, encouraging staff participation in decision-making, expressing respect for the individual effort and achievement, which were indicated to be desirable for all age groups. Nurse managers must begin to see positive reinforcement on a daily basis as a skill essential to effectively retaining younger staff. Attention to leading the multigenerational workforce must be part of the ongoing development off current nurse managers as well as an essential building block of the orientation of future nurse managers. 1. Begin manager development early. Hospitals must develop a system for identifying potential managers and put them into manager training and development early in their tenure. This action will...
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...attitudes. Madeleine Fogarty Melbourne University Abstract Popular books and articles claim that there are significant differences between the generations in attitudes to work. However, there are relatively few empirical studies that support this claim. This review examines the reasons for the dearth of empirical work, reports on the US and Australasian findings published in the past decade, and suggests a taxonomy of ambition, altruism, affiliation and anxiety to synthesise the diversity of previous research and reach a coherent conclusion: all are on the rise for Gen Y. Directions for future research and recommendations for organisations are discussed. News articles regularly demand that we pay attention to the different needs of the next generation and their attitudes towards work. Last week the Sydney Morning Herald claimed that “Generation Y . . . has high expectations of their employers, seek out new challenges, are not afraid to question authority, value teamwork, seek the affirmation of others, crave attention and want to be included and involved” (Zavos, 2010). Other stereotypes of Gen Y, including Myers & Sadaghiani (2010), pitch them as self-centred, unmotivated, disrespectful and disloyal. There have been many articles and books in “popular literature” that describe differences between the generations, including Strauss & Howe (1991), Howe, Strauss & Matson (2000), Lancaster & Stillman (2002), Trunk (2007) and O’Connell (2008). However...
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...Travaglione, 2013). In a shifting business environment, managing of workforce has been of huge concerned and OB has offered contributions in managing workforce over the years. Globally workforce is changing rapidly for reasons such as the labour force is growing older, workforce are becoming diverse, changers in workers attitudes and labour shortages (Weick and Quinn, 1999). As stated above one of the main causes of the changing workforce is the ageing population. As baby boomers are getting older and starting to retire, it is important that employers understand the needs and motivation of the younger generation (generation Y) who will soon be replacing the older generations (Anderson and Hussey, 2000). Moreover companies feel the need to recruits and retains younger workforce to replace an estimated amount of 75 millions of departing older workforce (Humphrey, Costigan and Pickering, 2003). The generation Y people are known to be disinterested and selfless about the welfare of others. In order to attract and retain them, companies have to be aware of their work values (Twenge and al, 2010). A consequence for the organization of this change is that older generations were fulfilling their job with the potential of a lasting relationship between the employee and the organization than the younger generations. The latter showed little interest in company loyalty and team working (Collier, 2012). In other words younger generations seeks only working for the sake of money, and are not interested...
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...of 385,320 registered labors that includes active and new registrants. Baby Boomers with age range 45 – 65 stands at 1.8% from the total registered labor; Generation X with age range 30 – 44 fair at 11.8%; and Generation Y with age range 10 – 29 constitutes 87.1%. These statistic shows that labor market are mostly dominated by Generation Y but this does not means that most of the company have more Generation Y workers compared to other generations. Each of the company has different ratio of generation workers with three generational groups represented. As generation age, the older generation is replaced by younger generation which is of different characteristic, attitude and values [ (Roberts & Manolis, 2000) ]. When this transition happens, characteristic, attitude and values of the older generation will influence the younger generation however, there exist some similarities between these generations. However, this transition has inadvertently created a clash, in fact, only clash of perceived behavior and not the actual behavior of the different generations [ (Sirias, Karp, & Brotherton, 2007) ]. The organization needs to understand the gap between the generation and work on how to minimize the gap in order for the organization to remain competitive in the global economy. 2.0 CHARACTERISTIC OF EACH GENERATION Baby boomers generally born in between year 1945 to 1964 that is of age 45 to 65 currently. Baby boomers grew up in...
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...Recruiting in Labor Markets Case: Who Says the Young are Good Only at Facebook? Question 1: How different are today’s Gen Y employees from others ( Gen X, Baby Boomers, etc.) in terms of their mindset or perspective about work, life, career, and the world? Be specific about how you define Gen Y, Gen X, Baby Boomers, etc. Question 2: In term of recruitment practices, what adjustments or adaptations should HR managers make to enhance the effectiveness of their recruitment efforts? 1.0 Introduction Different generations have shown different characteristic traits in line with their time's requirements, opportunities and difficulties. They have different expectation, beliefs, lifestyle and work style. People attitudes as well as employees have been shaped by previous generation and current environment where reflected on their mindset or perspective about life. They also feel that they are better than other peers especially when it comes to careers, technology, and lifestyle. In order to resolve the conflict arises from different generation at workplace, the understanding difference generations is a must task in building the successful multigenerational workplace. 2.0 Differences of Generations and Mindset 2.1 Baby Boomers The Baby boomers are all those born in U.S. during the demographic Post–World War II baby boom between 1946 and 1964 and they are predominately in their 40s and 50s. According to Madsen Pirie and Robert M. Worcester (1998), the baby boomers represented...
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...MOHD. NOR Submission Date: 15 May 2014 Due Date: 19 May 2014 Word Count: 3859 Content | Page | 1.0 Executive Summary | 1 | 2.0 Background of Study | 2-6 | 3.0 Problem Statement | 6-8 | 4.0 Research Question | 8 | 5.0 Objectives of Study | 8 | 6.0 Literature Review | 8-9 | 7.0 Discussion | 9-12 | 8.0 Recommendation | 12-15 | 9.0 Conclusion | 15 | 10.0 References | 16 | 11.0 Appendix 1 – Organizational Chart | | 1.0 Executive Summary The purpose of this paper is to study the differences and similarities of four generations of FELDA workers and the implication of it to the organization’s competitiveness. FELDA has been chosen for the study because it is a unique organization involved widely in business as well as community development in 319 Felda Settlements. With a total employee of 3,990 people working locally and overseas it is truly a challenging task for the management to keep pace with the diversity in the workplace. As we want to have an effective relationship with other human beings, we must at least know them well as a single individual. Each of us has our unique background, personal characteristic, preferences, and style. The knowledge of generational information is tremendously significant in...
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...1. Introduction This chapter provides an assessment of the contemporary labour market context of Human Resource Management and the impact of current trends in labor market on the practices associated with Human Resource Management in relation to attraction, motivation and retention of talents. 1.2 Review of Prior Work A labour market can be understood as the mechanism through which human labour is bought and sold as a commodity and the means by which labour demand (the number and type of available jobs) is matched with labour supply (the number and type of available workers). As such, the labour market constitutes the systematic relationship that exists between workers and work organisations. In order to achieve its strategic objectives, a fundamental concern for an organisation is to ensure that it has the right people with the right skills, knowledge and attributes in the appropriate positions. Labour market is divided into two the internal labour market and external labour market. The internal labor market refers to that which exists within a single organisation and represents its internal supply or stock of labour. In its broadest sense, the internal labour market is the mechanism by which existing employees are attributed particular roles within a firm. The specific characteristics of an organization’s internal labour market are reflective of a number of HR policy emphases, for example...
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...comparison with other writing styles. Summary and Findings In “Understanding and Managing the Generational Differences in the Workplace” article Kapoor and Solomon (2011) treat one of the most sensitive issues of today managers: how to understand, treat and motivate their employees in order to maximize their productivity. In doing so, the authors of the paper advise the managers to pay attention to the individuality of their employees starting from the generational differences. They identify four different generations in most of the demographic structures of the companies today: Traditionalists, Baby Boomers, Generation X and Generation Y. Simon (as cited by Kapoor & Simon, 2011) states that “every generation is influenced by the economic, political and social events of its time” (p. 313). Thus, “each generation is shaped by its experiences, which brings a variety of strengths to the workforce” (Kapoor & Solomon, 2011, p 315). The different characteristics of each generation make them have different perspective on work and this is a source of potential conflicts in the workplace, fact that must be effectively managed by...
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...pertinent policies that will help integrate them into the workplace without alienating the remaining workforce. With this in mind, I set out to find the harbingers of change. For my literature review, I narrowed down to a few drivers such as expatriates in the workplace, increased women workforce, the advent of internet, the generation gap and the emergence of Gen Y or the millennial as a force to reckon with. I looked up online journals and databases such as HR Quarterly, Personnel Psychology, Emerald Insight, EBSCO and JSTOR. A search for each of the factors mentioned above was carried out in the said journals and databases. The maximum results came for the topic of Gen Y. A lot of people are trying to understand Gen Y and what makes them tick. Another thing that goes along with Gen Y is the fact that they take to internet like fish to water. There is a lot of extant literature on this phenomenon (Bolton 2013). This paper will be focusing on the contribution of Gen Y to emerging HR practices. Generation Y is roughly defined as those born in the years 1982 to 2000 (Twenge 2008). By that logic, the youngest member of Gen Y will be 14 years young and the oldest 32 years old. At this rate we will have new members of this generation joining the workforce every year. Their thinking has been shaped by the environment they grew up in. This generation is also known as the Digital generation because of the undeniable influence...
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...------------------------------------------------- Wiley (2012:2) identifies employee engagement as: 'The extent to which employees are motivated to contribute to organisational success, and are willing to apply discretionary effort to accomplishing tasks important to the achievement of organisational goals'. In contrast to this Swarnalatha and Prasanna (2013:52) claim that: 'Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation that profoundly influences their willingness to learn and perform is at work'. This description opposes that engagement is distinctively diverse from employee motivation, organisational culture and employee satisfaction. The reality is that there is no one agreed definition of employee engagement as there are over 50 definitions that all have variations between them. Although recent reviews by researchers show that there is a similarity in the key components of the varied definitions, these common components that are acknowledged include employee association with organisational goals and a compliance to exert discretionary effort, commitment, enthusiasm for work and organisational pride (Schneider et al, 2009). In the recent years there has become a gradual interest in employee engagement. Firstly the reasons for this is the correlation with organisational performance. By improving employee engagement it can beneficial to companies in order to improves its...
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...#12 Management: Managers, Performance, and the Environment I) The major point of this article is that management needs to be strong and be willing to make changes in their thought process if they want to succeed. That America’s economy and the managers who plan, direct, organize, control, and staff its businesses must provide new, different, and creative approaches to meet the new competitive global environment. II) The overall managerial lesson in this reading is that management existed all the way back to the early days of civilization. Many companies have come and gone and many have reconstructed themselves to insure their futures. As a discipline, management faces new challenges and obstacles daily and some are the result of their successes but I feel some are the result of their weaknesses also. One outstanding challenge that has happened over the years is the new role of managers that are women(Mary Barra, General Motors), African Americans(Kenneth Chenault, American Express), Hispanic Americans(Oscar Muñoz, United Airlines) to name a few, and other minorities. These and other organizations will need managers who can think clearly and are capable of dealing with changes in all aspects of the companies so they can stay on top. III) What I have learned personally is that I need to make changes in my management style if I want to succeed at my job and company. I have always thought and have been told if it isn’t broke don’t fix it. I might think it’s not...
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...circumstances should any part of this assignment be published, including on the internet, or publicly displayed without receiving written permission from the University. ------------------------------------------------- ------------------------------------------------- Signed ------------------------------------------------- ------------------------------------------------- Student number E00032823 Name: Evgeny Strokov ------------------------------------------------- * Generational differences in work values This essay is based on the extensive research of Chen and Choi’s (2008) which was specifically concentrated on work values among generations in the Hospitality Industry. Reviewing some of the key factors (e.g. social, cultural) influencing each generation, a link can be made towards their professional and personal goals. The methodology conducted in this research will be summarized and the findings will be used to identify...
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...important to manage for diversity in Singapore, and lastly the distinct characteristics of Singaporean employees that need to factor, compared to other expatriates. Workforce Diversity Workforce diversity refers to practices or policies that seek to include people who are identified as heterogeneous or different. Workforce diversity has already been here and continues to be an essential concern for business success. The 2 levels of diversities; surface-level and deep-level diversity would be explored further in the essay. Surface level diversity To understand why diversity is a good practice for manager, we need to distinguish the 2 different types of diversity. Surface level diversity refers to characteristics that are observable or readily detectable attributes such as race, gender, or physical disability (Mor Barak, 2011). It’s a human nature to judge someone on his or her first impression, and harbour prejudices, stereotypes whose diversity characteristic is different from you. As team members continue to interact over time, the impact of perceived surface-level diversity on team social integration will diminish, but the perceived deep-level diversity on team social integration will intensify (Harrison et al. 2002). Age Group Today, age discrimination is still prevalent in workplaces. The workforce is...
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...2003 Research Quarterly ❶y❸❹ Work/Life Balance Challenges and Solutions Nancy R. Lockwood HR Content Expert y SOCIETY FOR HUMAN RESOURCE MANAGEMENT SHRM Research ❶y❸❹ 2003 SHRM®Research Quarterly Abstract In organizations and on the home front, the challenge of work/life balance is rising to the top of many employers’ and employees’ consciousness. In today’s fast-paced society, human resource professionals seek options to positively impact the bottom line of their companies, improve employee morale, retain employees with valuable company knowledge, and keep pace with workplace trends. This article provides human resource professionals with an historical perspective, data and possible solutions—for organizations and employees alike—to work/life balance. Three factors—global competition, personal lives/family values, and an aging workforce— present challenges that exacerbate work/life balance. This article offers the perspective that human resource professionals can assist their companies to capitalize on these factors by using work/life initiatives to gain a competitive advantage in the marketplace. Work/Life Balance: Challenges and Solutions I n a society filled with conflicting responsibilities and commitments, work/life balance has become a predominant issue in the workplace. Three major factors contribute to the interest in, and the importance of, serious consideration of work/life balance: 1) global competition; 2) renewed interest in personal...
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