...Hiring Generation Y Hiring Generation Y Francesca LaRosa Empire State College Author Note This paper was prepared for Human Resource Management taught by Professor Kathleen Stallmer Hiring Generation Y Abstract With much of the Baby Boomer Generation already retired and the others on the verge of retirement (“64 million retiring by the end of the decade”, (Ivancevich & Konopaske, pg. 59)), Generation Y has become, not only a necessity, but also mandatory for the survival of most companies. Because of this, Generation Y’s know how significant and important they will be moving forward in the business world, and they are not afraid to ensure that the companies they work for know their importance as well. With that being said, it is vital for this company to make the changes necessary to survive and prosper in this changing climate. This Case Study will provide significant evidence and solutions to dealing with this current challenge. Hiring Generation Y Understanding Generation Ys is key to the success of a business in the 21st century. If we can understand Generation Ys, we can learn what motivates them and how they can be an asset to an organization; rather than being a challenge, we can find opportunity. Unlike the Generation Xs and the Baby Boomers, the Generation Ys have developed work characteristics and tendencies from doting parents, structured lives, and contact with diverse people. They are accustomed to working in groups and enjoy combining...
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...J Fam Econ Iss (2012) 33:231–249 DOI 10.1007/s10834-012-9302-7 ORIGINAL PAPER The Generation Y’s Working Encounter: A Comparative Study of Hong Kong and other Chinese Cities Hong-kin Kwok Published online: 7 March 2012 Ó Springer Science+Business Media, LLC 2012 Abstract Understanding the encounter of different generations may be a determining factor in the success of organizations. In order to have a clear understanding about the new generation, this article examines the working encounter of Generation Y. Generation Y in the Hong Kong Special Administrative Region and four cities in mainland China were studied. How the social environment influenced their attitudes and behavior in work and geographical mobility, and how geographical mobility created problems to the migrants were studied. We find that the Generation Y in Hong Kong is facing more competition than the Generation Y in mainland. In geographical mobility, most of the respondents accept geographical mobility. The findings provide some insights on how the social environment shapes the generation. Keywords China Á Generation Y Á Geographical mobility Á Globalization Introduction Nowadays, human resource managers and owners are becoming interested in how to recruit, manage, and work with people from different generations in the workplace. Understanding the attitudes of different generations will be H. Kwok Department of Sociology and Social Policy, Lingnan University, 8 Castle Peak...
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...ZULAIKHA ZAKARIA 2013425538 SITI FATEHAH BINTI ZAHARIN 2014100249 BM700 1CF Submission Date: 24 MARCH 2015 Application Case 7-2 - Are new Recruits looking for Work-Life Balance? Anyone who has tried to balance his or her time between a busy job and a fulfilling personal life knows how challenging a work-life balance can be. An indisputable fact is that work and personal lives are interconnected. Companies know this. Potential recruits also know this. Its become more of an issue in recent years due to some important demographic changes that are affecting many workers. For example, companies are experiencing rising demand for the expansion of child care and elder care programs. This is not surprisingly given the aging of the US population and that Gen Xers are starting to have families. Thus, many recruits who are members of the “sandwich generation” (i.e., they are sandwiched between elderly parents and young children and therefore have to provide care for both sets of family members) consider as part of their employment decisions the number and type of work-life balance program that potential employers offer. Other demographic changes that are contributing to this rise in the demand for work-life balance programs include the increase of single parents entering the workforce and an increase of dual-career couples. In both cases, parents who shoulder caregiving responsibilities often seek flexible work arrangements and more flexible career cycles. Flexible career...
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...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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...1 United States Coast Guard Auxiliary Study Can the U.S. Coast Guard Auxiliary survive in the 21st Century? How changing generational attitudes will affect an all-volunteer organization August 2006 1 This page intentionally left blank INDEX 1. Introduction 1 2. Analysis 3 A. The canary in the mine 4 B. Understanding generational attitudes 4 C. Four generations 5 D. Exploring the next generation of retirees: The Baby Boomers 6 E. Gen-X: It’s about lifestyle 8 F. Call them Gen-Y or Millennials, they deserve our attention 10 G. The new volunteers: What to expect 12 ` H. My time is not your time 14 I. Generational differences shaping leadership 15 J. American volunteer rate steady 17 3. Conclusions 19 A. Past expectations 20 B. Present construct 20 C. Spontaneous volunteer: Something new 21 D. High touch 21 E. Exploring contemporary trends in volunteering 23 1. Volunteer burnout 23 2. The human touch 24 3. Professionalizing the volunteer corps 25 4. New forms of volunteerism 25 5. Diversity 26 6. Technology 26 F. Communications challenge 27 4. Summary 29 6. Appendix 31 1 Membership numbers How many members the Auxiliary needs to meet their mission obligations and how many members it needs to meet its financial requirements would be two different answers. Getting a specific answer from the leadership is difficult because of the way the two spiral around each other like a double helix strand of DNA. They are – for now – inseparable...
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...2013-05-30 Examiner Kristina Nyström Supervisor Martin Vendel Commissioner Anonymous Contact person Anonymous Abstract The purpose of this thesis is to investigate talent management and how companies should work with talent management in order to retain and manage technical specialists in a technical career. Talent management is found to be important for modern organizations because of the advent of the knowledge economy, new generations entering the workforce and the need for businesses to become more strategic and competitive, which implies new ways of managing human capital. Furthermore, talent management is motivated by the fact that it has been found to lead to higher corporate profits when it is connected to the corporate strategy. The research method in this thesis is qualitative, and based on a case study of an organization in Norway active in the oil and gas industry, where qualitative semi-structured interviews have been performed. Moreover, the findings are compared to a set of industrial companies located in Sweden, which are similar in size to the case company and have similar needs for technical competence. The analysis of the empirical material in conjunction with the literature leads to our suggestions that there is a need for connecting the HRM practices with the corporate strategy, that...
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...Recruitment Plan HRM/531 Recruitment Plan Organizational Strategy The recruitment process should be more oriented to organizational strategy than other industries because attitude of employee in hospitality industry would directly affect customer relationships. According to Ivanovic & Blazevic (2009), “An enterprises human assets or, put more conventionally, its human resources tend to be one the most significant costs for most hospitality enterprises (p. 1). In most hotels the payroll is the single biggest cost item, which in restaurants and bars is usually second material cost. Furthermore, human resources are usually the first point of contact between an enterprise and its customers.” According to Hospitality Ireland, “Getting properly trained staff in 'for the long-haul' is more difficult (p. 1). As chef Derry Clarke told us in an interview last May, ‘the main challenge the restaurant industry faces is increasing labor costs and maintaining a good work force. Unfortunately, this is the type of business where a large amount of chefs remain employed for six months and then move on.’ Restaurants aren't alone; staff shortages affect all areas of the hospitality trade.” An effective recruitment strategy for the organization is essential to the success of the enterprise. Before selecting detailed recruitment plans, it is important to consider what managers do so that the development plans meet the needs of the organization and of the individual. If the organization employs...
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...Generation Y in the Workforce: Managerial Challenges Justin Meier, Graduate Student Stephen F. Austin State University, USA Mitchell Crocker, Associate Professor of Management Stephen F. Austin State University, USA ABSTRACT This paper takes a look at the next generation, Generation Y, as it enters the workforce. Nearly all Gen Y research to date focused on characteristics and features drawn from a population still in the midst of the educational system. This research specifically targets Gen Y’ers that have been in the workforce for a few years. Data collection incorporated current technologies such as the social networking website Facebook to invite age-appropriate respondents to participate in this study. Participants completed the survey instrument on-line using a link to Survey Monkey. The data analysis focuses on those workplace issues that act as motivators or de-motivators for this generation. GENERATION Y IN THE WORKFORCE: MANAGERIAL CHALLENGES Toward Understanding Gen Y. What defines a generation? Through the years a number of different things such as wars, discoveries, politics, beliefs, and popular culture have all helped shape and define generations. The characteristics attributed to an age-bound demographic are often reflections of the events occurring in the world around them. While agreement on a definition may be lacking, through a combination of thoughts and ideas, educators can agree on certain aspects of each generation. A generation can influence styles...
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...1 Attracting Talent TESTIMONIAL “In the context of the UK’s skills crisis and global business, those organisations that effectively measure and manage their human capital will have a competitive advantage in the marketplace.” Jo Causon Director of Marketing and Corporate Affairs for the Chartered Management Institute In today’s market, there is a shortage of top recruits, and exceptional candidates are highly aware of their marketability. Employers should think hard about the true motivation of candidates for better talent acquisition. Response to employer brand An employer brand includes what current, past or potential workers think about you as an organisation. It’s forged partly by advertising and recruitment web sites, but far more often by experience – what actually happens to a candidate when they apply for a job. The way candidates are treated has a strong impact on their willingness to recommend you as an employer. It also influences the likelihood that they will buy or recommend your products or services. A March 2007 study by Capital Consulting recorded that one in four job seekers say they have been badly treated when applying for a job. This has a knock-on effect. Over half of job seekers will not purchase products and services if they have been badly treated. 55% tell at least three people about their bad experience, putting off the candidate pool. In an age of information overload, having the right knowledge at your fingertips can make the difference between...
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...© 2011 by Perpetual Success. The book authors retain sole copyright to his or her contributions to this book. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or Copyright Clearance Center. Requests to the Publisher for permissions should be addressed to books@pscache.com, 785-307-0194 Copyright: Perpetual Success Dedication To the many teams supporting and defending our country Contents Individual Differences AGE: What a Difference a Day Makes 6 The Effect of Stress on the Metabolic Process 7 Leveraging Attributes Of Younger Team Members: 10 Who are these people? 10 Experience 15 Integrating team members 16 _______________________________ Individual Differences _______________________________ In the first chapter of the Teambuilding section I would like to introduce, Michael Huffman. Mr. Huffman is a retired Command Sergeant Major with more than 26 years experience with increased levels of leadership. He is the Director of International Relations. In this capacity he is required to meet with and train dignitaries from countries all over the world. When I met Michael...
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...Entry Strategy Australia has nearly 1,200 franchise systems, with more franchising outlets per capita than the United States, and has been referred to as the “Franchising Capital of the World”. For many Australians, owning and operating their own business is a lifelong dream, and franchising is a relatively low-risk way to achieve this goal. This form of business is fast-growing, and more than 400,000 Australians are employed as a result of franchising (Vucic). Since 2010, franchising has grown by 15%, which can be attributed to the enactment of specific and compulsory legislation that governs franchise relationships (Baybridge). There are different forms of foreign franchising in this Australia; however, we believe direct franchising is the best option because it provides ultimate control of the franchise network as the two parties involved will have a direct relationship. It also allows for the direct supply of products or allowances made to source own supply. Cultural barriers will have to be worked out to provide adequate training and a third party advisor can help with local customs and commercial practices (Baybridge). Australia has many channels of support for this form of business as more and more companies emerge that aide in franchisee training, franchise system development, public relations and marketing (Vusic). The Franchise Council of Australia provides key aspects of franchise decision making, management, and practices from experts in their field (FCA). ...
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...Facilitating in a Multi-generational Learning Environment Introduction Learning and development are essential tools in talent management for the American workforce. The ability to learn and grow helps an organization recruit and retain top talent, as well as grow existing talent. These learning opportunities are presented to various individuals at various times. When new talent is hired, individuals with a variety knowledge, skills, and experiences are pulled together in one learning environment, a classroom, to learn the essential tasks required to perform their new role. These individuals are guided on their learning path by a facilitator. The facilitator’s role is to ensure knowledge transfer occurs to each individual in their classroom audience while maintaining an environment conducive to learning. Today’s classroom audience makes this responsibility even more challenging. The facilitator not only has to find the common denominator in knowledge, skills, and experiences; he/she also has to deliver the content simultaneously to a multi-generational audience. An audience with participants who has only heard of a typewriter or seen one in “historical” pictures to others who remember the major family purchase of a colored television and each generation in between. Therefore, the facilitator’s biggest challenge is transferring knowledge to this multi-generational audience that makes up today’s workforce. Today’s Workforce “Demographic trends in the United States have...
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...Benefits of Diversity in Law Enforcement Author Note This paper was prepared for Managing Diversity, MAJ 6603, taught by Professor Wilson. Abstract In this paper we will discuss the advantages of diversity within law enforcement, its community and recruitment programs. We will review the benefits of implementing theories, concepts, and leadership skills throughout law enforcement to ensure that all personnel are treated with respect and dignity. Exploration of barriers could be broken through by developing a training environment, which ensures that those within their ranks can rise to the challenge. At the same time encouraging employees, both civilian and uniformed the ability to contribute to the framework of the organization. By allowing this to happen, we can help strengthen the moral fortitude of an agency, rich in ethical and cultural diversity for the community to benefit. As we discuss the importance of diversity within law enforcement, we will also look at formulating a recruitment program. This includes the community which they interact with on a daily bases with a focus on reducing negative connotations towards them. There are many programs that have been developed since the 1970s throughout the United, which have been implemented and developed into a positive interaction with the community, especially the immigrant families, allowing for a more positive feeling towards law enforcement. Keywords: Commitment, Diversity, Integrity, Communication ...
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...The Best of Many Worlds: Human Resources in the Singapore Business Environment A Regional Research Report Prepared By Salman Khan, Carly Rae Jepsen, Psy and Anita Mui S P Jain School of Global Management Global BBA Program, Singapore April 3, 2012 Executive Summary Human Relations: The department or support systems responsible for personnel sourcing and hiring, applicant tracking, skills development and tracking, benefits administration and compliance with associated government regulations. (Entrepreneur.com) The human resources (HR) role is becoming increasingly important in the business world. Human resources includes the combination of traditionally administrative personnel functions with performance management, employee relations, and resource planning. The field draws upon concepts developed in industrial/organizational psychology. In the past, HR personnel did a lot of administrative work. This is changing with the global shift to service-based industries. As the role evolved, HR practitioners wanted to become business partners and actually engage more in the organization’s core business. At present, we see the function of HR going beyond being that of just a business partner to being at the forefront and, in some instances, heading business initiatives (Jones, 2012). We became interested in the field of HR for several reasons. One, it offers an attractive area of employment for business students. Also, it requires a good mix of interpersonal...
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...of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multi-generation workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce. Lawsson R.D. - Identifying and Managing Diversity of Workforce 216 Business Intelligence Journal January OBJECTIVE The objective of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multigeneration workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce. INTRODUCTION The generation that a person is born within has some impact upon that individual in terms of work styles, work values and self-image. The demographic profile of the workforce is undergoing quite a change insofar as the representation of generations and the result is that organizations are experiencing a necessity to make changes as well. The workforce will become increasingly more diverse in the future and this greatly affects the organization in its capacity of hiring and retaining employees. The literature reviewed within this study illustrates the fact that the expectations of employees differ within the generations represented in today’s workforce and unless managers have a sound knowledge-base of the needs and expectations of the organization’s...
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