Talent management across the generations

© Roffey Park Institute 2011

Jo Hennessy, Director of Global Research

Roffey Park Institute

Talent development across the

generations

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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 – What we do

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Some of our clients…

Roffey Park – How we do it

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Generational

tensions

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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

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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

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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?

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Leading talent – what’s offered

Collective versus Individualistic

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Leading talent – what’s offered

Conservative versus risk orientated

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Leading talent – what’s offered

Increasing intensity and pace

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Leading talent – what’s offered

Big picture capabilities but short term focus

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Leading talent – what’s offered

Sources of authority

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Different styles at play

Generation Leadership style

Traditionals Directive, simple, clear

Boomers Hierarchical, collective mindset, sharing wisdom,

conservative, measured

Xers

Fair, competent, straightforward, collaborative,

experimental within boundaries, reluctant respect

for authority

Gen Y Challenging of authority, innovative, individualistic,

pacey, short-term focus, ambitious

Where are the risks? Where are the opportunities?

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Impact on employee engagement

Follower expectations

of their leaders

Leadership experienced from above

Commitment

Employee Engagement

Well Being

Performance

Business Results

Epitropaki and Martin 2005

ISR 2007, Gallup 2007, 2010, Hay Group 2010, Roffey Park 2011

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Leadership issue # 1

Drive, focus and optimism

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Leadership issue # 2

Learning styles

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Leadership issue # 3

Differing needs for authority

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Leadership issue # 4

All generations want visionary leaders

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Implications for Leadership

Development

Programmes

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The next generation of leaders

Special

Unique

Highly

Intelligent

If I ruled

the world...

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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

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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)

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Leadership issue # 5

Empathy and caring top of the wish list

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Developing talent into future

leaders

Start to offer

And space to flourish!

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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

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Your thoughts and questions…

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Contact details

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

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