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AFRI CAN

AFRI CAN. Empowering African business. Liquid Telecom in Africa. We are the leading independent data , voice and IP service provider in Eastern , Central and Southern Africa We supply wholesale carrier services over fixed and satellite networks

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AFRI CAN

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  1. AFRICAN Empowering African business.

  2. Liquid Telecom in Africa We are the leading independent data, voice and IP service provider in Eastern, Central and Southern Africa We supply wholesale carrier services over fixed and satellite networks We also provide communication solutions, data storage and payment solutions for multi-national corporations and African businesses Put simply, we connect people

  3. Talent Management in a Multigenerational Workspace

  4. Ice Breaker • Can someone tell us something they think we do not know

  5. Did you know? • That 15 minutes of exercise everyday can easily add 3 years to your life

  6. Did you know? • When you’re finished with an essay, copy and paste it into Google Translate and listen to it. It’s the easiest way to find mistakes

  7. Did you know? • That when you accidentally text the wrong person, stop the text from sending by quickly turning on the Airplane mode, and then delete the text.

  8. Goals for this session • Understand what Talent is • Identify ideas of different talent strategies • Understand the multigenerational workforce • Homework - create a workspace for your multi generational workforce

  9. Multigenerational workspace • Work place mix is a lot more complicated than we can think and the impact on business f you loosen up and not take caution or move with the current trends can be costly.

  10. Study • A study showed that more than 1 in 3 people waste 5+ hours each week due to chronic, unaddressed conflicts between colleagues from different generations. • Baby boomers and millennials have showed difficulties working together.

  11. Talent defined • Natural skill • Natural ability to be good at something • A special ability that allows someone or a group to do something well

  12. What is talent to an employer • Employees that are valued by the organisation as talented in essence that this employees are pinpointed based on their unique added value ( which is an identified unique skill) to the organization.

  13. Talent Management defined • The implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing retaining and utilizing people with the required skills and aptitude ( gift,talent,capacity) to meet current and future business needs.

  14. Talent Management • An organization's attempt to recruit, keep and train the most gifted and highest quality staff members (desirable staff) they can find, afford and hire

  15. So…. • Talented employees are hard to imitate and could lead to sustainable competitive advantage • In order to achieve this, talent management strategy needs to be aligned with business strategy

  16. Why Talent Management • Create Strategic Recruitment Plans to attract the best talent • Identify and develop LEADERS at all levels • Create “great places to work” - attract & retain the best talent • Direct the positive energy of people to the right areas

  17. If this were your colleagues, what would the experience be in the office

  18. What’s your view on the definition of generational

  19. Generational • A body of individuals born in approximately the same time period who generally share similar behaviors

  20. Generations • Traditionalists/Silent Generation/Matures • 1925 – 1945 (89 – 69 years of age) • Baby Boomers • 1946 – 1964 (68 – 50 years of age) • Generation X/Baby Busters/13th Generation • 1965 – 1980 (49 – 33 years of age) • Millennials/Generation Y • 1981– 2000 (33 – 14 years of age) • Generation Z • 2001 – present (13 – 0 years of age)

  21. What makes one generation different from another? Shared life experiences

  22. Traditionalists • Born 1925 to 1945 • 5% of current workforce • Grew up with many rules and pressure to conform • Respectful of authority and tradition, they are loyal to their employer • “Work First!” • Have wealth of knowledge and experience • Children should be seen and not heard • Expected lifetime career with one employer • Prefer communication in writing – typewriter, formal • They are considered old fashioned

  23. Traditionalists Hard work Dedication and sacrifice Respect for rules Duty before pleasure Honor Conformity Loyalty Frugality Common Values

  24. Baby Boomers • Born 1946 to 1964 • 37% of current workforce • Grew up with fewer rules and a more nurturing environment • Lived in generally prosperous times, but experienced layoffs • Women entered workforce in record numbers • “Live to Work!” many plan to work past retirement age • Spend “quality time” with children • Excelling in their career is important • Prefer telephone or face-to-face, one on one communication, telephone and desktop Pc’s • Desire challenge and opportunity

  25. Baby Boomers Ambitious Dedicated Self Centered , Personal gratification Questions Authority Team perspective Knowledgeable Personal growth Workaholics Competitors Common Values

  26. Generation X • Born 1965 to 1980 • 33% of current workforce • Grew up as latchkey or day care children • Prefer to work on own time • “Work to Live!” • Friends with their child, want to spend quantity time • Expect their career to keep moving forward or they will leave as they enjoy development • Prefer electronic communications, Laptop, text messaging • 1st generation to embrace personal computer and internet • Change from job security to career security

  27. Generation X Diversity Tech Savvy Fun and informality Self-reliance Practicality – realists Results and task oriented Individualism, selfish Challenge the system Risk takers Common Values

  28. Millennials – Gen Y • Born 1981 to 2000 • 25% of current workforce • Attended day care, very involved “helicopter” parents • Prosperity has increased over their lifetime • “Live, then Work!” • Achievement oriented • Craves immediate – constant feedback • High expectations for rewards • Prefer instant or text messaging, social media through hand held devices • Want to build parallel careers – experts in multitasking

  29. Millennials – Gen Y Optimistic Heavily Tech Savvy – Tech dependent Driven to learn Confident Achievement oriented Goal focused Informal Persistent, self direction Social consciousness Common Values

  30. Millennials – Gen Z • Born 1995 to date • They like authenticity/uniqueness • They are creative • “Live, then Work!” • They are Flexible • They enjoy personal freedom • They are digital natives • Enjoy personal freedom • Prefer instant or text messaging, social media through hand held devices • They are easily distracted

  31. Millennials – Gen Z Optimistic Heavily Tech Savvy – Tech dependent Driven to learn Confident Achievement oriented Goal focused Informal Persistent, self direction Social consciousness Common Values

  32. If this were your colleagues, what would you do different with them do you know them?

  33. What’s going on around the world • What types of work spaces are employers investing in

  34. Experiences • What do you think is the experience of the employees who work in the organizations of the pictures we have seen?

  35. Experiences • Acts produce memories, memories produce experiences and experiences produce stories

  36. Experience • What is the experience in your current workspace? • Can you do something?

  37. Role of Talent Management

  38. Talent Acquisition • The ability to attract, engage and hire top performing employees to support business goals • Recruiting vs. Hiring & the need to “choose well” in the process … • Employer vs. Employee “gap analysis” with respect to position

  39. Identify and assess existing & needed talents • Identifying the competency skill sets needed in the organization • Develop competency matrices to capture talent issues within a role and describe • Develop a rating scale with scoring and weighting options based on requirements • Track, evaluate, and manage competencies across the organization • Implement a performance/competency management system

  40. “Organizations need to get the right people on the bus and in the right seats to succeed.” • “Hire hard….Manage easy!” Collins, J. (2001). Good to great.

  41. Talent retention • If you want 1 year of prosperity, grow grain • If you want 10 years of prosperity, grow trees, • If you want 100 years of prosperity, grow people.

  42. Performance Management • It enables the maintaining and /or improving of employee job performance through the use of performance assessment tools, coaching feedback and ongoing communication between employees & managers

  43. High Value Evaluations • Top-Down Employee Performance Evaluations • Peer-to-Peer Employee Performance Evaluations • 360-Degree Performance Reviews • Self-Assessment Performance Reviews

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