Chief Learning Officer magazine is a trademark of Mediatec Publishing Inc. All clomedia.com and Chief Learning Officer magazine content Copyright 2013 MediaTec Publishing Inc. All Rights Reserved. It is illegal to copy, reproduce or publish any information contained on clomedia.com or in Chief Learning Officer magazine without express written permission from MediaTec Publishing Inc.
Create Interactive and Engaging Learning in a Multigenerational Workforce
By recognizing how different generations of workers accept recognition and reward, learning leaders can better implant learning programs that improve success.
It is no secret that the multiple generations that make up today’s workforce think and act differently. Imagine this scenario: A manager holds a meeting with three members of his or her team. One is a member Generation Y, the other of Generation X, and the team is rounded out with a baby boomer.The leader asks the three to conduct research to solve a challenging business problem. The baby boomer proceeds to the company library in pursuit of this mission; the Gen X member to Google; and the Gen Y begins his search with what feels most natural — Facebook, Twitter and LinkedIn.Each team member, through their individual research, finds a number of plausible solutions for the business problem. Each brings a unique perspective to this process and all three operate from varying methods. But, all the same, a divide is clear in how they learn and approach new information.Beneath each generational difference is a challenge for the chief learning officer. How can learning organizations leverage generational divides to create more effective and collaborative training programs?Take how generations perceive social recognition as a prime example. “What we tend to see is that younger employees — Gen Y employees — are much more concerned about relative rewards and recognition rather than absolute rewards and recognition,” said Brian Kropp, managing director at the Corporate Executive Board, a corporate research consultancy. What this means, according to Kropp, is that younger generations are more concerned with understanding where they stand relative to their peers. Older employees, on the contrary, are concerned about their personal performance in relation to their own benchmarks and goals.Consider this example: A group of employees is faced with two options. They could either be presented with a 10 percent raise in compensation and not know the raise received by anyone else, or they could each receive a 5 percent raise and know that everybody else got a raise at a rate of 3 percent.“What you tend to find is the employees in their mid-30s and above pretty predominately say they would opt for the 10 percent raise,” Kropp said. “Employees in their 20s, it’s about 50-50.”
The Next Generation of HR: What’s Wrong? What’s Right?
May 23rd 1:00pm - 2:00pm CT
2013 CLO Breakfast Club, Boston
September 12th - 12th, 2013The Westin Copley Place
Fall 2013 CLO Symposium
September 30th - October 2nd, 2013Rancho Las Palmas Resort & Spa
Get the Magazine