The Most Effective Leader's Agenda

Today, the workforce is made up of many different generations, which is affecting and effectively changing the workplace culture as a whole. The major generational differences between millennials and baby boomers can be either positive or negative depending on whom you ask. Boomers may categorize millennials as lazy and entitled, while millennials may call themselves innovative. No matter what they call themselves or each other, they all have to work together now as simply as that. This topic has sparked a lot of discussion as to how it’s best for each generation to act and deal with their other generational coworkers.

Many employers are challenged with handling the millennial due to the lack of proper understanding of this generation since there is plenty of myths, propagated through anecdotes and assumptions. However the separation of the myths and the facts is important for an organization so as

Talent management is a complex issue in many organizations where the management usually grapples with during the 21st century. Effective businesses manage and embrace its talent pool in the growing business complexity. Particularly, effective talent management in the modern business environment should boost knowledge development along with sharing knowledge, and acknowledging that all its employees should be able to swiftly react to challenges and change. Leaders must in the forefront in nurturing and grooming the young generation to take over the leadership in the organization in the future to avoid management gaps or avoid in the prospect. Organizations should acknowledge that they have the best talent to thrive in the ever-changing competitive and more complex universal economy. Besides facing the pressure to recruit, build up, as well as retain capable individuals, companies are conscious that they should supervise talent as a vital asset to attain the best results. Companies have recognized that managing talents play a critical role in increasing productivity, thus improving efficiency in the organization (Schweyer 2004).

WORK ENVIRONMENT: a workplace where you can enjoy the challenges, co-workers, and atmosphere is very attracting for talent. They want to feel the company they work for as a second home, trusting on it and feeling the need to commit themselves fully in all job activities. An organization that

Millennials and the older generations do have distant relationships in the workplace that needs a resolution to provide a productive and excited work environment that produces results. These critcism about Millennials Steve Gavatorta witness at his own work environment, he states, “One of the common issues I experience when working with clients, who are primarily Baby Boomers and Gen X’ers, involves Generation Y entering the workplace,” Gavatorta describes how he personally experience these objections daily about Generation Y in the workplace, and how the older generations protests about Generation Y and the communication barrier with technology, their sense of entitlement, and their work ethic. Generation Y’s differences compared to the

Being assigned to various roles from subordinate to assigned leadership positions, I have noticed that the work environment and project teams are not constructed in a manner to capitalize on the strengths of the current generation that are entering the workplace. This is not only true for USAREC, but also most mainstream organizations. I have witnessed symptoms and the results from not understanding how to benefit from creating the environment to capitalize on generational traits dealing with the millennial.

4. Be transparent. When you are conducting interviews, be clear about what your company stands for and what values it embraces. Millenials will look for a personal fit, a culture that they feel they can prosper in. Don't portray your company in a certain way, just to attract a certain candidate. If you are honest about the company you represent, you will attract people who believe the same things you do. This comfort level will empower millenials to remain with your company as it, and they personally,

In this article, Wisenberg discusses how the Millenials are changing the work environment through developing technology. Because the Millennials are starting to dominate the workforce, the environment has gone through drastic changes. Just as much as technology, Wisenberg notes how the Millennials are bringing more focus to a more practical, more community-oriented family and workplace as well as demanding heavier technology to fulfill these preferences. They wish to fulfill a work-life balance and to become well-rounded people who want to work for a job they love instead of for a job with good pay.

Consequently, the demand for talent is outstripping the supply. The ability for a firm to create an integrated system that yields a continual flow of talent ready to address specific strategic and operational opportunities may be the single most enduring competitive advantage. While organizations often find that their strategies, products, services, or markets require change, the need to have relevant, differentiated talent to achieve these business goals remains constant (pp. 73-35).

Every work environment is teeming with people from various generations. Though, the majority of people wish for a healthy work environment this is not the easiest to come by. People from these different generations have different ways of looking at the world. They were raised differently and though theoretically want the same things they want to reach these goals in different ways. Rising to leadership, the understanding of technology, adapting in the workplace, and communication are the four criteria you need to know to understand how the people of Generation X and Millennials function together in the workplace.

Talent management as career development can be viewed as an individual concern, an organizational concern and a societal concern(Shuck et al., 2017). The fast pace of the current work environment can easily result in overlooking individual growth. Lack of career growth opportunity is often cited as the number one reason that employees leave a position(Shuck et al., 2017). Orientation, training, and performance management, are no longer enough to keep employees engaged in an organization. Career planning is on the continuum of strategic HRM and an area that tugs at the sustainable HRM

Millennial joined the workforce between 1980 and 2000. Millennial prefer to work in a team for projects rather than working individually. This generation of worker prefers to make friends at work and work well with diverse co-workers. Millennial have a can-do attitude but often require frequent feedback some as often as daily. This generation of workers also prefers step-by-step instructions or direction on how to complete an assigned task. They desire leadership and structure from their older co-workers.

In the article, It’s a Millennial Thing, by Steve Gavatorta, he describes the strain relationship of Millennials and older generations in the workplace. His clients, the Baby Boomers and Generation X’ers complains about Generation Y in the workplace. Millennials entering the workplace is a major topic across industries today. More Millennials in the managerial positions surpassing the older generations have been proven difficult in both roles of the Millennials and other generations. The key is to bridge the gaps between these strain relationships. To Break down the barriers between Generation Y and older generation in the workplace they can follow these guidelines: avoid generalizations, create a common language, establish and build trust,

Talent-powered organization is defined as an organization that invests in building distinctive capabilities in managing talent to produce extraordinary results for the organization, such as providing more value to the customers. To become a talent-powered organization, it must follow specific processes to be able to turn talent into its competitive advantage. The word talent has been used in business to describe the overall experience, knowledge, skills, and behaviors that a person has. Therefore, a talent is a person with the necessary capabilities to help the business in gaining its competitive advantage. However, this was not previously the case, in the old capitalism people were viewed impersonally, as part of three main factors necessary for production which are capital, land and labor. Karl Marx even argued that this model alienates the workers with the fruit of their labor as their only goal is to produce for the capitalist. In recent times, this has changed significantly through the transformation brought about by technologies which resulted in the age of information.

Talent acquisition is defined as the “strategic approach to identifying, attracting and onboarding top talent to efficiently and effectively meet dynamic business needs” (Erickson, 2012). Talent acquisition has the unique role of ensuring job applicants not only have the right credentials for the job, but also have the right mentality for the job. In other words, the person who ultimately will be offered the job needs to ‘fit’ within the firm’s structure and culture.