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Virtual Ethos Case Study

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4. Take Control of (At Least Some of) the Virtual Ethos
What is the impact and what are the challenges with the transformational reality of social media? We are studying its impact and the challenges posed to employers. Meanwhile, we have been piloting solutions which are based on command driven approaches to social media in the workplace in which employers can use social media effectively while reducing the downsides for use in recruiting, on boarding, ongoing communication, training, development, performance management, and knowledge transfer. Command driven social media means the employer controls who is in the group, what is discussed and when, and the employer is able to supervise and participate in the on line community.

5. Plan for …show more content…

GenZers seem to be highly responsive to clearly defined exchanges of time/tasks for directly calibrated rewards. The most effective way to drive performance and maintain ongoing working relationships with GenZers is for managers to explicitly negotiate performance and reward on an ongoing basis in a transparent open exchange.

7. Retain the Superstars for the Long Term by Building Dream Jobs
There is a steady exacerbation of the growing divide between the “most valuable” new young workers and everyone else. No matter how bad the job market may be for some, there is growing elite among the new young workforce who will be in much greater demand than supply. There is a growing premium on those with technical for those with skills in greater demand than supply, especially those who have availed themselves of personal development opportunities. The key for employers to recruiting and retaining the “most valuable” young rising stars, at the high end of the talent/skill/effort spectrum, is going to be the ability to create dream jobs for those superstars. What are the dream job elements and how can employers make dream jobs for young stars that also make sense for the organization? Dream jobs are always contingent on ongoing performance, but built on a longer term understanding of tremendous work conditions, rewards …show more content…

The giant so called “Millennial” cohort is really two generations --- Generation Y (born 1978-1989) and Generation Z (born 1990-99). Already the bleeding edge of Generation Z (today’s 16 to 23 year olds) are already more than 11 million strong (nearly 7%) in the North American workforce and their numbers will grow dramatically over the next few years. By 2015, they will be 20 million; 25 million by 2017; 30 million by 2019. This is the new emerging workforce and they will fill up a new “youth bubble” in the workplace in the next seven years, just as roughly 30 million aging Baby Boomers will retire. Generation Z will present profound challenges to leaders, managers, supervisors, HR leaders, and educators in every sector of the workforce. It will be increasingly important to understand where they are coming from and key strategies for bringing out the best in this new emerging young

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