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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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Julie Hanus wrote the “The Kid in the Corner Office” which made many assumptions about our generation in the workplace. She simply thinks that we are self-centered and generally only think about instant gratification and ourselves. Which she believes makes us near useless in the workplace, because we are afraid of taking risks. She also believes that our generation has become one that skips from job to job in search of more praise from management. Counter to this Hanus states that our generation is loyal to our employers.

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“The Beat (Up) Generation: Millennials’ Attitudes about Work” is an article written by Abby Ellin and published in Psychology Today. It talks about the generation born between 1982 and 2004, how they react to working around the older generation and why they are hated by the older generation. The millennial generation was born during the rise of technology. They can do a lot of work remotely and not have to work as hard because of all the technology they have access to and the boomer generation doesn’t understand it they equate working hard with time and physical work. The boomers feel that millennials are just lazy and have no respect.

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Millennial circumstances has been a concern to both past and present generations. This is evident in “I’m a Millennial and My Generation Sucks,” by Johnny Oleksinski, and “Are Millennials the Screwed Generation?,” by Joel Kotkin. Both authors discuss the importance for change among youth to secure a successful future for present generations, and generations to come. Although the authors have very different perspectives about youth, both clarify that millennials do not have the same reality as earlier generations.

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Businesses have reported challenges in integrating the Generation Y employees into the Baby Boomer culture. The Generation Y, also known as the Millennials form the latest generation of workers entering the job market. However, dealing with them is quite complex, which means managers balance both the expectations of the millennials and company objectives to achieve optimal performance and productivity. This report seeks to provide insight on recruitment, management, and retention of the Generation Y employees to Baxter Electronics, a Chicago-based software manufacturer. This report will also discuss the characteristics of the Millennials and provide recommendations for managing and retaining them in the workforce.

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Working in a large corporation may require you to be more aggressive in your area of specialization since it gets hard to stand unique amongst your colleagues. It’s always advisable that millennial point it out to their bosses during reviews whenever they make any accomplishment. It’s also common that some key player individuals in an industry with extensive experience tend to intimidate the other partners who are new and got little or no experience. Sawyer Howitt advised to the millennials is that they just have to counter this by pushing past this through standing firm and represent their value.

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Introduction Our current workforce comprises of Veterans or Pre-Boomers, Baby Boomers, Generation X and Generation Y with each generation having their own attitudes and expectations regarding their jobs and careers. Generation Y, our youngest workforce, is exhibiting some very distinctive characteristics when compared to their older counterparts. Generational differences have real implications on how employers and employees interact. In order for organisations to fully benefit from the skills and perspectives of the new workforce, they must incorporate a Gen Y outlook into their cultures, organisation and management styles. Employee engagement Employee engagement is a much talked about and discussed issue within organisations today.

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Resource and Talent Planning 6. Learning and Talent Development 7. Performance and Reward 8. Employee Engagement 9. Employee Relations 10.

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During the 2016 election, the millennials believe that the availability of jobs and minimal wage should be held as the number one priority to the new President and Congress. Other issues that follow that are education, college affordability and student debt (Page and Ung). The millennials are determined to better the economy, but are struggling to manage in it. Though policies have been set in stone for decades and president after president continuously attempt to regain economic stability, the depth of it all is too steep. Though majority of the millennial generation does not believe in the American Dream, they do believe that as a whole, they can fix what their ancestors could

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According to Miler and Slocombe, the economy and hypercompetive new reality creates a difficulty that millennials have to overcome to succeed.

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While Simon Sinek brings attention to the reality of Millennials’, the solution Sinek promotes is weak and only puts the blame on others. Sinek organizes the problem with Millennials in the workplace

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Susan Murphy motivators differ depending on the generation for instance Traditionalist are known to want “tangible symbols of loyalty, commitment and service” (26). Therefore, when determining what motivation strategies to use it is important for managers to integrate strategies that will target each generation specifically. Murphy goes on to explain how Baby Boomers are motivated by “personal appreciation, promotion, recognition, status symbols” (27). The following components will provide managers with a means of reward strategies in order to maintain quality employees. Thirdly Generation X employees are targeted by different approaches such as “Free time, upgraded resources, opportunities for development, bottom-line results, certifications to add to resumes” (27).

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Social media somewhat changed the dynamic of leadership and the marketing landscape. Its revolution embraces change, transparency, and diverse perspectives. Leaders are faced with more scrutiny due to easy accessibility to and exposure through social media. Social media disrupts leadership and management style as employees and customers expect more transparency, more clarity, and more change. With this shift towards social media, leaders can be more effective if they are trustworthy, more open, and generative.

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Millennials are a larger generation than Baby Boomers and are believed to have an equal impact on their society and workplace (Strilko & Widman 2014). Millennials are very tech savvy, and often lack the confidence of communicating face-to-face. They find it hard talking to co-workers in person and would rather stay behind a screen. This is a challenge for Millennials in the work place, as they are often employees of those from older generations, that prefer face-to-face communication. Although Generation Zers are not as represented they are slowly making their way, as they enter the workforce.

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So how do you manage so many generations? You first need to identify with whether they are they hands on or are they a must be taught and shown what needs to done. I say a good manager’s work will show by how the employees treat them. As I researched for this paper I couldn’t help but think back over the years and all the people I’ve worked with how the younger kids seem to think that life gets handed to them. As a manager you have to think of a way to motivate them to work hard and show up on time.

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 Ensuring the reward system that is based on performance and not on tenure.  Motivating younger employees to work together with older employees.  Incorporating ‘Teamwork’ within organization. In addition, organizations can create an environment where both generation employees can share their ideas and can work as a team.

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