Maximizing Human Capital Assets through Generational Competence™
A better understanding of generational beliefs, preferences, differences and needs can help build synergy among the generations and turn potential conflicts into sources of strength.
Human capital management is receiving increasing attention as a critical element in the strategic plans at many organizations. Today an organization must acquire, deploy, develop and retain its workforce in an environment of intense competition for talented employees. In fact, as the economy improves in industrialized countries, many experts predict labor shortages. These will be caused, in part, by the aging of an unprecedented population bubble: the baby boomers, born in the years
after the end of World War II, who have made up the largest slice of the labor force for the last thirty years.
That demographic shift, combined with dramatic changes in organizational structures, information flow and career paths, has pushed workers of different ages into roles of close collaboration and, in many cases, turned aged-based hierarchies on their heads. These changes have also created new diversity challenges. Research indicates that generational differences determine many employees' values and needs, in much the same way that cultural differences do. A better understanding of
generational beliefs and preferences, differences and needs, can help build synergy among the generations and turn potential conflicts into sources of strength, with improvements in productivity, product marketing and organizational effectiveness. This generational awareness may be a key element in organizations' talent management strategy in the years ahead.
To maintain a competitive edge and maximize talent management, organizations must make generational competence part of their human capital strategy. This executive briefing outlines emerging trends in multigenerational workplaces, highlights challenges and opportunities that affect management and describes a strategic direction and set of solutions to capitalize on generational differences, an emerging reality in 21st-century organizations.
generational_competence.pdf (124 Kb)
Human capital management is receiving increasing attention as a critical element in the strategic plans at many organizations. Today an organization must acquire, deploy, develop and retain its workforce in an environment of intense competition for talented employees. In fact, as the economy improves in industrialized countries, many experts predict labor shortages. These will be caused, in part, by the aging of an unprecedented population bubble: the baby boomers, born in the years
after the end of World War II, who have made up the largest slice of the labor force for the last thirty years.
That demographic shift, combined with dramatic changes in organizational structures, information flow and career paths, has pushed workers of different ages into roles of close collaboration and, in many cases, turned aged-based hierarchies on their heads. These changes have also created new diversity challenges. Research indicates that generational differences determine many employees' values and needs, in much the same way that cultural differences do. A better understanding of
generational beliefs and preferences, differences and needs, can help build synergy among the generations and turn potential conflicts into sources of strength, with improvements in productivity, product marketing and organizational effectiveness. This generational awareness may be a key element in organizations' talent management strategy in the years ahead.
To maintain a competitive edge and maximize talent management, organizations must make generational competence part of their human capital strategy. This executive briefing outlines emerging trends in multigenerational workplaces, highlights challenges and opportunities that affect management and describes a strategic direction and set of solutions to capitalize on generational differences, an emerging reality in 21st-century organizations.
generational_competence.pdf (124 Kb)
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