Social Learning Systems

Work-Life Balance is Not a Perk - Talent Management

A very interesting piece about workforce generations and how to attract and retain employees. Lots of articles on this topic lately, and this is one of the best.

Read the full article here.

 

Gen Y Social Networking Technology Surprise | trainingmag.com

A report commissioned by Citrix Online, a division of Citrix Systems, Inc., surprisingly revealed that Generation X workers—and not those in the younger Y generation—make up the majority of those who use social networking for business, followed closely by Boomers age 55 and older. According to the data, Gen Y’s use of collaborative technology also lagged others.

Read the full article here.

via www.trainingmag.com

10 Unthinkable Lessons For Your Employees « Linked 2 Leadership

The Top Ten Things You Never Thought You’d Need To Teach Your Employees

In a collaborative investigation into workforce readiness, HR executives reported that new workers are entering the labor pool lacking overall professionalism, written communication skills, analytical skills, and business knowledge.

While we have the best-educated workforce in our country’s history, many employees have not learned the basic skills they need to succeed at work – and as a result, their employers have to teach them those lessons.

via linked2leadership.com

Misunderstood Millennials

A recent Sibson Consulting survey reveals interesting data about members of the Millennial Generation.

“Contrary to popular opinion, the Millennial Generation are not generally needy and unfocused. If understood and managed properly, they may be your overall best employees,” said Joseph DiMisa, senior vice president and salesforce effectiveness practice leader at Sibson Consulting."

Key survey findings - Millennials:

• Are more productive and work more efficiently than initially perceived by employers
• Are highly motivated and strive for success
• Are very goal oriented and ever-critical of their own performance
• Are interested in a career in sales
• Strive in an environment where team goals are infused with individual performance linkages
• In sales, Millennials’ performance is equal to or greater than that of other generations
  
  MORE:
• There is a divide between employers and Millennials when it comes to customized, digital communication
• Employers often fail to create “generational harmony” within their organizations—the lack of understanding between generations leads to numerous missed opportunities
• Companies are not properly aligning strategies within their organizations to attract Millennials
• Millennials are entering the workforce in increasing numbers and their population is already greater than most employers perceive it to be
• Millennials don’t respond as favorably to group/team goals as to individualized goals. Employers’ view is that they perceive team goals negatively.
• Millennials are known to respond better to different forms of communication than older generations, but 71 percent of employers are doing nothing differently to reach them.
• Millennials indicate that 86 percent use e-mail formatted for delivery to a portable device; 60 percent use instant messaging; 24 percent have a personalized Website; and “every single” Millennial who participated in the survey communicates via text messages.

When designing compensation plans for millennials, Sibson recommends:

• Establishing higher base salaries while lowering bonus amounts (mix of pay adjustment)
• Individual performance mechanics with team based acceleration (can reverse this)
• Including quality or customer service metrics
• Incentivizing with reward-based mechanisms that motivate versus punitive controls in plans
• Implementing well-aligned performance management programs that tie to your compensation plans
• Defining role and position competencies clearly, which are linked to base pay merit programs
• Placing an emphasis on total rewards, such as work-life balance, advancement opportunities, and personal development

In a recent article called Motivating the Millennials,  Kassia Shishkoff offers some ideas for incentives for Generation Y. 

In the article, Anthony Luciano says, "The first year or two is very important because that's when you're going to get them [to stay]. If you’ve got someone for five or 10 years, odds are you’re going to have them for 20. But in order to get them to that mark, you’ve got to incent them a lot in those early years. They want constant and fast feedback, they love electronics, they love things that fit their peer set. Traditional items may not excite them at all."

Synchronous and Asynchronous - Blurring the Lines

A Gen-X member of my team asked me how to distinguish synchronous from asynchronous learning. The normal time-bound definitions were my answer, but as we discussed this issue a little more, I realized that there is definitely a blurring of the lines with Web 2.0 and Web 3.0 technologies becoming so widespread.

See the article Adam Nelson in Chief Learning Officer Magazine from June 2008:
Synchronous and Asynchronous: What's in a Name?

"If 500,000 people take a self-paced course over a 10-day period and converse with each other informally afterward, isn’t that closer to the true meaning of synchronous?"

Good question.

Adapting to E-Learning - Generational Differences

The leading factor in not completing an online program for many people is the lack of companionship and support during the program. On the other hand, nearly all colleges have added on online component to their coursework, even courses taught on campus in a lecture hall. If social isolation is such a problem then why is the phenomenon growing?

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