Learning and Development
Of all the potential preparation that organizations can provide, learning and development is the most needed and will produce the most benefits throughout the demographic shifting. This is also an area that has not been sufficiently addressed to date. “Only 46 percent of learning executives report their organizations are doing either a ‘good’ or ‘excellent’ job in addressing demographics shifts. Further, just over 40 percent agree that their companies are addressing their overall skill and capability needs over the next three to five years. Perhaps even more concerning is the fact that just over one-quarter of companies has plans in place to address positions that are potentially at risk due to a maturing workforce. Put together, these statistics suggest that many organizations remain unprepared.”1
The good news is that it’s not too late. We can begin with what we have in place and move forward. Learning and development strategies, processes, and programs inside an organization can do a lot to move the generational leadership parade forward in an effective way. Whether an organization has an entire division, one person, or simply uses external consultants and workshops to address learning and development, the impact on the demographic shift will not just happen. The learning processes must include appropriate adjustments in the offerings and members of the talent pools in order to sufficiently address this shift. As we’ve learned in previous chapters, each generation approaches work from different viewpoints. We can’t expect to place Boomers who are just stepping into leadership positions in the same class with Gen X and Gen Y emerging leaders and expect everyone to benefit without creating an environment conducive to cross-generation learning.
Older workers may be dissatisfied working on a project that is continually changing, and younger workers may grow bored if a manager insists that work be completed in a highly procedural or bureaucratic manner that is rule-or process-driven….”2
Creating a conducive environment is not only possible, but doing so will strengthen and energize traditional programs. One of the best ways to reorient your development programs is to pull together an advisory group with constituents from each generation. Either choose individuals who have participated in the development program or allow each one an opportunity to experience it personally. Then pull the group together to draft a creative and fun revision to the program. It will be a learning experience in itself, and you will come out with a revised and effective cross-generational program.
There are additional components to implementing successful learning and development efforts for the multigenerational workforces. Let’s map out a strategy.
Determining Critical Skills and Capabilities