​SLS-119     New Dynamics of the 21st Century: Managing Talent in Multigenerational
​                     Workforces

• Overview
• Course Objectives
• Course Content
• For Whom
• Schedule and Hours

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Effective empowerment skills become increasingly important.  Equally important is the ability of managers to apply mentoring, coaching, motivating skills based on scenario so that employees and co-workers become more confident in their expanded roles.
Coaching is a natural extension of training.  It is that part of the learning process where the learner gets observed, receives feedback and gets advice from a coach.  On the other hand, mentoring is a type of discussion where a subordinate is assigned new responsibilities and allowed to make more decisions.

The 21st century job market presents a challenge for organisations of all sizes to manage multigenerational workforces that are more demographically varied today than ever before. We are experiencing the ongoing retirement of Baby Boomers, the advancement of Generation Xers to fill their positions, and an acceleration of a transition to Millennials. 

Millennials have their own beliefs, values and assumptions about behaviour in the workplace but lacks real-world experience needed to move up the management ladder.  This situation is creating a potential talent gap that could leave organisations understaffed and at risk. 

At the end of the 1-day workshop, the participating managers and team leaders are expected to be able to: 

• gain a clear understanding of the three primary generational groups in the workforce
  
• evaluate job-related behavioural characteristics and identify how each generation best displays them
  
• develop talent management framework and policies that will attract, engage, reward and retain the best and brightest employees and managers 
  
• identify strategies that the intellectual capital of its senior managers and workers – their knowledge and skill sets – are successfully transferred to the younger generation to sustain continuity of performance, productivity and competitive advantage
  

Section 1: Best Practices for Managing Your Talent

• Work with the channels that lead to quality hires
• Assign your hard-to-fill vacancies to contingency search firms
• Invest in leading-edge technology
• Create efficient partnerships
• Offer a marketplace of “voluntary benefits”
• Select the right managers, coach them, and hold them accountable for their employees’ engagement

Section 2: Six Core Values for Transforming Your Organisation

• Build a sense of community
• Introduce opportunities for exposure
• Fully leverage technology
• Increase transparency around compensations and career decisions
• Create a flexible work culture
• Invest time, listen and stay connected with your people

Section 3: The Role of Talent Management
The strategic domains that comprise a comprehensive talent management plan include:

• Talent acquisition
• Succession management
• Learning management
• Performance management
• Compensation management

Section 4: Develop an Appropriate Talent Management Framework
Align talent management initiatives to the strategic direction of your organisation
The key components: 

• identifying key positions 
• developing a talent pool 
• facilitating human resource processes and systems

The talent management cycle: 

• to attract talent 
• to develop talent  
• to retain and reward talent
• to deploy talent
  
  

Section 5: Attract and Retain Talent
The following best practices can help enhance internal activities of your organisation, and to keep your highly skilled “knowledge workers”.

• Re-think your recruiting strategies
• Leverage Baby Boomer expertise
• Increase retention of valuable and older employees
• Offer Generation Xers more ways to strike better work-life balance
• Tailor perks to the needs of an age-diverse workforce

Line managers, HR supervisors, training managers as well as people who involve in designing and setting up talent management systems.

This is a 1-day programme.
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This course runs from 9:00am – 5:00pm with an hour for lunch and periodic short breaks.
 
This is an intensive session designed to include as much discussion as possible. Lunch and breaks provide an opportunity for further questioning and discussion with the instructors.

We are HRD Corp (Human Resource Development Corporation) Registered Training Provider.
​All of our training modules are claimable under HRD Corp.