Over the last three weeks, we have discussed about Millennials’ role in today’s business scene, the challenges facing them when working in team and some suggestions on overcoming generation gap. But eventually, you can’t solve the problem if you don’t touch the root cause. Millennials are usually described as intelligent, tech-savvy and creative. However, it seems like they want to show that either they are competent or possess leadership potential in team discussion. That explains why many young people tend to dominate the discussion, resulting in much more unnecessary tension.
In the last post, we pinpointed two factors that turn Millennials in to troublesome team players. We know that teamwork and collaboration activities are becoming an integral part in any organisation. And the talented, dynamic young people are playing more important role in the organisations than ever as well. But it will be a problem if these two essential elements are not on par with each other, especially due to such an external factor that three generations are working under the same roof. This time, we recommend six concrete advices for you to eradicate the differences between generations in your team.
Previously, we asked you “How to recruit the most effective team consisting of young, energetic people?” Hope that you have your own answer to this question. In fact, we have been asked so multiple times and as we observe, Assessment Centre is the answer for many organisations, especially those running Management Trainee Recruitment. But what are you truly looking for in this activity? By teaming up the candidates and having them solve a business case together? If you are looking for potential team leaders, then…who will be their followers? This particular problem especially happens a lot to Millennial generation: they want to claim the leader title, so a team with members of this type would go nowhere.
Media has mentioned them thousands of time: the “We” generation, the multi-task masters, the smartphone generations, etc. They are Millennials. In this blog series for November, let’s zoom in the generation which has already garnered a lot of attention for their “invasion” of the global workforce.
So far you have got a firm grip of succession planning – from its benefits to its close relationship with other talent management acts. Since you cannot unring a bell, it is better to equip yourself with better detector to pinpoint some myths revolving succession planning which can easily lead to errors or loose links in your succession process. Here is the survival guide for you to avoid being fooled.
Business is based on faith in the value of human potential. Therefore, in return for the trust they put in you, you must have belief in your employees as well. The power of expectation has a great impact on your employees' performance.
Previously, we have acknowledged the appealing benefits of succession planning (SP). Surprisingly, most companies do not have an actionable process to select the successors or even if they do have, it is hardly executed smoothly.
September 2016, Apple launched iPhone 7 – the latest version of its well-known smartphone line, once again stirred up the iPhone phenomenon. It’s not a coincidence that we mention Apple when talking about succession planning. 5 years ago, there occurred the famous power transition in Apple’s CEO position between Steve Jobs and Tim Cook. Cook had been groomed for years as a part of Jobs’ comprehensive succession plan and despite being under certain criticism about failing Jobs’ vision of Apple, Cook is still doing a good job to keep people’s attention at every move of the company.
If you were asked to do something, how would you react to that request? At least unconsciously, you would wonder, “What’s in it for me?” In other words, you would ask yourself why you should do that thing—how you would benefit if you accepted the request.