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How to manage the generation gaps in corporate sectors
Dear friends : i am back again after so many months here is an interesting article.. this is basically explains us the importance of the generation gaps and how to manage it. hope it will help all hr in daytoday life. regds gsr how to the managers are increasingly grappling with generational differences in their work forces. problems can arise from differing mindsets and communication styles of workers born in different eras. the frictions may be aggravated by new technology and work patterns that mix workers of different ages in everchanging teams. baby boomers born between 1946 and 1964 are competitive and think workers should pay their dues workplace consultants say. gen xers born between 1965 and 1977 are more likely to be skeptical and independentminded. gen ysalso known as millennialswere born in 1978 or later and like teamwork feedback and technology. the key is to be able to effectively address and take advantage of the differences in values and expectations of each generation. but experts say managers must be careful not to follow blanket stereotypes. managers must also take care not to disadvantage older workers even inadvertently or risk retention problems and legal headaches. here are some strategies: send your managers to class so they can learn to recognize generational differences and adapt. its important that managers change rather than trying to change the staff. facilitate mentoring between different aged employees to encourage more crossgenerational interaction. younger employees should learn to seek the experience and wisdom offered by senior employees. older employees should learn to be open to the fresh perspectives offered by younger employees. offer different working options like telecommuting and working offsite. focus on the results employees produce rather than on how they get it done. this will give employees some flexibility on how they want to work and put everybody regardless of where they spent most of their time working on the same scale to measure success. telecommuting can also encourage boomers nearing retirement to stay on staff longer since the option allows them to gear down their workloads. accommodate different learning styles. baby boomers may favor more traditional and static training methods like power point presentations and handbooks while younger workers may gravitate towards more interactive technologybased forms of learning. keep employees engaged. provide regular educational and training opportunities as well as career advice to keep all workers interested in the company. fuel the high expectations of ambitious millennials with special assignments that are outside of their job descriptions. consider putting them on a task force to solve a problem or establishing a regular presence on social networking sites for the company. open up the office. millennials generally dont work well under rigid management structure. they prefer open collaborations that allow employees to share information and for everybody to contribute to decisionmaking. assign work to teams of employees and have them present finished product to the entire department. the idea is to take advantage of the millennials preference for teamwork and to encourage more solidarity throughout the workplace. toss the routines. experts say millennials and gen xers dislike the formality of regular meetings especially when theres nothing to discuss. limit meetings to when theres a real need. create recognition programs. even simple gestures like a pat on the back or positive email congratulations can help boost productivity with gen xers. boomers may seek status so may respond best to an officewide memo that announces that they are meeting or exceeding their goals. millennials may seek validation and approval so will appreciate increased responsibility and additional training opportunities. to this end millennials may also prefer more frequent employee reviews. accommodate personal employee needs. different generations of employees will be in different stages of life and may require that employers offer some scheduling flexibility to manage their personal time. but maintain parity so other employees dont feel alienated. boomers who are thinking of retirement for example may want to cut the number of hours they work in exchange for reduced pay. gen xers who need to leave work early to attend a parent/teacher function can agree to make up lost time at another date. support millennials who may want to pursue another degree part time and extend the same educational opportunities to other employees. give all employees a voice. regardless of age and tenure give all employees a forum in which to present ideas concerns and complaints. department heads should facilitate open communication throughout the office and set aside time to provide honest feedback. dont apply a blanket communicationmethod policy. boomers may prefer to communicate by phone or in person. millennials grew up being in constant communication with peers and coworkers so are accustomed to emailing texting or sending instant messages. dont confuse character issues like immaturity laziness or intractability with generational traits. whereas boomers may see a 60hour work week as a prerequisite to achieving success many hardworking millennials may prefer a more balanced life that includes reasonable working hourswith occasional bouts of overtimeand weekends off. the latter may also voluntarily choose to make up the time in unstructured settings like working at a starbucks on weekends.
Managing of time office/attendence.
Hi how to manage time office/attendance easily in a manufacturing company. 1 for regular staff 2 for contract labour any software/method to manage or any system to manage manually. :?:
How to manage whole organisation.... a sholey management
Hi hey he is the or a of the has the one and only one and that is how do i my how do i my job etc. are some of the ask by the in the here i have the how to the this is by a film in it i have how to the in and with the in the film with so the name bhatt.miteshgmail.com 00919824642470
Ibm and infosys reject bell curve,more companies to follow suit
Dear friends the above mentioned article has been published in today s economic times. though the article is not published in today s print edition of the bangalore city it could be published in day or two. the link of the article is as below: ibm and infosys reject bell curvemore companies to follow suit the economic times main points of the article: if you read the article you will find that the appraisal system is changed because of the following reasons: a changes in job market scenario. millennials. i.e. those who have joined workforce after 2000 quit job frequently. bell curve is not suitable for the current job market scenario. b the article says: "this group of people we manage today want fast frequent instant and more feedback" said richard lobo senior vicepresident at infosys where millennials form nearly 85 of the workforce. "these youngsters are driven and are comfortable being measured against something they understand unlike the earlier generations" he said. my comments on the article or bell curve: the news article does not mention the inherent flaws of the bell curve appraisal method. in this method people are rated as excellent very good good average etc and for each rating the percentage is fixed. now suppose for "excellent" category if the maximum percentage allotted is 10 and if the organisation has more than 10 "excellent" performers then some of the employees were required to downgraded to "very good" slab. is this not injustice to them? converse of this is also true. suppose the organisation does not have 10 "excellent" performers. therefore to fulfil the quota managers might upgrade few employees from "very good" rating to "excellent". final comments: when i provide consulting services to establish performance management system pms i have eliminated the innate flaw of the bell curve appraisal method. though i maintain the same grading structure while designing the pms the focus is more on accuracy of the measurement of the performance and understand actually how many employees are falling in each performance slab. truthfulness of data emerged from the analysis of the performance cycle helps organisation to design their recruitment or training policies. thanks idinesh divekar/i
How to manage your boss
Hi friends sharing the ebook on "how to manage your boss" by ros jay
How to manage senior staff as an hr
In my last interview interviewer asked me question that as a hr professional how to manage the senior employees of organization? friends please share what should be answer for it. regards gurmeet