Managing Generation X® and Generation Y™

Together, Generation X and Generation Y comprise 45% of today's workforce. As they become the majority of the prime-age workforce, Gen X and Gen Y are completing the workplace revolution that has been underway since the early 1990s. A whole new set of norms and values are taking hold in the workplace. This presentation can help you gain deep insight into where young workers are coming from and where they are trying to go in their lives and careers. Discover solutions to key Gen X and Gen Y staffing concerns, as well as best practices to recruit, train, develop, motivate, reward, and retain these valuable young workers.

Managing the Generation Mix™

A generational shift is underway as the workforce ages. Over the next several years, organizations will experience waves of retirement among Silents and older Boomers. The less populous Gen X and Gen Y will provide a shrinking pool of prime-age workers. Meanwhile, these four generations are working side by side, each at different life and career stages, each with different perspectives, needs, and expectations. This presentation will help you turn age diversity into a strategic advantage. Foster understanding and leverage the strengths of all generations. Avoid clashes and improve productivity. Learn best practices to motivate individual performance and maximize teamwork. Use age diversity as a lens through which to see the future, and manage the changing of the guard in your organization.

New Leaders™: Developing the Next Generation

The latest business dilemma facing organizations across the country is the leadership crisis. On the one hand, aging workers will be retiring in large numbers over the next ten years, leaving behind a growing number of leadership vacancies. On the other hand, fewer talented young workers are willing to follow the old-fashioned career paths that guaranteed leadership succession in the workplace of the past. This presentation will help you address and solve the leadership crisis in your organization. It offers business leaders, human resource professionals, and emerging leaders themselves new ways to think about leadership and new ways to prepare the next generation for leadership roles.

Winning the Talent Wars®

The labor market may fluctuate, but the number-one asset in any business will always be human talent. Organizations that are great at managing human capital will be able to get more work and better work out of every employee. Improve productivity and quality, while responding quickly and effectively to ever-changing business conditions. Based on first-hand stories from inside more than fifty world-class organizations, this presentation focuses on staffing, recruiting, orientation, on-boarding, training, development, knowledge management, performance management, leadership, and retention.

It's Okay to Be the Boss

Managing people is harder and more high-pressure today than ever before: There's no room for down time, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. Not only are they more likely to disagree openly and push back, but they also won’t work hard for vague promises of long-term rewards. They look to their immediate boss to help them get what they need and want at work.

How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone unless they really need you. After all, you don’t want to “micromanage” them and don’t have the time to hold every employee’s hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work…which leaves even less time for managing people…which opens the door for even more problems!

With his 'It's Okay to Be the Boss' message, Bruce Tulgan puts his finger on the biggest problem in corporate America—an undermanagement epidemic affecting managers at all levels of the organization and in all industries—and offers another way. His clear, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to: spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, correct failure quickly and reward success even more quickly. Now that’s how you set employees up for success and help them earn what they need.