Archive for the ‘Human Resources’ Category

Creating a Top-Notch Talent Management Program

Organizations recognize that they do better business when their people are engaged, motivated, and yes, talented. Having the right people in place at the right time is a key aspect to continued growth, success, or even just stability. This course will provide you with just what it takes to have the right people ready. It will help you create a program to measure the talents of your people and how to help them grow in preparation for the future. It will also help you support and grow your organization by teaching you how to apply the most current research and adapt your organization to the ever-changing marketplaces.

This one-day workshop will help you teach participants how to:

  • Apply the multifaceted aspects of talent management in their own organizations
  • Describe the skills required to manage high potential candidates
  • Recognize and foster talent within an organization
  • Explain the principles of competency based management
  • Use the language for talent management

Introduction and Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

Understanding Talent Management
To begin, participants will explore where talent management originates and the value of developing an actual program.

Understanding Performance Management
Next, participants will look at the shared management model of performance management, and how it differs from talent management.

Understanding Succession Planning
This session will give participants an introduction to succession planning. Topics covered will include a glossary of terms, how to identify critical people and resources, and how to perform a risk assessment.

Creating a Talent Management Plan
In this session, participants will learn about the three steps to any talent management program and how to develop a vision.

About Competency Based Programs
Next, participants will learn about competencies and competency models, including Goleman’s emotional intelligence model.

Identifying Talent
This session will explore the five key talent groups in any organization through discussion and a case study. Participants will also learn about fast track programs.

Bring on Bench Strength
In this session, participants will look at how to use existing human resource programs to support talent management.

Conducting Talent Assessments to Create a Talent Profile
Next, participants will learn a three phase process for creating a talent profile and a method for compiling results. They will also have the chance to start working on a talent profile form for their organization.

Keeping People Interested
This session will explore the concept of abilities and aspirations through discussion and a case study. Participants will also learn some tips to help keep their superstars performing.

Talent Review Meetings
In this session, participants will learn about the structure of a talent review meeting and important follow-up activities.

Show Me the Money!
Next, participants will look at the role of compensation in a talent management plan.

Communicating with High Potentials
This session will look at both sides of the debate on whether or not to tell high potentials of their status.

Development Strategies
In this session, participants will learn about key personal development strategies, including SMART goals, 360° feedback, coaching, mentoring, and creative development methods.

Reality Check!
Participants will explore talent management strategies from three leading organizations in this session.

Fostering Engagement
According to the Gallup Management Journal, only 26% of employees in an average organization are engaged. This session will give participants ten C’s to get their employees engaged and active.

Evaluating the Plan
In this session, participants will learn about a six-stage evaluation process that they can use to keep their talent management program moving.

Workshop Wrap-Up
At the end of the workshop, students will have an opportunity to ask questions and fill out an action plan.

Stress Management

Today’s workforce is experiencing job burnout and stress in epidemic proportions. Workers at all levels feel stressed out, insecure, and misunderstood. Many people feel the demands of the workplace, combined with the demands of home, have become too much to handle. This one day workshop explores the causes of such stress, and suggests general and specific stress management strategies that people can use every day.

Specific learning objectives include:

  • Understand that stress is a positive, unavoidable part of everybody’s life
  • Recognize the symptoms that tell you when you have chronic stress overload
  • Identify those situations in your life that cause you the greatest stress
  • Identify those actions which add to your stress
  • Change the situations and actions that can be changed
  • Deal better with situations and actions that can’t be changed
  • Create an action plan for work, home, and play to help reduce and manage stress

Introduction and Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

Defining Stress and How It Affects Us
To begin, participants will discuss how they would currently handle stressful situations. Participants will also define stress, and they will learn what their score on the pre-assignment (the Holmes-Rahe stress scale) means. To conclude the session, participants will discuss the role of gender and health on stress.

What Is Stress About?
This session will explore the four things that stress is about. Participants will also learn about the positive effects of stress and what eustress is.

Building a Solid Foundation
Next, participants will learn about the four pillars of stress management. Special focus will be given to relaxation techniques.

Mental Strategies
This session will give participants two mental strategies to manage stress.

Stress at Work
During this session, participants will complete a stress inventory to help them identify areas of stress at work. Participants will also identify some solutions for work-related stress.

Time Management Tips
A little bit of planning can go a long way towards reducing stress. Participants will work in small groups to brainstorm ways of managing time.

Stress at Home
Next, participants will get some tips on running their household in a way that reduces stress, including budgeting, planning meals, general organization, and chores.

Drainers and Fillers
To wrap things up, participants will identify the things that drain and energize them. They will also take another look at the stressful situations from this morning to see how they might approach those situations differently now.

Workshop Wrap-Up
At the end of the day, students will have an opportunity to ask questions and fill out an action plan.

Problem Solving and Decision Making

We make decisions and solve problems continually. We start making decisions before we even get out of bed (shall I get up now or not?). Sometimes, we will have made as many as 50 decisions by the time we leave for work. Despite all the natural decision making that goes on and the problem solving we do, some people are very uncomfortable with having to make decisions. You may know someone who has a hard time making decisions about what to eat, never mind the internal wrestling they go through in order to take on major decisions at work.

Likewise, we’ve probably all looked at a solution to something and said, “I could have thought of that.” The key to finding creative solutions is not just creativity, although that will certainly help. The answer rests in our ability to identify options, research them, and then put things together in a way that works. Having a process to work through can take the anxiety out of problem solving and make decisions easier. That’s what this two-day workshop is all about.

This two-day workshop will help you teach participants how to:

  • Apply problem solving steps and tools
  • Analyze information to clearly describe problems
  • Identify appropriate solutions
  • Think creatively and be a contributing member of a problem solving team
  • Select the best approach for making decisions
  • Create a plan for implementing, evaluating, and following up on decisions
  • Avoid common decision-making mistakes

Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

Definitions
To begin, participants will explore what problem solving and decision making means. They will also learn the eight essentials to defining a problem and apply these concepts to a simple case study.

Making Decisions
Next, participants will learn about different types of decisions, the difference between facts and information, and common decision making traps.

Getting Real
Next, participants will review their pre-assignment. This will help them evaluate how they currently solve problems.

The Problem Solving Model
During this session, participants will learn about a three-phase model that they can apply to most problems. They will also have an opportunity to apply the model to two case studies.

The Problem Solving Toolkit
This session will look at seven basic problem solving tools and two advanced tools (the degrees of support and fishbone analysis). Creative thinking methods, including brainstorming and brainwriting, will also be discussed.

Aspirinia
Next, participants will work through a case study that will help them internalize and apply the concepts learned so far.

Swotting Up
Solving business problems can be a bit different than everyday dilemmas, so this session will show participants how to use SWOT analysis in their organization.

Making Good Group Decisions
Next, participants will learn about some things that are essential for team problem solving.

Analyzing and Selecting Solutions
This session will look at the second phase of the problem solving model: making a decision.

Planning and Organizing
To wrap the course up, participants will learn how to complete the third phase of the problem solving model. Topics will include planning and organizing a solution, completing a follow-up analysis, evaluating results, adapting with change, and celebrating success.

Workshop Wrap-Up
At the end of the course, students will have an opportunity to ask questions and fill out an action plan.

Conducting Effective Performance Reviews

This three-day workshop will help you teach participants:

  • The importance of having a performance review process
  • How to work with employees to set performance standards and goals
  • Skills in giving feedback, listening, and asking questions
  • A proven interview process
  • How to make the performance review legally defensible

Introduction and Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

Basics of Performance Appraisals
This session will begin with a lecture on the history performance appraisals. Then, participants will move into small groups to discuss of the value of appraisals.

Employees’ Concerns about PAs
We will explore some concerns about appraisals and possible responses in a lecture.

What Makes PAs a Defensible Process?
This session will discuss some things that participants can do to ensure that their performance appraisal process is defensible.

Stereotypes
There are four ways that a person can stereotype without necessarily being aware of it. Participants will also explore their own stereotypes in an individual exercise.

The Performance Management Process
To begin, participants will look at the four-stage performance management process through a lecture. Then, participants will work in small groups to review some sample appraisal forms.

SMART Goals
During this session, we will learn about the SMART acronym for goals and re-write some goals to meet these criteria.

Goal Setting
We will continue our work with goal setting by looking at some other considerations and completing a short individual exercise.

The Performance Management Cycle
This session will explore the first two stages of the performance management cycle: the basis for review and the performance standard. BARs and KRAs will also be discussed briefly.

Setting Standards
We will demonstrate the importance of standards through a short exercise, and then we will discuss the exercise and some general points.

Performance Development Plan
The fourth element in the performance management cycle is a performance development plan. We will briefly discuss the components of this type of plan during this session.

Feedback and Communication
The need for basic communication skills and proper feedback will be demonstrated through an individual exercise. Then, we will discuss some communication tips.

Listening and Asking Questions
We will explore these two key communication skills through a combination of lectures, individual exercises, and small group work.

Feedback
Feedback is another critical element of the performance management process. After a brief discussion on feedback, participants will work through several case studies to further explore feedback principles.

Characteristics of Effective Feedback
There are six characteristics of effective feedback. During this session, we will examine each characteristic through a lecture and case studies.

Accepting Criticism
Accepting criticism from others can be very difficult. We will offer participants some ways to make accepting criticism a little easier.

Planning the Interview
This session will look closely at some things you should do before delivering the performance appraisal.

The Interview
During this session, we will examine a basic interview format. We will then practice the format through a role play.

Day Three Overview
The morning of Day Three will be spent role-playing each stage of the performance appraisal process. Each role play will be followed by discussion and feedback from the trainer and from other participants.

Maintaining Performance
Once an employee has achieved a particular level of performance, we usually want them to maintain that level. This session will explore some ways of doing that.

Behavior Contracts
This session will examine behavior contracts, a tool that can be used to help an employee achieve a goal or a level of performance. We will also look at rewards that can be used.

Handling Performance Problems
During this session, we will discuss what to do if an employee is not achieving a particular level of performance.

The Worst Case Scenario
The worst case scenario for many employers is having to fire an employee. We will look at how to handle this situation in a lecture. Then, participants will practice their skills in a role-play.

Pre-Assignment Review
To sum up the past three days, participants will look at their pre-assignment, identify areas of improvement, and develop an action plan.

Performance Management Checklists
To conclude the workshop, we will review some checklists that you can use during the performance management process.

Workshop Wrap-Up
At the end of the day, students will have an opportunity to ask questions and talk with the trainer.

Performance Management: Managing Employee Performance

Inspiring someone to be their best is no easy task. Just how do you manage for optimum performance? How do you create a motivating environment that encourages people to go beyond their best? This one-day workshop will help you teach participants some ways of achieving those tasks, including:

  • Tools to help employees set and achieve goals.
  • A three-phase model that will help participants prepare employees for peak performance, activate their inner motivation, and evaluate their skills.
  • Motivational tools and techniques.
  • Coaching methods and skills.

Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop.

The Shared Management Model
To begin, participants will learn about the three-phase model that will be the focus of this course. Participants will also learn about making the employee their own internal manager.

Setting Goals
Next, participants will use a goal setting tool to set some goals for the workshop. Then, they will learn how to use this tool in the performance management process.

Phase I (Preparation)
During this session, participants will explore how to prepare the employee to go beyond their best using coaching and training. We will also talk about choosing the right person for the job and setting standards.

Phase II (Activation)
Participants will learn what the activation phase is all about. They will also learn ways to turn employees into self-motivators.

Phase III, Part A (Ongoing Evaluation)
Evaluation is a key component of managing for performance. This session will look at ongoing evaluation, particularly constructive feedback.

Phase III, Part B (Formal Evaluation)
Next, participants will learn about formal types of evaluations, including performance reviews.

Workshop Wrap-Up
At the end of the day, students will have an opportunity to ask questions and fill out an action plan.

Orientation Handbook: Getting Employees Off to a Good Start

An effective human resource professional knows that managing employee performance is more than conducting performance reviews or disciplining staff. Performance management begins with an orientation to the organization and the job, and continues on a daily basis as employees are trained and coached.

A thoughtful new employee orientation program, coupled with an employee handbook that communicates workplace policies, can reduce turnover and save your organization thousands of dollars. Whether your company has two employees or a thousand employees, don’t leave employee retention to chance. Give them what they need to feel welcome, know why they were hired, and know how to do the job.

Learning objectives for participants include:

  • Understand how important an orientation program is to an organization.
  • Identify the role of the human resource department in the orientation program.
  • Recognize how the commitment curve affects both new employees and their managers.
  • Know what companies can do to deliver their promise to new employees.
  • Determine the critical elements of effective employee training.
  • Establish the importance of having an employee handbook for new and long-term employees.

Introduction and Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

Finding, Hiring, and Keeping Good People
To begin, participants will discuss the organizational activities required to find, hire, and keep good people, and how those activities tie into an orientation process.

Building Employee Commitment
Next, participants will learn about the four pillars of commitment: clarity, competence, influence, and appreciation.

Perception
During this session, participants will explore how perceptions and appearances can affect orientation.

Fast Track Orientation
This session will discuss what kind of orientation is best for short term employees.

Designing a Successful Orientation Program
Next, participants will think about their own experiences with orientation. They will combine this with a list of common orientation mistakes to develop a framework for designing a successful program.

The Eight Orientation Habits of World-Class Employers
During this session, participants will learn what world-class employers do to make their orientation program a success.

Obtaining Buy-In
This session will give participants some ways to get buy-in from supervisors for the orientation program.

The Commitment Curve
Next, participants will learn about the employer/employee commitment curve, and how to make the orientation process work with it.

Characteristics of a Successful Orientation Process
During this session, participants will discuss the top ten characteristics of a successful orientation process and how they can incorporate those items into their organization.

Employee Training
Participants will spend this session completing Kolb’s learning style inventory and learning how it applies to employee orientation and training.

Addressing Learner Needs and Expectations
This session will teach participants how to define training expectations.

Working with External Providers
Next, participants will discuss what to consider when working with external providers during orientation.

Adult Learning
This session will introduce participants to the principles of adult learning. Participants will also discuss how to incorporate these principles into orientation and training.

How to Build and Sustain Interest
During this session, participants will learn how to motivate their employees during orientation.

Bridging the Generation Gap
Next, participants will take a brief look at resolving generational issues.

Creating Employee Manuals
During this session, participants will discuss what should be included in employee handbooks.

A Checklist for Success
To wrap up the day, participants will create a checklist of necessary items for their orientation. Then, they will work with a partner to brainstorm ways to improve their current orientation process.

Workshop Wrap-Up
At the end of the day, students will have an opportunity to ask questions and fill out an action plan.

Onboarding: The Essential Rules for a Successful Onboarding Program

Did you know that most employees decide to leave a job within their first 18 months with an organization? When an employee does leave, it usually costs about three times their salary to replace them.

You can greatly increase the likelihood that a new employee will stay with you by implementing a well-designed onboarding program that will guide the employee through their first months with the company. This two-day workshop will explore the benefits of onboarding, show you how to design an onboarding framework, give you ways to customize the program for different audiences (including managers and executives), and demonstrate how to measure results from the program.

(Statistics from a 2007 study by the Wynhurst Group)

Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

Defining Onboarding
To start, participants will explore what onboarding is (and is not) and how it differs from orientation. Participants will also identify some of the business benefits of a successful onboarding program. To conclude the session, participants will discuss some factors for success and some issues that can lead to failure.

Creating the Onboarding Steering Team
This session will look at who should make up the team that will steer the onboarding program and what their role should be.

Gathering Supporting Information
Next, participants will learn what key processes, programs and stakeholders should be included in the onboarding development process. Participants will also receive a list of questions that they can use to shape the program’s vision. Then, participants will practice creating a vision for a fictional company.

Setting Goals
In this session, participants will learn the six elements of a good goal, summarized by the SPIRIT acronym.

Developing the Program
The majority of the afternoon of Day One will be spent exploring the general components of the different phases of an onboarding program: pre-work and the first day, week, month, and year. At the end of the session, participants will classify different activities into each phase.

A Personal Onboarding Plan
To conclude the first day, participants will work on a personal onboarding plan for a fictional case study.

Customizing the Framework
To begin the second day, participants will create a full onboarding program outline for their fictional company.

Measuring Results
In this session, participants will brainstorm what results they can measure to evaluate the success of their onboarding program and how they can gather data.

Branding the Program
Next, participants will look at the elements of a well-designed brand and how to apply it to their onboarding program.

Onboarding Executives
This session will give a brief introduction on how onboarding programs for executives may differ from programs for the rest of the organization.

Understanding Employee Engagement
In this session participants will learn about the Gallup studies on engagement, and what they can do to make sure employees are checked in.

Ten Ways to Make Your Program Unique
A well-designed, unique program can be an ambassador for your company. This session will give participants some ideas for making their onboarding program stand out.

Fun and Games
Your onboarding program doesn’t have to be all work and no play, as long as employees are learning or building relationships while they are playing. In this session we’ll share some of our favorite onboarding and training games.

Case Study Analysis
To conclude the workshop, participants will review the case studies that they gathered for a pre-assignment and create a list of best practices.

Workshop Wrap-Up
At the end of the workshop, students will have an opportunity to ask questions and fill out an action plan.

Customer Service Training: Managing Customer Service

This one-day workshop will help you teach participants how to:

  • Identify ways to establish links between excellence in customer service and business practices and policies
  • Develop the skills and practices that are essential elements of a customer service focused manager
  • Recognize what employees are looking for to be truly engaged
  • Recognize who their customers are and what they are looking for
  • Develop strategies for creating engaged employees and satisfied customers

Introduction and Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

Changes in Customer Service
To begin the day, participants will explore who their customers are and how that has changed during the years.

Creating Excellence
This session will look at Curt Coffman’s and Gabriel Gonzalez-Molina’s twelve conditions for creating excellence.

Communication Skills
This session will help participants develop their listening and questioning skills – two cornerstones for great customer service.

Suspending Frame of Reference
During this session, participants will explore two advanced communications tools: the frame of reference and the Johari window.

Stereotypes
We all categorize and generalize; it helps us understand the world. This session will help participants identify their own stereotypes and ways that they themselves might be stereotyped.

Giving Undivided Attention to Others
This session will address two ways that we can pay better attention to others: attending and observing.

Leadership
This session will focus on The Situational Leadership Model, developed by Paul Hersey of the California Centre for Excellence. Participants will take the test, score themselves, and then examine their style in detail.

Engaging Employees
This session will explore the key behaviors of great managers. Participants will also identify ways to engage different types of employees.

Follow the Leader
Participants will explore leadership characteristics through a fun, thought-provoking activity.

Developing a Service Management System
To wrap up the workshop, we will look at a team approach to customer service.

Workshop Wrap-Up
At the end of the day, students will have an opportunity to ask questions and fill out an action plan.

Hiring for Success: Behavioral Interviewing Techniques

Interviewing sounds easy enough: you arrange for a conversation between you and potential candidates, and then select the best person for a particular position. But what if you could refine the process in such a way that you were confident that you are selecting the right person? How do you separate the good from the great, when they have similar work experience and strengths to offer? This workshop will give you the skills and tools to hire successful candidates.

This two-day workshop will help you teach participants how to:

  • Recognize the costs incurred by an organization when a wrong hiring decision is made.
  • Develop a fair and consistent interviewing process for selecting employees.
  • Prepare better job advertisements and use a variety of markets.
  • Be able to develop a job analysis and position profile.
  • Use traditional, behavioral, achievement oriented, holistic, and situational (critical incident) interview questions.
  • Enhance communication skills that are essential for a skilled recruiter.
  • Effectively interview difficult applicants.
  • Check references more effectively.
  • Understand the basic employment and human rights laws that can affect the hiring process.

Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

History of the Interviewing Process
The day will begin with a brief lecture on the history of the interviewing process, including Alfred Binet’s ideas, stress interviewing, and structured interviewing.

The Recruitment and Selection Process
During this session, we will take a quick look at the six stages of the hiring process.

Factors in the Hiring Process
We will examine the three levels of factors in the hiring process in this session.

Cost Analysis
During this session, participants will analyze the cost of hiring an employee.

Job Analysis and Position Profiles
Determining just what you’re hiring for is the second stage of the hiring process. We will look at performing a job analysis and writing a position profile in this session.

Determining the Skills You Need
Once you have analyzed what the job will entail, you will need to determine what technical and performance skills the candidate will need. We will examine various ways of doing this during this session.

Finding Candidates
During this session, we will examine the advantages and disadvantages of various advertising methods.

Advertising Guidelines
If you’re going to spend time and money looking for a candidate, you should make sure your ad passes the ten tests of advertising. In this session, participants will learn about these tests and apply them to job advertisements.

Screening Resumes
Now that you have the stack of resumes on your desk, what are you going to do with them? Our recommendation is to use a resume screening guide. During this session, participants will learn what that is, how to develop one, and how to use it.

Performance Assessments
In addition to interviewing, you may also choose to have candidates complete a technical or performance exercise. Participants will look at both types of exercises in this session.

Problems Recruiters Face
During this session, participants will discuss some common mistakes recruiters make and how to avoid them.

Interviewing Barriers
There are also some human mistakes that recruiters make; that will be your focus during this lecture.

Non-Verbal Communication
During an interview, it is crucial to be aware of the non-verbal signals that you are giving and receiving. In this session, participants will explore some of these signals through a lecture and an exercise.

Types of Questions
Obviously, the ability to ask questions is crucial to an interview. During this session, participants will learn how to use open questions, closed questions, and probes.

Case Study: Itlex Manufacturing
To wrap up the first day, participants will work on a case study to help Mitchel Hampton figure out why he had to fire an employee he recently hired.

Traditional vs. Behavior Interviews
During this session, participants will look at what behavioral interviewing is and how it differs from traditional interviewing. Participants will also have the opportunity to develop some sample behavioral questions.

Other Types of Questions
There are two more key types of questions that you can use during an interview: achievement oriented and holistic. Participants will take a brief look at both types during this session.

The Critical Incident Technique
Another type of interview question asks the candidate how they might behave in a certain situation. Participants will explore why these questions are so valuable, how to develop them, and how to use them.

Listening for Answers
Listening for what the candidate does and does not say is just as important as asking the right questions. During this session, participants will learn some key listening skills.

Difficult Applicants
During this session, participants will role play one of four difficult applicants in a mock interview. They will also learn ways to get the information they’re looking for out of these types of people.

Interview Preparation and Format
During this session, participants will learn some things that they should do before, during, and after the interview.

Other Interview Techniques
During the interview, there are some techniques that interviewers can use to keep things moving. This session will cover five of the most common methods.

Scoring Responses
During this session, participants will learn how to use performance-based rating scales.

Checking References
In this session, participants will learn how to check references and use a reference guide.

Human Rights
Through a brief lecture, participants will learn about some of the key human rights issues that recruiters face.

Skill Application
Participants will spend the afternoon of Day Two developing an interview guide and role-playing the interview using all the skills they have learned.

Pre-Assignment Review
The course will wrap up with a review of the pre-assignment.

Workshop Wrap-Up
At the end of the course, students will have an opportunity to ask questions and fill out an action plan.

Generation Gap: Closing the Generation Gap in the Workplace

There are currently five generations in the workforce, and employers faced with mass retirements of baby boomers are looking for ways to prepare for the changes that will result. This one-day workshop examines the history and reality of the generation gap as an issue.

Whether defining the actual limits of each generation is really important, or the merits of people within the context of employment, is the bigger issue that is explored. Understanding others helps us to understand ourselves and to manage the people that we work with. Problems, solutions, and strategies are explored to help overcome issues of the generation gap.

Specific learning objectives include:

  • Develop understanding of where the generation gap issue surfaces, and the impact it has on the modern workforce
  • Understand and apply language that is specific to each generation currently in the workplace
  • Explore organization strategies that overcome gap issues
  • Evaluate the need and effectiveness of recruiting, retention and succession plans in context of the generation gap

Introduction and Course Overview
You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

History in Brief
To begin, participants will look at how the generation gap is defined and where it comes from. Participants will also determine similarities and differences amongst themselves.

Finding Common Ground
As individuals, we have more in common at work than we may think. This session will teach participants how finding things that are in common can be useful when deciding how to approach differences.

Silents, Boomers, Xers, Ys, and Millennials
This session will look at common generation definitions in an effort to understand their history.

Recruiting that Bridges the Gap
During this session, participants will explore generation-specific factors that affect retention and recruiting.

Pre-Assignment Review
This session will review the pre-assignment and explore common generalizations.

Solutions
During this session, participants will identify targeted ways to appeal to different generations.

The Value of Planning
Participants will learn how succession planning and coaching can increase an organization’s sustainability.

Holding on for the Good Times
During this session, participants will look at the effect the generation gap has on retention.

Developing Targeted Retention Strategies
Next, participants will learn how to use the generation gap to their advantage when developing retention strategies.

What We Really Want
To wrap up the day, participants will explore how to use proven techniques to make our workplace engaging.

Workshop Wrap-Up
At the end of the day, students will have an opportunity to ask questions and fill out an action plan.