1. 03/11/08Page - 1 Maintaining Training During Economic Constraints Presented by Mike Peters

2. 03/11/08Page - 2 Fact or Fiction ? Training is not important to the organization’s strategy in hard times

3. 03/11/08Page - 3 FICTION! Facts are: Training can ease the pain when the going gets tough Younger employees want to rise in the organization at a faster pace Organizations that have effectively aligned all of their talent development functions can more readily assess performance gaps CII RS 200-1

4. 03/11/08Page - 4 Fact or Fiction ? Developing talent is beneficial to the bottom line

5. 03/11/08Page - 5 FACT! Benefits of Talent Development: EBITDANet Profit MarginReturn on Equity Peer Group Top Performers + 11% + 31% + 48% Source: The Hackett Group 2008

6. 03/11/08Page - 6 Fact or Fiction ? My key talent won’t desert me because they have nowhere to go

7. 03/11/08Page - 7 FICTION! Facts are: 60% will change companies at least three times to advance their careers Your most skilled employees might be the first to leave High performers thrive on development opportunities Never take your talent for granted CII RS 200-1

8. 03/11/08Page - 8 Fact or Fiction ? Those entering the workforce are not adequately prepared

9. 03/11/08Page - 9 FACT! Source: Softscape – Results from past three “State of the Global Talent Nation” surveys of HR professionals 2006 64% NOT adequately prepared 2007 86% NOT adequately prepared 2008 94% NOT adequately prepared Organizations struggle to prepare workforce to meet growth demands

10. 03/11/08Page - 10 Fact or Fiction ? Career and development plans should take a back seat

11. 03/11/08Page - 11 FICTION! Facts are: These are the plans that jumpstart progress Training provides employees with renewed career focus Training helps morale of an organization Training shows employees you are willing to invest in them regardless of the economics

12. 03/11/08Page - 12 What Business Environment Changes Impact OUR Workforce? Skill Shortage 41% Business Growth 21% Hiring Needs 13% Changing Processes 5% Staff Demographics 8% Other 12% CII 2007 Survey Results

13. 03/11/08Page - 13 Global trends fuel the need for Training Tightening Labor Market: 9% fewer workers starting careers than those leaving the workforce through 2011 Globalization: Blending of diverse skill sets Changing Demographics: Addressing needs of different age groups

14. 03/11/08Page - 14 Are you hitting the Generational Training target?

15. 03/11/08Page - 15 Generational Training Puzzle DemographicClash PointMethods of Engaging Methods of Training Traditionalist/ Silent Gen. (before 1946) I learned the hard way; let’s see if they’ll rise to the top Lessons learnedSharpen their skills, instructor-led training Baby Boomer (1946-1964) Train, but don’t over train, because they’ll leave Views training as a perk or way to move ahead Instructor-led, class room based training, scenarios Gen Xer (1965-1980) The more I learn, the more I’ll stay Need to continue to add new skills to their tool belt Technology-based formats for flexibility: i.e. mobile phone, PDA’s Wants continuous access to training, quick and on demand. Gen Y/ Millennial (1981-1999) Opportunities for continuous learning is a way of life Collaborative learner centered environment, hands on, interactive & fun Use wikis, pod casts to learn & network with others Enjoy being mentored by Traditionalists & Baby Boomers

16. 03/11/08Page - 16 Workplace Strategies ManagingActions Valued by GroupExamples of Behavior Working with Traditionalists Born before 1946  Honor the chain of command  Respect for authority and want it in return  Offer job security  Value the legacy they’ve built  Honor my dedication  Appreciate that for some the Lab has been their only employer  Value my experience  Respect the insights gained over the years  Ask them to mentor others Working with Baby Boomers 1946-1964  Flexibility to accommodate multiple life demands  “Workaholics”  Sandwich generation  Looking to find balance in their lives  Burned out  Believes teamwork & relationship building is important  Sense of who they are is connected to their career  Demonstrated hard work and loyalty to the institution is one way to get ahead (60-hr work week) Descriptions provided below are common to American culture and could vary among different cultures outside the United States. It is important to remember that not all traits apply to all generations. These are general themes and not rigid stereotypes.

17. 03/11/08Page - 17 Workplace Strategies (cont.) ManagingActions Valued by Group Examples of Behavior Working with Gen Xers 1965-1980  Open communication regardless of position, title or tenure  View the organizational charts as flat  Wants and gives an open-door policy  Respects production over tenure  Loyalty to a person or project  Look for a person to whom they can invest loyalty, not an organization  Build tools for the tool belt  See no problem changing jobs to advance professionally  Fun at work is a good thing  Fun is a natural part of collaboration

18. 03/11/08Page - 18 Workplace Strategies (cont.) ManagingActions Valued by Group Examples of Behavior Working with Millennials 1981-1999  Challenge me  Confident & High self esteem  Desire to work on projects that really matter  Their work is making a difference  Offer more responsibilities as a reward for accomplishments  Adjust level of expectations by keeping lines of communication open  Give me something to learn  Affinity and great respect for Traditionalists  Mentor  Training and development  Provide feedback  Use and expect instantaneous, worthwhile feedback  Accelerate development opportunities  Honesty is the best policy  Lay out the specifics on hours, pay and job conditions  Show the working conditions before the offer

19. 03/11/08Page - 19 ManagingActions Valued by Group Examples of Behavior Working with Millennials 1981-1999  High expectations of self and employer  Aim to work faster and better than other employees  Seek fair and direct managers who are highly engaged in their professional development  On going learning  Seek out creative challenges and view colleagues as vast resources from whom to gain knowledge and build social networks  Immediate responsibility  Make a difference day 1  Goal-oriented  Desire small goals with tight deadlines to build ownership of tasks Workplace Strategies (cont.)

20. 03/11/08Page - 20 Think about your development.. Sources for training Chance to “stretch” with in your organization Short term assignments http://www.pmi.org/CareerDevelopment provides links to training websites offerings

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