1-page Paper based on readings from 1/21/19 (discuss how the info in the papers will be used in your Formal Report. Include this 1-page in your Report). my formal report topic company: LA fitnessreading: 1. https://www.orbitmedia.com/blog/competitive-conten…2. https://www.searchenginejournal.com/essential-guid…and two pdf blow
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NEW WORLD. NEW WORK
The Changing Landscape
of Employee Learning
and Development
EMPLOYEE LEARNING & ENGAGEMENT
Welcome to
Workforce 3.0
The biggest problem facing the workforce is not a lack
of people — it is a shortage of skills.1
According to recent statistics, US spending on corporate training grew
15% between 2013 and 2014, demonstrating the highest growth rate
in seven years.2 This constitutes a more than $70-billion investment
by corporations in the US and $130 billion worldwide.3
Fact:
In 2013, organizations across the US spent on average $1,169 per learner
on learning and development (L&D) initiatives.4
And yet, despite this massive level of investment — and despite that
the economy is slowly recovering from the 2008 recession — workers
in corporations today are more transient than ever before.
Employees of all ages and abilities are leaving old jobs for new opportunities at an astonishing rate. And while it often takes three to five years
to bring a professional to full productivity,5 many millennials (individuals born between 1980 and early 2000) will never hit that threshold. In
fact, 58% admit they expect to leave their jobs after three years or less.6
Porter, Eduardo. “Stubborn Skills Gap in America’s Work Force.” Economy. The New York Times, 08 Oct. 2013. Web.
Bersin, Josh. “Spending on Corporate Training Soars: Employee Capabilities Now A Priority.” Forbes/Leadership. Forbes Magazine, 4 Feb. 214. Web.
Ibid.
4
Ibid.
5
Ibid.
6
“The 2015 Millennial Majority Workforce.” The 2015 Millennial Majority Workforce Study. Elance-oDesk & Millennial Branding, n.d. Web.
1
2
3
Moving from Compliance to Engagement
Organizations invest millions annually to manage learning and to adopt
systems that support regulatory compliance (health and safety, workplace equality, harassment and discrimination). However, businesses
should regard compliance-related learning as the bare minimum. With
employees underperforming and leaving the business due to lack of
engagement with roles, with managers and with the company, organizations need to refocus their approach to learning and development. They
need to re-orient their efforts around improving employee performance;
build welcoming, flexible environments where workers can thrive; and
adapt their learning methods and delivery tools to align with next-generation expectations.
Fact:
51% of employees are not engaged at work, and 17.5%
are actively disengaged.7
In this eBook, we’ll explore the shifting landscape of corporate learning
and development. Specifically, we’ll explore the rapidly changing dynamics of the corporate workplace, investigate the learning needs, desires
and demands of tomorrow’s workforce, and examine the emerging tools,
technologies and methods that aim to meet these new demands.
7
“Majority of U.S. Employees Not Engaged Despite Gains in 2014.” Web log post. Gallup. Gallup, Inc., 28 Jan. 2015. Web.
New Type of
Workers
Exit the boomer, welcome the millennial
With a 50-plus-year age gap between the workforce’s oldest and youngest workers, and with many baby boomers opting to leave their jobs, it’s
no wonder organizations are struggling with their employees’ learning
and training demands.
Fact:
An estimated 78 million American baby boomers will file for retirement
benefits over the next 20 years, 10,000 of which, on average, retire every
single day.8
At one end of the spectrum are the baby boomers. Born in and around
the Vietnam War, these workers have dominated the corporate workforce, but are now nearing retirement. At the other end is the Gen Y —
hungry, restless and tech-savvy millennials — representing the youngest
generation of workers.
8
Sladek, Sarah, and Bob LaBombard. America’s Aging Workforce Crisis. Whitepaper. XYZ University and Gradstaff, 2012. Web.
Generations in Contrast 9
Baby Boomer
Generation X
Generation Y
(Millennials)
Born between 1945 and
1964
Born between 1965 and
1981
Born between 1982 and
2000
Nearing age of
retirement
Represents 60% of
current workforce
Expect to (or may need
to) work into their 60s or
beyond
Independent
Will occupy 50% of the
working population by
2020
Keepers of crossgenerational knowledge
Committed, hardworking, career focused
Loyal
Resourceful
Adaptable in their
approach to work
Believe in work-life
balance
Enjoy freedom and
autonomy
Thrive on diversity,
challenge, responsibility
Excellent multi-taskers
Smart, creative,
achievement oriented
Impatient—want instant
gratification
Prefer indirect communication channels (email,
texting, social media) to
face to face
“Best bet” leadership
candidates
Fact:
Generation Y at over 75 million will outnumber baby boomers in 2015.10
9
Collier, Elissa. “Workplace Warfare: Baby Boomers, Gen X and Gen Y.” Career FAQs. Career FAQs Pty Ltd, n.d. Web.
Fry, Richard. “This Year, Millennials Will Overtake Baby Boomers.” Web log post. Fact Tank. Pew Research Center, 16 Jan. 2015. Web.
10
A new type of worker demands new learning methods
With every generation of worker come innovations to improve productivity. Millennials are the YouTube™ generation. They can Google™
like the wind, and acquire and assimilate knowledge at a fantastic clip.
They have shorter attention spans and want to acquire knowledge in
real-time. While in the past, training for young workers meant attending
a weeklong conference, today most millennials prefer online learning
methods. They want their training delivered in bite-sized chunks using
interactive delivery methods, which they can pick and choose, thus
personalizing content to best suit their learning style and needs at any
moment. Finally, millennials want to assimilate, share and question their
learning, so they expect to be provided with ways to receive and provide
feedback using social networks, blogs and discussion forums.
The lost art of conversation
Are the technologies so popular with young workers changing the way
we communicate? MIT Professor Sherry Turkle is a clinical psychologist
and has spent her career studying the impacts of technology on society.
In the video below, she speaks to Bill Moyers about her book Alone
Together, and the impacts of mobile technology on our social and
working lives.
Video: Sherry Turkle on Being Alone Together
Seven ways to motivate a millennial
Restless, ambitious and defined by their use of technology, millennial
workers are a particularly challenging group of workers to motivate. They
tend to be turned off by rigid corporate structures and information silos
and are unconstrained by ‘how things used to be done.’11
Here are a few strategies for keeping your millennial workers
engaged and motivated:12
Explain the company vision
Help millennials understand how their role fits into a larger plan.
Prioritize community service
21% of millennials prioritize helping people in need.
Develop in-between steps and titles
Millennials are eager to advance and won’t wait five years for that
perfect promotion.
Give encouragement and regular feedback
Keep the communication lines open, letting them know how they are
doing and where they can improve.
Offer more flexibility
Tech-savvy millennials understand they can work anywhere, any time as
long as there’s an Internet connection.
Provide education and professional development
Millennials are hungry and keen to advance. Assign stretch projects.
Send them to conferences. Bring in guest speakers.
Give them time for personal projects
Millennials will feel more engaged and in control, and your innovation
strategy will benefit if you give young employees time to work on projects of their own choosing.
11
12
Millennials at Work Reshaping the Workplace. Rep. PWC, 2011. Web.
Meister, Jeanne. “7 Surprising Ways To Motivate Millennial Workers.” Web log post. 2020 Workplace Blog. 2020 Workplace, 24 Mar. 2014. Web
Retiring retirement
A significant proportion of our skilled workforce and leadership talent
are now sitting on the bubble of “retirement age.” But not every boomer
is ready to head out to pasture. Some are financially unable to retire,
while other “healthy agers” enjoy being productive and are reluctant to
stop working. Whatever the reason, these older workers have valuable
knowledge to employers and are worth retaining. With an impending skill
shortage looming, new untried millennials entering the workforce and a
very real leadership gap emerging, are we really ready to let go of these
highly skilled, valuable older workers?
Progressive employers are now actively seeking to adapt the working
world to accommodate an aging workforce, providing for these individuals by creating semi-retirement programs, new and adapted roles, and
strategic workplace changes.
Based on trends and changes related to the aging workforce, HR professionals both need and are beginning to:13
Formalize knowledge transfer between generations, establishing



mentorship programs
recording seasoned professionals performing tasks
job shadowing of older workers
Understand the needs of older workers by offering


flexible work arrangements
time off to care for aging parents
Explore phased retirement options such as



volunteering post-retirement
down shifting to part time
moving to less-intense job
Make adversaries into allies by


13
building bridges between younger and older employees
helping to overcome older-worker resistance to technology
The Aging Workforce. Rep. SHRM Foundation, 5 June 2014. Web.
Fact:
70–80% of workers aged 50 and older expect to continue to work past
traditional retirement age, however, most prefer to work outside the standard nine-to-five, five-day workweek.14
Proven best practices for accommodating
older workers
15
1.
Flexible half-retirement programs such as phased-in
retirement where retirees continue to work part time.
2.
Prioritizing older worker skills in hiring and promotion.
3.
Creating new positions or adapting old ones, by teaching
older workers new skills, overseeing projects or facilitating
intergenerational mentoring.
4.
Change workplace ergonomics to adapt to older workers’
physical and wellness needs.
Older worker implications for HR
16
14
15
16

Understand who knows what

Train managers to ask early and often

Look for cross-training opportunities

Develop phased-retirement options appropriate for your company
“Workplace Flexibility.” The Center on Aging and Work at Boston College. Boston College, n.d. Web.
North, Michael, and Hal Hershfield. “Four Ways to Adapt to an Aging Workforce.” Web log post. Harvard Business Review. Harvard Business School Publishing, 08 Apr. 2014. Web.
The Aging Workforce. Rep. SHRM Foundation, 5 June 2014. Web.
The rising wave of virtual workers
In the technology age, collaboration among workers can take many
forms. Most companies today have a distributed workforce scattered
around the globe. Knowledge workers now connect, form teams and
share knowledge using the Internet and a host of computer-based
multimedia and collaboration tools.
First emerging as a trend in the 1980s, and as technologies began to
enable “telecommuting” — amplified by significant world events such as
9/11 and the SARS pandemic — both virtual work and colleagues started
to become relatively commonplace in organizations. Today, this trend
shows no sign of flattening out. Experts project that within the next few
years, more than 1.3 billion people will work virtually.17
Some companies are still digesting the idea of the virtual worker —
unsure of the impact on productivity, innovation and team building.
For others, there is no other way. A good number of employers now
encourage workers to connect to the office virtually as it saves on office
space, offers employees more flexibility and work-life balance, reduces
stress and shortens/eliminates lengthy commute times that cut into the
workday.18
Four strategies to managing virtual workers
19
17
18
19
1.
Make the work enjoyable
2.
Provide latitude and structure
3.
Hire people who have successfully worked remotely in the past
4.
Reward overall results
Johns, Tammy, and Lynda Gratton. “The Third Wave of Virtual Work.” Web log post. Harvard Business Review. Harvard Business School Publishing, 01 Jan. 2013. Web.
Nemko, Marty. “The Biggest Workplace and Career Trend Predictions for 2015.” Editorial. Ideas. Time Inc., 30 Dec. 2014. Web.
Tabaka, Marla. “No Office? 4 Secrets for Managing Virtual Workers.” Web log post. Motivating. Inc.com, 20 May 2013. Web.
Training and the virtual worker
An A-team of virtual workers can be worth its weight in gold to an organization. However, without the benefit of face-to-face interactions, virtual
workers will experience communication and collaboration challenges. If
organizations are going to embrace the virtual worker, HR professionals
and leaders must identify skill gaps and ensure remote staff members
receive appropriate learning and development support.
(% of respondents)
Misunderstandings due to difference in
culture, language, inability to read people’s
expressions, etc
Difficulty in leading teams remotely
Difficulty in building camarederie
and trust
Difficulty managing team members’
productivity
Managing information overload
Loss of productivity due to IT problems
Technical and/ or cost issues
Security of information (eg, fears over loss
of intellectual property, etc.)
Other, please specify
None of the above
10
20
30
40
50
Note: Respondents were allowed to choose up to three responses.
Source: The Economist Intelligence Unit, “Managing virtual teams: taking a more strategic
approach”, 2009
Figure 1: Primary Challenges of Managing a Virtual Team20
20
What’s Next: Future Global Trends Affecting Your Organization. Whitepaper. SHRM Foundation, Feb. 2014. Web.
60
Examples of best practices in virtual team training

Hosting team-building sessions to develop a mission statement, set
team objectives and clarify roles, and create a shared group identity

Offer members courses on etiquette and meeting management

Use information-sharing technologies such as virtual knowledge
repositories for extensive training

Use cultural awareness exercises to break down stereotypes,
improve communication, and clarify role expectations
Top training requirements for virtual teams
21
22
1.
2.
Leading a virtual meeting
3.
Managing external relationships with local managers
4.
Evaluating and rewarding individual contributions to the team
Coaching and mentoring virtual team members
Dorr, Meena, and Kip Kelly. Developing Real Skills for Virtual Teams. Rep. UNC Kenan-Flagler Business School, 2011. Web.
Ibid.
22
21
Freelancers and the competency marketplace
“In a traditional workforce, the worker serves the system; in a
knowledge workforce the system must serve the worker.”
– Peter Drucker 23
In previous generations, being a “temp” worker carried some stigma.
These individuals, brought into an organization to fill in gaps or deal with
an overflow of work, weren’t considered to be part of the organization—
possessing fewer skills and training than their full-time counterparts.
However, this is no longer the case. Today, nearly one third of American
workers, or 53 million people, are involved in some kind of freelance
activity.24 This new competency-based marketplace is serving up some
of the most senior and talented professionals from CFOs and CMOs to
attorneys, business analysts, and computer programmers. So why are
individuals with world-class training attracted to freelancing? For some,
freelancing or consulting is a strategy employed when transitioning
between roles. A kind of “date before you get married” way of working –
if you will. For others, the flexibility, challenges, and lifestyle/professional
rewards offered by independent work make it an attractive alternative to
full-time employment with an organization.
Fact:
41% of managers plan to hire more freelancers in the next five years.25
Why do workers choose to be
freelancers?
Why do hiring managers like
freelancers?

Variety


Additional income

Flexibility in work location and hours
Shift in mindset from “who do I want to hire
for the next five years,” to “who do I want to
use on this project for the next five weeks.”

Access to technology


Emerging co-working spaces
Work—including high-end work—is more
modular

Reduced risk of burnout

Fills in talent shortages
26
27
Drucker, Peter F. “They’re Not Employees, They’re People.” Web log post. Harvard Business Review. Harvard Business School Publishing, n.d. Web.
Horowitz, Sara, and Fabio Rosati. “53 Million Americans Are Freelancing, New Survey Finds.” Web log post. Freelancers Union Broadcasting Network. Freelancers Union, 4 Sept. 2014. Web
Greenstone Miller, Jody, and Matt Miller. “The Rise of the Supertemp.” Web log post. Harvard Business Review. Harvard Business School Publishing, n.d. Web.
26
Horowitz, Sara. “Freelancing in America 2015 Report.” Freelancers Broadcasting Network. Freelancers Union, 1 Oct. 2015. Web.
27
Drucker, Peter F. “They’re Not Employees, They’re People.” Web log post. Harvard Business Review. Harvard Business School Publishing, n.d. Web.
23
24
25
New types of workers require new strategies
for engagement and retention
28
Drawn to flexibility, more hiring managers plan to leverage freelancers.
This trend toward an on-demand workforce presents HR with a new
set of challenges related to engagement and retention of independent
contractors. Organizations will need to rethink their traditional approach
to skills development and training—typically built around permanent,
full-time staff—and adapt programs to support the rising number of
mobile professionals.
Fact:
Employee engagement and retention rates are 30–50% higher for organizations with a strong learning culture.29
28
29
Disselkamp, Lisa, Werner Nieuwoudt, and David Parent. Deloitte University Press. Rep. Deloitte Development LLC., 27 Feb. 2015. Web.
Bersin, Josh. “Becoming Irresistible: A New Model for Employee Engagement.” Deloitte University Press. Deloitte Development LLC, 26 Jan. 2015. Web.
Key questions for HR & leaders working with
the on-demand workforce
How do we recruit?
Freelancers now come from a highly diverse talent pool, and hiring must
tap into expert networks and other specialist organizations. HR must
understand the compensation and tax implications of a contract worker’s location, and manage new rules such as the Affordable Care Act.
ACTION: Proactively plan for hybrid workforce that includes owned and
on-demand employees.
How do we manage?
How do freelance workers change the way we onboard, manage, set
goals, and engage staff? Do the rules used for full-time staff still apply?
ACTION: Assign ownership and governance of an on-demand workforce.
How do we administer and oversee?
HR may not even be aware of the freelancers at work in an organization.
Hired through line-of-business procurement, these workers are likely
not included in the HR system. To better support internal demand for
contract staff, HR organizations should seize the opportunity to become
a resource for their line of business managers, providing centralized
access and integration into online contingent expert networks.
ACTION: Develop HR and IT systems to support on-demand talent.
How do we engage and integrate freelancers into the
corporate culture?
While not employed full time, contingent workers are still part of the
organization, and contribute (negatively or positively) to its culture. As
such, they should be folded into the same kinds of onboarding, learning
and development, and performance management programs as full-time
employees to ensure they stay engaged and properly represent the
company.
ACTION: Offer compressed, flexible onboarding for freelancers b …
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