1.
The biggest millennial learning myth
Millennials prefer micro-learning videos, research has found
that multiple generations view digital books as a vitally important learning
mode.
Many regard millennials as vastly different from previous
generation. This modern tech-savvy Internet generation, or Gen Y, is often
portrayed by various experts as collaborative, open-minded, job-hoppers,
expressive, liberal and receptive to new ideas. However, one can’t generalise
the characteristics for an entire generation.
These notions about generational differences often form
the basis for developing a learning strategy for any generation. However, this
itself is the biggest myth. Despite the prevalent L&D belief in
generation-specific learning preferences, the truth is that the basic
expectations across generations are similar—variations are much less dramatic
than we’ve been led to believe.
Research
shows that learning preferences across generations are similar. For instance,
although L&D teams believe that millennials prefer micro-learning videos,
research has found that multiple generations view digital books as a vitally
important learning mode. In fact, studies show that millennials believe the
ability to read enables them to progress their learning at a faster pace than
video. Millennials also display a strong need for job aids, handouts and
written materials for reinforcement, contrary to the general belief that they
prefer online content.
This means
that calibrating the generational differences while planning learning
strategies may impact the outcomes that organisations expect from their
learning efforts. The over-hyped generational differences of employees and
their preferences has created a lot of misconceptions about enterprise learning
practices.
2.
Caring confrontation: A powerful
approach to resolve conflicts
Conflicts and confrontations are
almost day-to-day occurrences. We stand to gain respect and camaraderie by
attempting to bring in care for our colleagues even if we have daggers in our
eyes or have an urge to run away from the scene.
Whatever
may have been your stance, a large part of conflict management is related to
our ability to manage emotions and communicate assertively. A ‘caring
confrontation’ is an impactful way of addressing conflict positively,
especially when emotions are running high in an argument.
Along
with the chosen approach, there comes a moment in the midst of such
communications, to clearly articulate and confront the behavior of the other
person. A confrontation can be challenging because it is basically an
opposition that conveys disagreement. Additionally, it is aimed at making the
other person think or feel differently, which at times is almost impossible.
As
you can see, the above communication includes a combination of thinking,
feeling, empathy, facts, respect, goal and a collaborative solution focused
tone. From here, the conversation is likely to get constructive because the
right foundation has been laid.
3.
4 things to support internal talent mobility through learning
Organizations need to flex their learning & development
muscle to support internal talent mobility, as career progression becomes the
top reason for employer attractiveness.
Rohan
interviewed for a position as a software engineer at a leading technology
organization. A few minutes into the interview, when the interviewer asked
about his expectations from the role, he swiftly expressed a desire to work in
a project-based culture across roles, teams and locations. Do you witness
similar expectations from candidates day in and day out?
As
workforce 2020 is comprised majorly of millennials like Rohan, the spotlight is
on adapting our strategies to their demands and aspirations. According to
Future Workplace Multiple Generations@Work, 91% of millennials expect to
stay in a job for less than 3 years. And as one dives into what makes them take
the plunge, a PwC study states that 52% of millennials rate good
opportunities for career progression as the top reason an employer is
attractive.
While
these statistics may signify a huge setback to the engagement and retention
initiatives, a different way to look at this challenge is to ask, “What if
employees could find career progression opportunities within the same
organization?” Beyond making the off-the-shelf training material available for
multiple subjects and topics, here are four things that organizations can do to
support internal talent mobility through learning:
1.
Career pathing –
2.
Counselor-based approach –
3.
Opportunities to learn in special task forces (STF) –
Supporting
mobility through coaching and mentoring
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