WATERSTONE MILLENNIAL REPORT THE PURPOSE GENERATION

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "WATERSTONE MILLENNIAL REPORT THE PURPOSE GENERATION"

Transcription

1 WATERSTONE MILLENNIAL REPORT THE PURPOSE GENERATION

2 Google the word Millennial ; you are instantly inundated with over 10,000,000 links to studies and information on the generation that is said to be reinventing everything. Millennials, also known as Gen Y, were born between the years of 1979 and 1993, and range in age from 21 to 36. Statistics Canada tells us they represent 7.2 million Canadians today or 20% of the population. It is predicted that within 10 years, nearly 75% of the workforce will consist of Millennials ensuring they will soon enough dominate the workplace. So all of this begs that we ask the following questions: what impact are Millennials having on organizational culture today and what does this mean for Canadian employers as this group moves up the management ranks? In our executive search work at Waterstone Human Capital, not only are we are placing more and more Millennials into leadership roles we are also now adapting our practices and processes to effectively recruit them. We are also assisting our clients and winners of our Canada s 10 Most Admired Corporate Cultures program with the reorganization of their people systems and approaches to ensure they have cultures that attract and retain Millennials. In other words, Millennials are redefining the future of the workplace. OUR RESEARCH In the autumn of 2014, we spoke to a number of Millennials across Canada using in-depth focus groups. We asked them a number of questions including why they chose the companies they work for, what makes them want to stay there, what is most meaningful about their current work, when do they look for a change and how do they envision the future of the workplace. are similar to those we have uncovered through our Canada s 10 Most Admired Corporate Cultures program. Annually, for Canada s 10, we review hundreds of submissions from leading organizations across Canada. These submissions reveal how both private and public-sector organizations of various sizes across industries and geographies have designed their cultures to better meet the needs of the changing Canadian workplace, whether it be through recruitment, retention, compensation, training and development or corporate social responsibility. The overriding observation from our research is that Millennials are having a noticeably different impact on organizations compared to any generation before them. This is centred on some key psychographic differences and their need to be treated both as individuals and as a group. Their impact and presence is re-defining the way organizations attract, retain and engage their employees and in doing so they are making corporate culture an organization s greatest competitive advantage. Some clear insights were uncovered and appeared quite consistent across the nation. We were fascinated with how these themes

3 CONNECTION: THE ME AND WE GENERATION Millennials are more socially connected than any generation before them. They were raised exclusively in the digital world, and are the creators and pioneers of the social media movement. Not only that, but they leverage social media (Facebook, LinkedIn, Twitter, etc.) to build their personal brands. Our research tells us that the generation raised by Baby Boomers was for the most part raised with tailor-made experiences. As part of smaller families with higher net incomes, they received heaps of individual attention as well as more access to travel, fine restaurants, and the best schools and coaches. Millennials were raised in a participative environment where almost everything was negotiated and agreed upon before being actioned. As a result, they tend to have a broad array of interests and their approach to life is based on cooperation and participation. They value team work and see their individual contribution to the team as important. Millennials are a paradox of sorts as they are both socially adept and connected but also highly individualistic. At the same time, they realize that some see them as being lazy, narcissistic and entitled. Thus today organizations are being challenged to update many human capital systems, such as total rewards and onboarding processes, to address both individual needs as well as alignment to broader team membership. This is a tall order.

4 THE IMPORTANCE OF PURPOSE Millennials want to be aligned with a company s purpose and with the purpose of other affiliations that they hold dear. They want to be a contributing factor and enjoy relating to and being responsible for how things get done. Millennials may communicate differently in the workplace but they also expect more personal fulfillment from it. They have high expectations that extend to the workplace and professional commitment is not just the norm as it was for previous generations. Individual and team goal setting is particularly important for Millennials so there is alignment with the unique value they bring to their organizations. Company vision and mission statements take a back seat to purpose e.g. why the organization exists. And connecting to the purpose is a priority for Millennials who want to work for a company that they can be proud of but more importantly associate with and connect to. Millennials are also aware that they have a reputation for being workplace jumpers. Our research found however that given the opportunity to explain this, Millennials told us that when they connect to an organization s purpose, this has a direct impact on their loyalty and tenure. WORK/LIFE INTEGRATION: Millennials are not worried about work/life balance to the extent that some may think. To them it s about work/life integration. Millennials value their lives (as they are the product of the Boomers, who have inherited more wealth, retired earlier and enjoyed the good life unlike any other generation before). Family, friends, quality time, travel and freedom are very important to Millennials. Mobility, shared spaces, home offices and the possibility to create your own hours make work present anytime and everywhere. Millennials crave flexibility and as long as the instructions are clear and targets are realistic, they value a culture that gives them the freedom to figure out how to get to the end goal. Mr. Lube Canada, winners of the 2012 Canada s Most Admired Corporate Cultures in the mid-market category, has developed a unique way to attract and retain people. The idea of the One Life philosophy is such that life and work are not mutually exclusive but should operate as a whole. In simple terms, sometimes life has to make allowances for work and work has to make allowances for life. At a recent Canada s 10 event, Stuart Suls, the CEO of Mr. Lube, explained that they give people the flexibility and freedom to make good decisions based on what makes sense in their own lives. As long as they understand their work objectives, they can get it done when they can. He suggested that he s seeing a dinosaur model in other companies, and if they could teach that it s ok to be at work or not be at work as long as the work gets done, that people will be happier and productivity will increase. Another great example is the Results-Only Work Environment (ROWE), created by Cali Ressler and Jody Thompson. The core ideas centre around rethinking our relationship with time and holding people accountable for results (e.g. remove timekeeping and mandatory attendance altogether). It is less of an ask and more of a courtesy that employees will want to inform their teams if they have a dentist appointment or would prefer to work from home that day. That said, how they do their work, where they do their work and when they do their work is up to them. The most important piece is to measure completion of the project on time. The outcome of feeling empowered and respected is happiness and that happiness turns into wanting to deliver the best results possible for their company. Millennials are more often to choose a company that demonstrates flexibility, autonomy and the opportunity to work in a collaborative environment. We see work/life integration as possibly having the single greatest impact on the cultural change being experienced by organizations today due to Millennials. Organizations that can capitalize on this will attract the best of the class in the Millennial generation.

5 FEEDBACK Millennials value frequent and real time feedback whether positive or negative. This is challenging traditional performance management structures that are built on quarterly or bi-annual feedback. We learned that this feedback should be direct and emphasize how behaviour and contributions are having a positive impact on the business, highlighting their improvements in these areas. It was suggested that this feedback can be in groups and not only in one-on-ones. Many organizations are using brief daily and weekly huddles providing employees with time to share their successes, receive accolades and ask for help where required. PROJECT-BASED PROGRESSION According to a 2011 study by PWC on the career decisions of Millennials and what they look for in potential employers, opportunities for career progression ranked first in terms of priorities ahead of compensation and total rewards. Millennials see growth differently growth is about broadening skills and taking on diverse challenges. They want to understand what they need to do to get the most from their work, and how quickly they can take on new opportunities within the organization. We have found that Millennials look at their career development differently than anyone before them they see their careers as a series of projects or challenges to be taken on, and value horizontal/lateral movement as much or more than traditional vertical steps. Millennials told us that they feel their leaders biggest challenges are to unlock their potential and help align their natural talents to the organization s purpose. Millennials value upward mobility as well but they believe that by moving across projects they gain a variety and depth of experiences. Organizations that allow Millennials to take on side projects, or to try a role in a different department or geographic location, will benefit from longer tenured team members. Millennials want, and in many cases expect, to be challenged to come up with ideas. CONCLUSION Millennials have transformed the discussion of culture and performance into the mainstream. They are convinced that culture is an organization s greatest asset and it truly is what sets companies apart from one another. As we heard from one Millennial, culture is your competitive advantage and our alignment to that culture is critical to organizational success. More than any generation before them, Millennials value this and choose organizations whose culture speaks to their values and aligns with their purpose and goals in life. They want to be connected to the purpose of an organization and do not see their professional or personal lives being mutually exclusive. With 75% of the workforce consisting of this generation in the next 15 years, Millennials will continue be a focus for Waterstone. Our plan is to continue to be at the forefront of this research, in order to help our clients recruit and retain what is becoming the most important and unique demographic: The Purpose Generation, as we call them.

6 ABOUT WATERSTONE HELPING BUILD GREAT ORGANIZATIONS WHERE CULTURE IS COMPETITIVE ADVANTAGE By helping our clients with cultural talent management services, we help organizations unleash the power of their corporate culture, to drive performance and growth. Our cultural assessment, executive search and recruitment, succession planning, cultural alignment and assessment and coaching and human capital advisory services set us apart as the leading North American-based cultural talent management services firm. For further information, or to discuss how to best recruit and retain the Millennial generation in your workplace, please contact: Marty Parker Chief Executive Officer Waterstone Human Capital Kathryn Ducey Research Associate Waterstone Human Capital x223 Canada s Most Admired recognizes the top companies and leaders that Canada has to offer. Creating a benchmark of success for all those who are nominated. Learn more at

INSIDE EMPLOYEES MINDS

INSIDE EMPLOYEES MINDS HEALTH WEALTH CAREER INSIDE EMPLOYEES MINDS THE TRANSFORMING EMPLOYMENT EXPERIENCE PART 1 CANADA SEPTEMBER 2015 INTRODUCTION INSIDE EMPLOYEES MINDS THE TRANSFORMING EMPLOYMENT EXPERIENCE At Mercer, our

More information

5 Employee Engagement. Strategies. from. Best Places to Work Winners

5 Employee Engagement. Strategies. from. Best Places to Work Winners 5 Employee Engagement Strategies from Best Places to Work Winners Introduction 5 Employee Engagement Strategies from Best Places to Work Winners Having a solid employee engagement strategy can turn current

More information

THE STAY INTERVIEW KICK START GUIDE. 5 Simple Steps to Dramatically Improve Engagement & Retention

THE STAY INTERVIEW KICK START GUIDE. 5 Simple Steps to Dramatically Improve Engagement & Retention THE STAY INTERVIEW KICK START GUIDE 5 Simple Steps to Dramatically Improve Engagement & Retention You ve heard about them. You ve read about them. Maybe you have even tried doing them. But now, you are

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

Woodworking Industry Conference

Woodworking Industry Conference For More Information: Tim Moore Generational Insights 919.460.6909 Office 919.604.0221 Cell tim@generationalinsights.com www.generationalinsights.com Website: www.timmoorespeaks.com Twitter: http://twitter.com/timmoorecary

More information

Workplaces of the Future: Creating an Elastic Workplace

Workplaces of the Future: Creating an Elastic Workplace Workplaces of the Future: Creating an Elastic Workplace Workplace flexibility has become table stakes for attracting and retaining employees. Now companies must align their flexibility strategy with their

More information

Align employees to achieve strategic outcomes

Align employees to achieve strategic outcomes Align employees to achieve strategic outcomes Ranked #1 in Customer Satisfaction by Performance Management ALIGN Halogen s performance management solution is helping us to align and drive goals, and it

More information

We Can Work It Out: Integrating Millennials Into the Workplace (CAD005)

We Can Work It Out: Integrating Millennials Into the Workplace (CAD005) We Can Work It Out: Integrating Millennials Into the Workplace (CAD005) Speakers: Melissa Dunn, VP and Managing Director, Helmsman Management Stephanie Conner, Senior Analyst, Risk Management, The Walt

More information

The 5 Forces that are Changing Employee www.namely.com Performance Reviews

The 5 Forces that are Changing Employee www.namely.com Performance Reviews REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This

More information

Trash Your Performance Appraisal Form

Trash Your Performance Appraisal Form Trash Your Performance Appraisal Form Unite with your Employees for their Development Amy Shoemaker, Founder January 22, 2016 Another Definition of Performance Management Performance Management is the

More information

Introducing career development: toolkit

Introducing career development: toolkit Introducing career development: toolkit If you want to lift engagement and retention, increase performance, use talent more effectively or build a future workforce, it s a good time to think about introducing

More information

How to Build a More Sustainable Relationship Between Companies and Employees

How to Build a More Sustainable Relationship Between Companies and Employees Q&A By Elana Varon NO. 32 How to Build a More Sustainable Relationship Between Companies and Employees SAP Center for Business Insight Brief Q&A Case Study Inquiry E-Book 1 To build a higher-performing,

More information

What millennials want from work How to Maximize Engagement in Today s Workforce

What millennials want from work How to Maximize Engagement in Today s Workforce What millennials want from work How to Maximize Engagement in Today s Workforce 2016 Jennifer J. Deal, Center for Creative Leadership. All rights reserved. Born 1980-2000 research includes 25,000 millennials

More information

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals 50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting

More information

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE 7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

Career Expectations. n-gen Generational Index Report September 2009

Career Expectations. n-gen Generational Index Report September 2009 Career Expectations n-gen Generational Index Report September 2009 Overview This report presents recent North American statistics on job tenure, including findings on why employees choose to change positions

More information

Technology and Management Trends For Emerging HR Leaders 2015

Technology and Management Trends For Emerging HR Leaders 2015 Technology and Management Trends For Emerging HR Leaders 2015 The Human Resources landscape is changing at a rapid pace. The traditional HR role has evolved from that of a business function to that of

More information

A Research ebook by: A Recruiter s Guide to. attract & retain. Millennials icims, Inc. All rights reserved.

A Research ebook by: A Recruiter s Guide to. attract & retain. Millennials icims, Inc. All rights reserved. A Research ebook by: A Recruiter s Guide to attract & retain Millennials 2016 icims, Inc. All rights reserved. Much Ado About Millennials Tomorrow s workforce won t just include Millennials, it will be

More information

3 THINGS EVERY EMPLOYER NEEDS TO KNOW ABOUT MILLENNIALS

3 THINGS EVERY EMPLOYER NEEDS TO KNOW ABOUT MILLENNIALS 3 THINGS EVERY EMPLOYER NEEDS TO KNOW ABOUT MILLENNIALS 3 THINGS EVERY EMPLOYER NEEDS TO KNOW ABOUT MILLENNIALS They re everywhere and they re a hot topic they re the Millennials, also known as Generation

More information

Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION

Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION Canadian Employer Brand Trends Report 2015 Transparency in business has crossed a bold threshold. The demand for open and honest communications

More information

Case Study. We are growing quickly, and Saba is key to that successful growth.

Case Study. We are growing quickly, and Saba is key to that successful growth. Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.

More information

Millennials at Work. Presentation at the 2013 Financial Management Institute PD Week. Presenters. Lori Watson Partner. Ryan Lotan Director

Millennials at Work. Presentation at the 2013 Financial Management Institute PD Week. Presenters. Lori Watson Partner. Ryan Lotan Director www.pwc.com/ca Millennials at Work Understanding Your Future Workforce Presentation at the 2013 Financial Management Institute PD Week Presenters Lori Watson Partner Ryan Lotan Director Franck Hounzangbe

More information

ADP 2015 Midsized Business Owners Study

ADP 2015 Midsized Business Owners Study ADP 2015 Midsized Business Owners Study Engagement, Talent Rising 1 ADP Action Paper November 2015 Executive Summary Midsized businesses play an important role in the recovering U.S. economy. The Association

More information

Diversity and Inclusion: Generational Differences

Diversity and Inclusion: Generational Differences Diversity and Inclusion: Generational Differences Maunda G. Land Manager, College & University Relations The Institute of Internal Auditors What is Diversity and Inclusion? Diversity is the collection

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

Trends in Executive Development

Trends in Executive Development Trends in Executive Development 2014 A Benchmark Report Executive Summary A Subtle Shift For today s executives, the ability to develop a successful business strategy is no longer enough. As we emerge

More information

Creating a Competitive Advantage Through Your Workforce

Creating a Competitive Advantage Through Your Workforce Creating a Competitive Advantage Through Your Workforce Lloyd G. Kirchner President and CEO (BSME Rice 85) Commonwealth Engineering Full-service engineering, procurement, and construction management (EPCM)

More information

The Six Box Leadership model

The Six Box Leadership model Europe The Six Box Leadership model Culture Strategy Relationships Value Creation Systems Individuals Resources People and Experiential Economic and Material Copyright Vlatka Hlupic 2012 Background and

More information

Answer the following questions to determine which approach is best for you.

Answer the following questions to determine which approach is best for you. Building an Executive Search Partner Relationship: Winning Secrets for Recruiting Strategic Top Talent By: Mark Hordes Mark Hordes Management Consultants, LLC Let s assume that all bets are off! We now

More information

INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY

INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY ABOUT THE RESEARCH For the 2014 Millennial Impact Report, Achieve gathered information from two different sources:

More information

IMPLEMENTING A SUCCESSFUL MENTOR PROGRAM IN YOUR ORGANIZATION

IMPLEMENTING A SUCCESSFUL MENTOR PROGRAM IN YOUR ORGANIZATION IMPLEMENTING A SUCCESSFUL MENTOR PROGRAM IN YOUR ORGANIZATION Stuart Karasik, Ph.D. Training Program Manager City of San Diego Public Utilities Department 5510 Kiowa Drive La Mesa, CA 91942 ABSTRACT Over

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

Ethiopia Human Capital Trends 2015 Leading in the new world of work

Ethiopia Human Capital Trends 2015 Leading in the new world of work Ethiopia Human Capital Trends 2015 Leading in the new world of work Introduction Leading in the new world of work Organizations today must navigate a new world of work one that requires a dramatic change

More information

Learning & Development:

Learning & Development: Learning & Development: Lessons from the World s Premier League Organisations Terry Meyer August 2014 USB Executive Development, PO Box 610, Bellville 7535 www.usb-ed.com Introduction: It has now been

More information

How to Recruit Superhero Millennials and Keep Them Engaged. Presented by: Margaret Resce Milkint, Managing Partner

How to Recruit Superhero Millennials and Keep Them Engaged. Presented by: Margaret Resce Milkint, Managing Partner How to Recruit Superhero Millennials and Keep Them Engaged Presented by: Margaret Resce Milkint, Managing Partner PRESENTER Margaret Resce Milkint Managing Partner, The Jacobson Group 25+ years of experience

More information

Coaching and Positive Feedback. Collaborative and Creative Problem-Solving. Communication in the Workplace

Coaching and Positive Feedback. Collaborative and Creative Problem-Solving. Communication in the Workplace Coaching and Positive Feedback Focus on developing employees by unlocking their potential and enhancing their job performance. Provide perspectives and encouragement while concurrently setting high standards

More information

MyPerformance Coaching Questions Take the Time. It s all about the conversation!

MyPerformance Coaching Questions Take the Time. It s all about the conversation! MyPerformance Coaching Questions Take the Time. It s all about the conversation! These coaching questions can be used by supervisors and employees for their ongoing MyPerformance conversations. Choose

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

A Strategic Vision for Human Resources

A Strategic Vision for Human Resources DISCUSSION DOCUMENT A Strategic Vision for Human Resources Organizational Possibilities Fitting the Pieces Together November 7, 2007 Costa Mesa, CA Framework Systems Theory Strategic Vision for Human Resources

More information

Benefits make up an important component of the employment. Employee Benefits in a Total Rewards Framework. article Business Case for Benefits

Benefits make up an important component of the employment. Employee Benefits in a Total Rewards Framework. article Business Case for Benefits article Business Case for Benefits Employee Benefits in a Total Rewards Framework Benefits represent one of the largest investments a company makes in its talent. However, our tendency can be to design,

More information

HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS

HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS 50 HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS Introduction With more access to information than ever before, job seekers are now carefully considering their

More information

Motivational Theories of Generation Y in the Workplace

Motivational Theories of Generation Y in the Workplace Motivational Theories of Generation Y in the Workplace Motivational Theories of Generation Y in the Workplace Denny Trantham CEC, CCA, MBA Generation Age Breakdown: Traditionalists Born 1925-1942 Baby

More information

Workforce Analytics Enable Smarter Decisions

Workforce Analytics Enable Smarter Decisions Ventana Research: Workforce Analytics Enable Smarter Decisions Workforce Analytics Enable Smarter Decisions Finding the Right Tool for Human Capital Management White Paper Sponsored by 1 Ventana Research

More information

BUILDING AN INNOVATIVE INNOVATION TEAM

BUILDING AN INNOVATIVE INNOVATION TEAM NINESIGMA WHITE PAPER BUILDING AN INNOVATIVE INNOVATION TEAM Author: Denys Resnick Director, Strategic Programs Denys Resnick is responsible for incubating and launching NineSigma s new products and services.

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Alumni, Forever UBC. The University of British Columbia Alumni Affairs. UBC Alumni Association Board Of Directors

Alumni, Forever UBC. The University of British Columbia Alumni Affairs. UBC Alumni Association Board Of Directors Alumni, Forever UBC Vision, Mission and October 2012 March 2017 The University of British Columbia 1 Vision, Mission and October 2012 March 2017 Introduction: VISION, MISSION AND STRATEGIC Goals As old

More information

Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN

Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN Table of Contents INTRODUCTION Our Branch 85 CONTRIBUTION TO THE CITY S VISION The Way Ahead 87 Council Initiatives 87 CLT

More information

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups

Guidebook for Establishing Diversity and Inclusion Employee Resource Groups a diverse community, a better nation. Guidebook for Establishing Diversity and Inclusion Employee Resource Groups By Armida Mendez Russell, Co-Founder, DiversityFIRST Consulting and VP Education, National

More information

Think you know the Next Gen investor?

Think you know the Next Gen investor? UBS Investor Watch Analyzing investor sentiment and behavior 1Q 2014 Think you know the Next Gen investor? Think again. a b See what s really on their minds 2 UBS Investor Watch Lazy. Entitled. Narcissistic.

More information

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc.

The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc. The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses Copyright 2007 SuccessFactors, Inc. I. Introduction More successful small and mid-sized companies

More information

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 MAURA DYER 15 YEARS Online Senior Director of Talent Acquisition, Rogers Facilitating the recruitment, engagement, and development of top talent

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

SPEECH DELIVERED BY STANLEY M. BERGMAN HENRY SCHEIN, INC. CHAIRMAN AND CEO 2011 PENN DENTAL MEDICINE GRADUATION MAY 16, 2011

SPEECH DELIVERED BY STANLEY M. BERGMAN HENRY SCHEIN, INC. CHAIRMAN AND CEO 2011 PENN DENTAL MEDICINE GRADUATION MAY 16, 2011 SPEECH DELIVERED BY STANLEY M. BERGMAN HENRY SCHEIN, INC. CHAIRMAN AND CEO 2011 PENN DENTAL MEDICINE GRADUATION MAY 16, 2011 OPEN MOUTHS AND OPEN MINDS Thank you for that kind introduction, Dean Kinane.

More information

GENERATIONAL CONFLICT AT WORK:

GENERATIONAL CONFLICT AT WORK: SHRM FOUNDATION EXECUTIVE BRIEFING GENERATIONAL CONFLICT AT WORK: SEPARATING FACT FROM FICTION Defining the Issue Conflict among people of different generations is common at work. Baby Boomers, Gen Xers

More information

Camden Leadership Behaviours

Camden Leadership Behaviours Camden Leadership Behaviours Camden Leadership Behaviours Introduction from the Chief Executive Tackling the longstanding social issues which our Camden plan commits us to will require a fresh, collective

More information

Best Practices for Talent Management

Best Practices for Talent Management Best Practices for Talent Management Date or subtitle Venture Bank June 2016 1 If we don t get the people thing right, we lose. It s the most important thing in all our businesses. Jack Welch, Former CEO,

More information

Building a winning team is all. Managing Talent and Organizational Bench Strength: Are You Game-Ready?

Building a winning team is all. Managing Talent and Organizational Bench Strength: Are You Game-Ready? This article appeared in the APR MAY JUN 2012 issue of insiderprofiles (http://insiderprofiles.wispubs.com) and appears here with permission from WIS PUBLISHING. Managing Talent and Organizational Bench

More information

Generational Diversity:

Generational Diversity: Generational Diversity: Part 2: New Workplace Dynamics and the Millennial Generation Scott H. Span, MSOD President, Tolero Solutions January 2013 Presented for MCCC Small Business Committee Who We Are

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

Human Resource Strategic Plan

Human Resource Strategic Plan Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and

More information

WHITE PAPER WHY CORPORATE MENTORING? FIVE BENEFITS OF A WORKPLACE MENTORING PROGRAM

WHITE PAPER WHY CORPORATE MENTORING? FIVE BENEFITS OF A WORKPLACE MENTORING PROGRAM WHITE PAPER WHY CORPORATE MENTORING? FIVE OF A WORKPLACE MENTORING PROGRAM Successful companies large and small use mentoring to tackle complex human resource challenges such as increasing employee retention

More information

Leading People, Managing Assets and Succession Planning

Leading People, Managing Assets and Succession Planning Leading People, Managing Assets and Succession Planning Austin CMOM Workshop August 24-25, 2015 Jim Courchaine Vice President and National Director of Business Practices Tata & Howard jcourchaine@tataandhoward.com

More information

ENGAGING THE GENERATIONS

ENGAGING THE GENERATIONS ENGAGING THE GENERATIONS Joy Jones, MS Senior Organizational Effectiveness Consultant Cleveland Clinic Shannon Wagner Director, Engagement, Cleveland Clinic Engaging the Generations Joy Jones, MS Senior

More information

The Recruitment Quotient:

The Recruitment Quotient: ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization

More information

CANADIAN PERCEPTIONS OF RETAIL MANAGEMENT AS A CAREER

CANADIAN PERCEPTIONS OF RETAIL MANAGEMENT AS A CAREER CANADIAN PERCEPTIONS OF RETAIL MANAGEMENT AS A CAREER Primary Researchers: Dr. Frances Gunn and Anna Cappuccitti Research Assistants: Hilary Taylor and Kati Wood Introduction The retail sector employs

More information

Chartered Professional in Human Resources. Competency Framework

Chartered Professional in Human Resources. Competency Framework Chartered Professional in Human Resources Competency Framework Contents 1 About the CPHR 1 Application of the Competency Framework 2 Path to Obtain the CPHR 2 Maintaining the CPHR 3 Overview of the Functional

More information

TOP 10 Best Practices for Recognizing Length of Service

TOP 10 Best Practices for Recognizing Length of Service TOP 10 Best Practices for Recognizing Length of Service Top Ten Best Practices for Recognizing Length of Service Most companies formally recognize tenure in some way. Odds are good that your organization

More information

Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015

Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015 Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015 The Financial Influence Are you leveraging your financial resources to maximize

More information

Nonprofit Workplace Trends: Putting Best Practices to Work

Nonprofit Workplace Trends: Putting Best Practices to Work Nonprofit Workplace Trends: Putting Best Practices to Work Lisa Brown Morton, SPHR, President & CEO Minnesota Council of Nonprofits 2014 Leadership Conference Nonprofit HR Human Resources Consulting Services

More information

Fulfilling Careers Instead Of Filling Jobs. How Successful Companies Are Winning The Competition For Talent In The Human Age

Fulfilling Careers Instead Of Filling Jobs. How Successful Companies Are Winning The Competition For Talent In The Human Age Fulfilling Careers Instead Of Filling Jobs How Successful Companies Are Winning The Competition For Talent In The Human Age OVERVIEW Challenge Companies today are hungry for talent. But what is talent

More information

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 1 2 3 4 Strategic Objective One Vision One Voice. One Team. One Sport. Our journey to 2020 will consolidate Touch Football

More information

Go Global or Localise?

Go Global or Localise? Go Global or Localise? How Leading Organisations are Making People Programme Decisions 27 November 2013 Aon Hewitt, Performance, Reward & Talent Risk. Reinsurance. Human Resources. Empower Results Agenda

More information

9/14/2015. Creating Effective Compensation Plans. About the Speaker. Agenda. Kelli Cruz Founder & Managing Director CRUZ CONSULTING GROUP 2

9/14/2015. Creating Effective Compensation Plans. About the Speaker. Agenda. Kelli Cruz Founder & Managing Director CRUZ CONSULTING GROUP 2 Creating Effective Compensation Plans Kelli Cruz Founder & Managing Director About the Speaker Kelli Cruz brings more than 0 years of experience to her role as the founder of Cruz Consulting Group, working

More information

Reimagine Work CORNERSTONE INSIGHTS

Reimagine Work CORNERSTONE INSIGHTS Reimagine Work CORNERSTONE INSIGHTS WORK IS CHANGING Whether you re ready for it or not, the future of work is now. The new way of work is multigenerational, multi-geographical, multi-cultural, and location-agnostic

More information

Effective Workforce Development Starts with a Talent Audit

Effective Workforce Development Starts with a Talent Audit Effective Workforce Development Starts with a Talent Audit By Stacey Harris, VP Research September, 2012 Introduction In a recent survey of CEO s, one in four felt they were unable to pursue a market opportunity

More information

Job fulfilment, not pay, retains Generation Y talent

Job fulfilment, not pay, retains Generation Y talent Job fulfilment, not pay, retains Generation Y talent New research from the iopener Institute, which analysed responses from over 18,000 professionals, has shown the digital generation Generation Y values

More information

Truman State University Alumni Association Strategic Plan 2012 2016

Truman State University Alumni Association Strategic Plan 2012 2016 Truman State University Alumni Association Strategic Plan 2012 2016 At its core, the Truman State University Alumni Association exists to serve and benefit Truman State University and its alumni, and to

More information

TOP PROFESSIONALS. NEW PERSPECTIVES SALARY GUIDE 2017 SALARY GUIDE

TOP PROFESSIONALS. NEW PERSPECTIVES SALARY GUIDE 2017 SALARY GUIDE TOP PROFESSIONALS. NEW PERSPECTIVES. 2017 SALARY GUIDE ORGANIZATIONAL SUPPORT CALL CENTER MARKETING HUMAN RESOURCES NON-CLINICAL HEALTHCARE SUPPLY CHAIN & LOGISTICS OFFERING THE RIGHT SALARY IS MORE IMPORTANT

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

HR Transformation and Future of HR Brussel, 25 april Material part 2/2. Copyright 2013 Accenture All Rights Reserved.

HR Transformation and Future of HR Brussel, 25 april Material part 2/2. Copyright 2013 Accenture All Rights Reserved. HR Transformation and Future of HR Brussel, 25 april 2013 Material part 2/2 Copyright 2013 Accenture All Rights Reserved. Trends Reshaping the Future of HR March 28, 2013 Agenda Market Drivers Accenture

More information

There are no limits. What Keeps Employees Engaged With Their Workplace? December 2006 Survey Results. Managing the Future Survey Series Survey 2

There are no limits. What Keeps Employees Engaged With Their Workplace? December 2006 Survey Results. Managing the Future Survey Series Survey 2 There are no limits. What Keeps Employees Engaged With Their Workplace? December 2006 Survey Results Managing the Future Survey Series Survey 2 Contents What keeps employees engaged with their workplace?

More information

2016 CANADIAN SOCIAL MEDIA MONITOR. Simplified Understanding

2016 CANADIAN SOCIAL MEDIA MONITOR. Simplified Understanding 2016 CANADIAN SOCIAL MEDIA MONITOR Simplified Understanding May 2016 Canadian Social Media Monitor 2016 Background Insights West s Canadian Social Media Monitor highlights for Canadian marketers key trends

More information

Lumesse Talent Management

Lumesse Talent Management Talent Management Solutions that Accelerate Business Performance We believe that talent management systems should be people centric. Our software supports (rather than replaces) your existing processes

More information

Workplace Transition Coaching TRAIN-THE-TRAINER Program

Workplace Transition Coaching TRAIN-THE-TRAINER Program Workplace Transition Coaching TRAIN-THE-TRAINER Program Supporting the Transition of Employees into the Workplace Is your organization prepared to successfully integrate culturally diverse employees into

More information

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt Acquisition and retention in the war for talent 168, 0 kelly Global workforce index people 00 30 ie s 2012 l i r p se: a a e l re c o u nt r the modern workforce acquisition and retention in the war for

More information

Optimizing Human Capital Development

Optimizing Human Capital Development Optimizing Human Capital Development Fall 2009 Steve Kerschenbaum, Chief Technical Officer 1 What is human capital development? Is human capital development just the latest term for HR or is it really

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

How to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction

How to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction ZS and the HSMAI Foundation IPR Executive Summary How to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction Tony Yeung ZS and the HSMAI Foundation IPR Executive

More information

The Engagement Outliers

The Engagement Outliers The Engagement Outliers How to Achieve Big Improvements in Employee Engagement October 2013 Consulting Performance, Reward and Talent 2013 Aon plc What Is Required for a Successful Space Mission? A business

More information

People Strategy in Action

People Strategy in Action People Strategy in Action Welcome to Our People Strategy 2 The Bausch + Lomb People Strategy The Bausch + Lomb People Strategy 3 Introduction Transforming our company through our people Our transformation

More information

Find the best recruiter for you

Find the best recruiter for you BRAND ou SERIES BRAND SERIES Find the best recruiter for you Where are the jobs Over the next decade in the U.S., health and personal care jobs are expected to see the largest increases in newly created

More information

DATE: December 11, 2013 REPORT NO. CS2013-145 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ]

DATE: December 11, 2013 REPORT NO. CS2013-145 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ] CORPORATE SERVICES COMMISSION DATE: December 11, 2013 REPORT NO. CS2013-145 TO: FROM: Chair and Members Human Resources Committee Darryl Lee, General Manager Corporate Services 1.0 TYPE OF REPORT CONSENT

More information

An Innovative Approach to Strategic Talent Management in the Cloud. Finding and Retaining the Best People

An Innovative Approach to Strategic Talent Management in the Cloud. Finding and Retaining the Best People An Innovative Approach to Strategic Talent Management in the Cloud Finding and Retaining the Best People ManpowerGroup s ninth annual Talent Shortage Survey found that 54 percent of employers reporting

More information

A guide to the University Ser vices. Diversity and Inclusion Plan

A guide to the University Ser vices. Diversity and Inclusion Plan A guide to the University Ser vices Diversity and Inclusion Plan Princeton University is committed to recruiting and empowering talented employees from every sector of society, and to embracing multiple

More information

WORKPLACE TRENDS 2015

WORKPLACE TRENDS 2015 WORKPLACE TRENDS 2015 THE WORKPLACE RTKL London Office London, UK 2 Workplace Trend 2015 RTKL Associates Inc. The workplace continues to evolve as new age groups, technologies and work styles enter the

More information

Leverage Lincoln Financial Network. Make the move to independence. Your business. Our network.

Leverage Lincoln Financial Network. Make the move to independence. Your business. Our network. Leverage Lincoln Financial Network Make the move to independence. Your business. Our network. It s your move You are a successful financial advisor. You ve built your practice on your strong reputation,

More information

Principles of action. Principles of action

Principles of action. Principles of action Principles of action Principles of action Our vision To be the undisputed world leader in building materials Our commitments To our customers, our employees, our communities, our shareholders The Lafarge

More information

Background. Strategic goals and objectives - the 2014/15 plan

Background. Strategic goals and objectives - the 2014/15 plan IABC Chapter Management Awards Category: Leadership Development Chapter: IABC/Calgary (large chapter) Contact: Jennifer de Vries (Past president; jenndevriesiabc@gmail.com; 403.510.2374) Background IABC/Calgary

More information